Information politics is a concept widely acknowledged in several disciplines. However, scant empirical evidence exists in the literature that codifies or measures information politics as a construct. This exploratory study developed and tested the Information Politics Assessment Scale (IPAS), a survey instrument that measured individual perceptions of organizational information artifacts as indictors of its information politics. Data collected with the IPAS was examined to investigate the latent structure of the information politics variable, determine information politics models, and explore the relationship between information politics, strategy, and organization effectiveness. A purposive sample of 240 participants from a cross-section of organizations completed the IPAS in an online administration. Exploratory factor analysis generated three factors, labeled Behavioral Flexibility (BF), Environmental Sensitivity (ES), and Structural Autonomy (SA), suggesting three dimensions of the information politics variable. Cluster analysis of aggregate scores on the BF, ES, and SA factors together resulted in determining four distinct information politics models. Crosstab and ANOVA, respectively, enabled explaining the relationship between strategy and information politics, and how it influenced organization effectiveness. This study breaks ground by broadening the theoretical and empirical understanding of information politics in confirming the proposition that an organization’s information artifacts are measureable and reliable indicators of its information politics. Further, it supports the efficacy of the IPAS to identify the information politics model operating in a given organization.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2010.). / Change has become a normal occurrence within organisations in South Africa, more so in telecommunication organisations due to the rapid technological advances. In a competitive global economy, organisations are forced to stay abreast with technological changes in order to survive. The South African telecommunication industry is no exception as global changes will ultimately result in local changes. Harker (1996: 1) maintains that “a tidal wave of change is headed towards the telecommunication industry”. He mentions that the change experienced within the telecommunications industry will transform the economic, social and political environment for nearly every person in the world. The change taking place is affected by the rapid advancement in technology and convergence of computing, communication and information. Therefore only organisations that are ready for these changes will survive. The research was conducted in a large telecommunication organisation in South Africa (Company A) with over 20 000 employees currently employed in the organisation. Company A is embarking on organisational restructuring initiatives that will involve a number of organisational change processes. Organisational change processes may cause resistance to change as feelings of fear, uncertainty, reduced levels of trust in management and an increase in employee resignations may result (Bovey & Hede, 2001: 372, Coch & French, 1948: 512-548). The purpose of this research was to determine the levels of employee commitment to Company A and employee perceptions of the planned organisational changes at Company A

What does it take for organizations to support people working together effectively? What does it mean for an organization to be effective? Does successful collaboration lead to more effective organizations? This study explored these questions both theoretically and empirically in an effort to help organizations understand the most important aspects to consider when attempting to achieve collaboration for organization success. The purpose of this study was to fill some of the gaps in the research by taking a broad, holistic approach to exploring the context required to support collaboration at levels of organizations broader than the team and exploring the links between organization support of collaboration and organization effectiveness. In preparation for the current study, the Organization Support of Collaboration model was developed to identify the broad organization design elements that are required to support collaboration. The Organization Effectiveness model was created to provide a holistic view of what it takes for an organization to be considered effective. The present study empirically validated these models and explored the links between them. Data was collected via a web-based questionnaire administered to a broad sample of individuals who work in organizations. Results supported a model of Organization Support of Collaboration with six factors (Connect to the Environment, Craft a Culture of Collaboration, Understand Work Processes, Design Using an Array of Structures, Build Shared Leadership, and Align Support Systems) and a model of Organization Effectiveness with six factors (Performance, Employee Involvement, Flexibility, Customer Satisfaction, New Customer Development, and Treatment of People). Connect to the Environment predicted five of the six Organization Effectiveness factors, and Craft a Culture of Collaboration predicted four of the six, notably with a connection to Performance. For the predicted relationships between the models, nine hypotheses were supported, six were not supported, and three unexpected significant relationships were found. Implications for practice and future directions are recommended.

Information system’s impact on organization’s effectiveness is a well-researched scientific area and has over the years grown exponentially. Information systems exist in order to intensify the information flow within an organization, at all levels, specifically to allow set of data to reach the designated person, in the right format, and at the right time, generating a positive and beneficial contribution to the organization. This qualitative thesis aims to investigate two different implementations of information systems and its result on the respective organization’s effectiveness. The thesis uses three factors, Time-saving, Workload, and System Reliability, to distinguish users’ perceptions and experience with the system and how they affect the organization’s effectiveness. An interpretative method is used, due to the paradigm’s focus on social constructions and human interpretations to explain reality. In total were seven (7) interviews conducted, three at Organization A, and four at Organization B.  The result of the findings shows that the implementation of a new MIS (Management Information System) has a greater impact on an organization’s effectiveness, compared to an older system that gets updated and add-ons. However, when comparing the first versions of the older MIS with the latest, the findings showed a large improvement in all factors as well. Although, the responses highlighted that there are still several problems that need to be fixed in the older MIS in order for it to reach a better level of satisfaction by its users, but also to achieve better effectiveness. Additionally, the result showed that within Organization B, which utilizes the older system, there were external- and internal factors that were not affected by the MIS, that dictated, to an extent, the workload and if time could be spared.  The thesis helps researchers and organizations alike to better understand the importance of a well-adapted MIS, in terms of the organization's goals, and the importance of increased recognition from the user organization when a system should be discontinued. Furthermore, this thesis helps us to better understand the result of two of the most common IS implementations. The implementation of information systems is challenging for organizations since most are put into place without a practical- and efficient implementation strategy, focusing on wrong critical factors. By comparing differences between different implementation of management information systems, focusing on how the chosen approach affects the effectiveness in each organization, a better grasp, and understanding of an area that lacks research and attention is highlighted.

Thesis submitted in fulfilment of the requirements for the degree of Master of Technology in Construction Management Department of Construction Management and Quantity Surveying in the Faculty of Engineering at the Cape Peninsula University of Technology 2014 / Many South African quantity surveying practitioners are not committed to developing knowledge and skills, a factor that may hinder the development and viability of the firm. Owing to this problem, the research focuses on the strategic role of management with an emphasis on the support mechanisms for learning and the development of knowledge. The research population focuses on professional quantity surveying firms in the Western Cape region of South Africa. The aim of the research is to understand and identify key components of management‟s strategic influence on: (a) the organisation‟s culture, (b) the development of knowledge and (c) the development of related services and skills within professional quantity surveying firms. The research methodology consists of both qualitative and quantitative methods. Management members provided qualitative data by participating in interviews and staff members provided quantitative data by completing questionnaires. The data for the research comprised a criterion sample of eleven small- and medium-sized diversified firms. The core elements of the research are the organisational culture, learning, and the development of knowledge and service diversification. The research expands information on management‟s role in the organisation‟s culture and development of knowledge in professional quantity surveying firms. The research found that there are many supportive learning elements within the organisational cultures of most quantity surveying firms. Most management members discuss employee development and performance issues, and the lessons learnt from projects. Management occasionally mentors employees and regularly allows employees to undertake challenging work activities. Management members do not, however, include employees in the development of the firm‟s related services. Management primarily established related services because there was a need for these services. The development and transfer of related service knowledge and skills are restricted to management members to a large degree. Management‟s influence on the development of knowledge and skills of employees is somewhat limited and inconsistent. Organisational culture factors such as job satisfaction and the professional development of staff members have to be given appropriate attention by management, especially from a consistency and formal standpoint. Elements that require reviewing include the time allocated for internal learning activities and learning initiatives, other than on-the-job training. Service diversification factors, such as management members restriction of staff members to core quantity surveying services, also have to be reconsidered. Elements of some related services may improve the quality of core quantity surveying services. KEYWORDS: QUANTITY SURVEYING; PROFESSIONAL SERVICE FIRM; CULTURE; LEARNING; KNOWLEDGE; SERVICE DIVERSIFICATION

Over the last 3 decades, religious organizations have been embroiled in scandals that have diminished public trust in the ecclesiastic community.The purpose of this study was to examine church leaders and members emotional intelligence and spiritual leadership behavioral characteristics that cultivate trust, and enhance organizational effectiveness, and establish a baseline database to facilitate perpetuating positive social change. The theoretical framework for this study used three models: Chathoth Trust Model; the Wei, Liu and Allen Emotional Intelligence (EI) model, and the Fry Spiritual Leadership Theory (SL) model. Survey instruments for each model were used to determine perspectives within the church that could support building trust. The key research questions considered whether there was a correlation between EI, SL, and trust and if there was any impact of trust on organization effectiveness (OE) in the sample of church leaders and members. A sample of 364 church leaders and members provided the data via opportunity sampling. Correlation, regression, and factor analyses were conducted between EI, and SL (predictor variables), and trust (primary outcome variable) and OE (secondary outcome variable). The results indicated a significant, positive relationship (a) between EI and trust, (b) between SL and trust, and (c) with trust influencing OE. Positve social change for both followers and leaders within an ecclesiastic community may be experience, if leadership find value in the current outcomes and apply what has been learned to further positive organizational transformation and trust.

The aim of this study was to determine the impact of appreciative inquiry (AI) on the development of organisational culture after a merger. The empirical study was con-ducted among the employees of a telecommunications company in South Africa. AI was conducted after a merger of teams within a department of the organisation to assist in the development of a new and combined team culture. Interactive qualitative analysis (IQA) was used to determine the impact of AI on the new culture. The sample size for the study was 35 for the AI session and 20 for the IQA. A qualitative approach was adopted in this study in order to understand and explore the experiences of individuals who had recently been a part of the change process. The research design was based on IQA, a structured approach which constructs a systematic representation of the experience. It was found that AI allowed the teams to gain a new understanding of and insight into what it meant to work together as a unit. A significant difference was noted in the IQA facilitation that was performed six months after the AI session. This re-search therefore confirmed that the AI had a significant positive impact on the culture of the organisation under investigation. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Thesis submitted in partial fulfilment of the requirements for the degree Master of Technology: Human Resource Management in the Faculty of Commerce at the Cape Peninsula University of Technology, 2013 / The researcher decided to replicate an existing study by Rahman, Naqvi and Ramay (2008) titled “Measuring Turnover Intention: A Study of IT Professionals in Pakistan”. The study was applied to new situations in order to determine generalisability to different subjects, age groups, races, locations, cultures or any such variables. The replicated study builds on the original study, by making it relevant today and applying it to a large business within the South African Telecommunications industry. Reducing employee turnover is both strategic and very important in ensuring that an organisation remains profitable. Therefore the main objective of this study is to analyse and verify whether job satisfaction, organisational commitment and perceived alternative job opportunities are correlated with turnover intention. Employee turnover has become a serious management problem for the participating company due to the financial and moral impact on its degree of competitiveness and sustainability prospects. Today, organisations are finding it difficult to retain employees. Many skilled professionals are leaving, which results in the loss of knowledge systems and discontinuity for the Telecommunications industry. Thus, employee turnover demands management’s attention to do whatever it can to retain skilled employees. A quantitative research design using a survey was employed in the study. A survey is defined as “a method for gathering information from a sample of individuals” (Scheuren, 2004: 9). A sample was chosen from a population of employees who are working for the participating company, within the Telecommunications industry. The population is N = 401 (unit of analysis), which is the number of people employed at the participating company, where the researcher is currently employed. The General Job Satisfaction Survey (JDS) developed by Hackman and Oldman (Cook & Rice, 2003: 37) was used to measure both JS and PAJO. Hypothesis 1 addressed the relationship between job satisfaction and turnover intention. The Pearson product-moment correlation coefficient (PPMCC) between job satisfaction and turnover intention was r = 0.812 with a p-value = 0.714*, indicating that the correlation is positive but not significant. The Organisational Commitment Questionnaire (revised) (OCQ) developed by Meyer and Allen (2005: 73) was used to measure employee commitment. Hypothesis 2 addressed the relationship between organisational commitment and turnover intention. The Pearson product-moment correlation coefficient between organisational commitment and turnover intention was r = 0.572 with a p-value = 0.065*, indicating a positive but not significant correlation. Hypothesis 3 addressed the relationship between perceived alternative job opportunities and turnover intentions. The Pearson product-moment correlation coefficient between perceived alternative employment opportunities and turnover intention was r = 0.953 with a p-value = 0.081*, indicating a positive but not significant correlation. It can be concluded that the correlation between the dependent variable and independent variables in the replicated study was positive but not significant which is consistent with the original study conducted by Rahman et al. (2008). The results reveal that in order for the participating organisation to be competitive in the 21st century a firm grip needs to be taken on reducing turnover intentions. Even though the correlation between the variables was not significant it supports previous studies that have found a significant correlation between job satisfaction, organisational commitment, perceived alternative job opportunity and its association with turnover intention. The replicated study will be presented to the participating organisation in an attempt to add value. The audience are managing executives and heads of departments, who are people that can make a difference within their respective divisions. When there is buy-in from top management, this will ensure that the need and urgency for retaining critical skills is filtered down to the lower levels. It will benefit the participating organisation that has a philosophy of wanting to continuously improve. It is recommended to the management of the participating company to pursue a retention strategy highlighting commitment and job satisfaction to obtain a committed and satisfied workforce through application of suitable human resource policies. These include training, career planning and advancement opportunities, employee participation and compensation plans to reduce employee turnover intention (Rahman et al., 2008: 79). By building a company’s business model around job satisfaction, organisational commitment and perceived alternative job opportunities, morale can be increased and commitment can be strengthened. When employees are satisfied they do not have the need to look for work elsewhere, which will contribute to a successful and competitive organisation.