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<p> The aim of this study was to investigate the perceptions of organizational workers to identify (1) To what extent do the perceptions of support staff in the financial industry regarding the leadership behaviors of direct supervisors affect their levels of intrinsic and extrinsic motivation, (2) What motivational techniques used by transactional and transformational leaders appear to be most effective at motivating support staff in the financial industry. The research questions were investigated through qualitative in-depth interviews with 14 employees in the financial industry. Analysis of data shows a close relationship with transformational leaders and positive intrinsic employee motivation and with transactional leaders a positive relationship with extrinsic employee motivation. The results of this study indicate that when intrinsic motivation is available without any extrinsic motivation, people are motivated intrinsically, but the feelings of motivation diminish quickly. When intrinsic motivation is present with extrinsic motivation, intrinsic motivation is significantly undermined. The large difference in the generational cohorts was the most substantial finding from this study. Over eighty three percent of the younger generational cohort (22-28 years old) preferred a transactional leader and just over 83 percent of the older generational cohort (43-54 years old) preferred a transformational leader. The results of this study have implications for recruiting and selection, and leadership development.</p>

This paper concerns a construct labeled Organizational Citizenship Behavior (OCB). OCBs are unsolicited, cooperative gestures that employees choose to exhibit. While the OCB construct is professed as being quite promising for both research and practice, efforts to develop the construct have been lacking in consistency and reliability. This study addresses both conceptual and psychometric issues associated with OCB by investigating the most predominant measure of the construct. Also, several methodological practices in OCB research are challenged.To test several hypotheses, ratings of OCB were collected in field settings from supervisors, coworkers, and employees. Investigated were 1) the factor structure of the Smith, et al. (1983) measure of OCB, 2) different raters' perceptions of similar factors, 3) the psychometric effect of using different raters' perceptions, and 4) the congruency of OCB items to the conceptual criteria put forth by OCB theorists.Results did not strongly support the psychometric or conceptual stability of this OCB measure. While one stable and reliable factor was revealed (Altruism), discrepancy by raters in the hypothesized models caused concern. In addition, most participants did not perceive the items in this measure as representative of extra-role behaviors, and thus they cannot be conclusively labeled as citizenship behaviors.Implications from the results suggest that further development of the conceptual parameters of OCB be initiated prior to developing new measures. Also, concerns as to the practicality of the OCB construct are conveyed, and recommendations for future research and conceptual development are provided. / Department of Counseling Psychology and Guidance Services

In a fast changing world driven by human resourcefulness and non-orthodox competition, the strategic role of workplace creativity needs no substantiation. However, as restricted by the conventional perception that creativity is an activity of the brilliant individual, this discussion of creativity as an organizational experience is a rather new phenomenon. Though Malaysian researchers are no stranger to the field of creativity, especially in the educational setting, they have overlooked organizational creativity so far. This portfolio therefore endeavours to narrow the gap by, firstly, reviewing the related literature and proposing a workable model for organizational creativity; and secondly, investigating empirically some of the selected dimensions of this proposed model. / Paper 1 establishes the theoretical background of the whole study. The concept of organizational creativity is broadly tackled with inputs from prior literature that has developed the various aspects of human creative efforts. A conceptual framework is suggested as a result of the exploration. According to the proposed model, organizational creativity is an organizationally mediated system through which the personal and social inputs were transformed into different drivers with the desired final states. / Paper 2 used Zhuang, Williamson and Carter's (1999) 'Attitude Survey Questionnaire' to investigate Malaysian managers' self-evaluation of their own personal creativity; the propensity with which they translate their personal creativity into creative contributions to organizations; and, the organizational mediation in terms of policies toward personal creativity. The study indicates that while there are positive and strong correlation among personal creativity, creative participation and creativity-related policies, Malaysian organizations relied heavily on their senior managers for creative inputs. With assertion for the strategic function of policies to foster creativity across organizations, and the availability of more opportunities for middle and junior managers' creative involvement, this article proposes factors that need to be addressed when formulating the policies concerned. / Paper 3 used Anderson and West's (1998) 'Team Climate Inventory' (TCI) to survey the relationship between perceived team climate and team creativity within the context of process-relevant creativity. According to the findings of this study, team creativity is confirmed to be strongly correlated to the degree to which team climate exists in a team. In addition, creative ideas are profitable not only to product development and improvement they are equally important to process development and improvement. Comparing the findings of current research with previous literature, this article argues that by involving teams with positive climate in process-relevant creativity, an organization's profit could be improved. / Like the academic inquiry of 'organizational creativity', the use of the aforesaid instruments is also a new experience to Malaysian organizations as a whole. It is believed that these three papers have systematically addressed some of the dimensions that are critical to the development of organizational creativity, and, the findings could be meaningful to Malaysian organizations that wish to thrive with greater employee ingenuity. / Thesis (DBA(DBusinessAdministration))--University of South Australia, 2005.

Thesis (Ph.D.)--York University, 2005. Graduate Programme in Administration. / Typescript. Includes bibliographical references (leaves 322-339). Also available on the Internet. MODE OF ACCESS via web browser by entering the following URL: http://proquest.umi.com/pqdweb?index=1&did=1283957761&SrchMode=1&sid=1&Fmt=2&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1194976887&clientId=5220

Dissertation (Ph.D.)--Auburn University, 2005. / Abstract. Vita. Includes bibliographic references.

Thesis (Ph.D) -- Australian National University, 2005.

Thesis (Ph.D.(Organizational Behaviour))--University of Pretoria, 2009. / Abstract in English. Includes bibliographical references.