Thesis (MTech (Human Resources Management))--Cape Peninsula University of Technology, 2016. / Absenteeism has proven to be a global problem in the workplace, which is further exacerbated by multifaceted factors that cause absence. It is pervasive, inevitable and has an undesirably negative impact on the operations and service delivery of an organisation, if not managed properly. Generally, absenteeism disrupts the work environment and negatively affects the organisation and employees’ morale. A literature search was conducted on the causes, costs, impact, measurements, consequences and strategies of absenteeism in the workplace. Literature on job satisfaction as a concept was also conducted on personal and organisational sources, both content and process theories, and consequences of job satisfaction. The researcher also conducted a survey questionnaire with a sample of employees at DTVET to ascertain their perceptions regarding absenteeism and job satisfaction status within the department. The aim of the study was to identify the main causes of high absenteeism and to determine the status of job satisfaction levels in DTVET. The study identified the causes of absenteeism among DTVET employees, and discovered that reasons are attributed to: work overload; lack of employee health programmes; lack of resolution of employees’ problems; headache problems; inconsistent application of absenteeism procedures; lack of autonomy; lack of an effective performance reward system; backache problems; sick leave entitlement mentality; stomach upsets; and, finally, colds and flu. Findings also revealed that DTVET employees mostly derive their job dissatisfaction from: work overload; bureaucratic processes; benefits; pay; lack of recognition for work well done; and lack of promotion opportunities. This finding also supports Robbins’s (2003:82) conclusions that the consequences of job dissatisfaction may lead to employees missing work, this may also be expressed in various forms i.e. employees complaints, insubordination, steal organisational property, reduce effort, chronic absenteeism, increase error rate, lateness etc. Realistically, absenteeism in the workplace will never be eradicated, however, with proper management interventions, absenteeism rates can be reduced to acceptable levels.

Dissertation submitted in compliance with the requirements for the Masters Diploma: Mechanical Engineering, Technikon Natal, 1990. / Increasing fuel prices have forced marine engineers and diesel engine manufacturers to look at methods of. reducing fuel consumption without a loss in output power. Engineers are always Investigating the following points: (1) decreasing the specific fuel consumption (2) enabling engines to use worse fuels ... (3) extending part load capability (4) using as much waste heat as possible. The sources of heat loss are investigated and the design of an efficient heat recovery system has been evaluated for Ideal temperature and heat conditions. after taking lnto consideration the various methods of heat recovery that are possible on the fishing trawler MFV Roxana Bank. Sources of heat loss identified by engine manufacturers are found primarily in engine cooling water and exhaust systems. These methods are investigated and extra heat transfer systems have become apparent. The use of exhaust gas boilers in diesel engine installations has become widespread as there is always a demand for heating services regardless of vessel type. The predominant form of heat transfer on the Roxana Bank is by forced convection and fluids must always remain in a turbulent state when passing through heat exchange apparatus. The introduction to heat exchangers shows that a high degree of turbulence in both primary and secondary fluids will the overall heat transfer coefficient and also reduce fouling. The design parameters of the heat recovery systems discussed as suitable for the Roxana Bank require the existing cooling water system to be scrapped and a fresh water system with one central cooler to be designed with a high temperature and a low temperature circuit together with a variable speed pump arrangement. should be fitted with such central cooling systems for a number of reasons. The central cooler system Is discussed In detail and it is shown that existing ships and/or new buildings The heat recovery system requires a certain degree of automation to prevent undercooling of the main engine systems and to maintain set Inlet and outlet temperatures to makers specifications. After attending the Roxana Bank on the 09/10 November 1989, the monitored operati~g parameters show a marked deviation to the Ideal temperatures, particularly In the cylinder cooling water circuit ... temperatures. The adverse effects these deviations have on the heat recovery and combined engine load fluctuations found on the Roxana Bank show that steady state heat recovery Is difficult to achieve on this particular type of vessel. Through calculation it Is shown that the envisaged steam turbine alternator is not practical due to the combination of low feed water inlet temperatures to the boiler and insufficient driving steam. The consequence of the reduction in electrical load on the power take off alternators have on the exhaust gas mass flow rates due to reduced engine load are also discussed. A brief mention is also made of organic fluid and thermal oil systems as a form heat recovery and possibilities for efficient heat transfer using these systems. ii Recommendations are made to Irvin and Johnson with regards to a centralised cooling system and the benefits that can be realised with regard to more efficient heat exchanger operations, but that heat recovery on the Roxana Bank from the proposed sources is not a viable proposition. / M

Magister Commercii - MCom / The relationship between organizational commitment among public health employees within South Africa is becoming a big concern as highlighted in media and studies. The aim of this study was to investigate the relationship between organizational commitment and absenteeism amongst different occupational clases within a health sector environment in the Western Cape region. / South Africa

Masters of Commerce / Organizations are operating within a difficult economic environment and in the face of fierce world competition (George & Jones, 1992 cited in Ndlovu & Brijball Parumasur, 2005). To remain competitive globally and for economic reasons, Theron and Dodd (2011) postulate that organizations sporadically have to retrench workers. In order to reduce expenses as well as costs and losses to the organization, they have to restructure and reduce their headcount and the typical form of engaging in the restructuring is by means of downsizing. Makawatsakul and Kleiner (2003) posit that employee morale and loyalty tend to be the first unintended casualties of a downsizing strategy. The repercussions of downsizing is that it jeopardizes employees’ commitment and morale to a large extent (Muthuvuloo 8Rose, 2005) and survivors thus experience lower job and organizational satisfaction (Baruch & Hind, 2000) as this creates insecurity, anxiety and uncertainty. Survivors are also often forced to make a sideway or downward move in their job, may experience a drop in pay and status, become stressed by the amount of work left by departing colleagues that they would now need to undertake and worry about the security of their new position in the organization (Chipunza & Berry 2010). In light of the above, the aim of the study was to investigate the organizational commitment of those employees who survived and remained with the retail organization following a downsizing process. For the purpose of this study a quantitative, non probability convenience sampling design was utilized. The sample (N=150) comprised of both males and females from different ethnic groups. A self developed biographical questionnaire and the Organizational Commitment Questionnaire (OCQ) were used to gather data. Statistical analyses involved both descriptive and inferential statistics (the Pearson Product-Moment Correlation Coefficient, Multiple Regression Analysis and Analysis of Variance). The results of the study indicate that employees display below average levels of commitment to the organization. More specifically, a direct, positive relationship was found between normative and affective commitment. Furthermore, a statistically significant relationship was found between affective and continuance commitment. Statistically significant relationships were found between the biographical characteristics namely, tenure, gender and age, and organizational commitment. Limitations of the current study are put forth and recommendations are made with respect to future research and for the organization.

Magister Commercii (Industrial Psychology) - MCom(IPS) / The primary objective of the current study was to establish the impact that certain push factors (namely, job satisfaction and organizational commitment) have on the intent to quit amongst private security officers. Literature indicate that a strong negative relationship exist between both job satisfaction and organizational commitment and the employee's intent to quit his or her employing organization. Moreover, a number of studies indicate that push factors, such as job satisfaction and organizational commitment, are antecedents to turnover intentions and that both these variables are negatively related to intent to quit (Chen, 2006; Elangovan, 2001; Slattery & Selvarajan, 2005). "For too long, private security has been rated an inferior job" (Potgieter, Ras & Neser, 2008, p. 39). Berg (2007) proffers that government officials have frequently commented on the poor treatment of security officers in terms of the long hours, low pay and job instability. The current study investigates whether security officers are satisfied with their jobs, and if not, which facets of satisfaction they are least satisfied with. Furthermore, the current study attempted to establish which of the two variables (namely, job satisfaction and organizational commitment) predicts intent to quit better. The literature presents opposing views with regards to this; however, various researchers (Bateman & Strasser, 1984; Ben-Bakr, Al-Shammari, Jefri & Prasad, 1994; Slattery & Salvarajan, 2005; Elangovan, 2001) postulate that organizational commitment predicts intent to quit better than job satisfaction. Despite the differences in views in the literature, there is overwhelming evidence that both job satisfaction as well as organizational commitment are strong predictors of intent to quit (Chen, 2006; Firth, Mellor, Moore & Loquet, 2004; Igbaria & Greenhaus, 1992; Slattery & Selvarajan, 2005; Tumwesigye, 2010) and it is a topic worthwhile investigating, especially in a South African private security industry context. Purposeful sampling was used to select the sample for the current study. Security officers with a grade 10 qualification and higher were selected whilst those with qualifications lower than grade 10 were excluded from the selection process as the researcher felt that respondents may have found it difficult to interpret the questions as a result of their literacy level which, in turn, might have an impact on the results of the study. The sample of the current study consisted of (n=143) private security officers employed at a private security organization operating in the Northern suburbs of the broader Cape Town area. Three standardized questionnaires and a self-developed biographical questionnaire were used to collect the data for the current study. The Job Satisfaction Survey (JSS) which was developed by Spector in 1985 was used to assess an employee's attitude towards his/her job and which facet of his/her job he/she is satisfied or dissatisfied with. The Organizational Commitment Questionnaire (OCQ) developed by Porter and Smith in 1970 but further developed later by Mowday, Steers and Porter in 1979 was used to measures a respondent's commitment to his/her employing organization. Intent to quit was measured by making use of the Intent to Quit Questionnaire which was developed by Roodt (2004). All of the measuring instruments possess sound psychometric properties with respect to validity and reliability. The results of the study indicate that both job satisfaction as well as organizational commitment is negatively related to intent to quit. The results further indicate that private security officers are least satisfied with their pay followed by promotional opportunities and that they are most satisfied with coworkers followed by communication. With regard to the strength of the relationship between job satisfaction and intent to quit and the strength of the relationship between organizational commitment and intent to quit, the results of the current study indicate that organizational commitment is a stronger predictor of intent to quit which is in line with the results of previous studies.The current study has a number of limitations. These limitations as well as recommendations for future research and the organization are put forth.

Companies are facing unprecedented pressure from various stakeholders to behave as responsible corporate citizens. The issue of Corporate Social Responsibility (CSR) has therefore gained prominence as a central facet of both social and business platforms in recent years. There is overwhelming evidence from research literature that CSR is an emerging and increasingly important driver of employee engagement and organisational commitment. Studies however also point out that businesses that have engaged in CSR have generally failed to embrace fully the fact that it can be an important driver of employee engagement and not many of them are using this potentially powerful tool to attract, engage and retain employees. The primary objective of the study is to investigate the perceived economic benefit, social impact and environmental impact of CSR on employee engagement and organisational commitment in business firms. Convenience sampling was used to select a stratified sample of 150 employees from six different industries in the Nelson Mandela Bay Metropolis. While 150 questionnaires were distributed, only 91 respondents eventually participated (response rate = 60.7 percent). The data analyses included the calculation of Cronbach alpha coefficients, descriptive statistics (percentages, means, standard deviation and frequency scores), multiple regression, Pearson correlations and Scheffé tests. The empirical results show, among others, that the economic benefit of CSR has the strongest effect on affective commitment of employees; that the environmental benefit of CSR plays a big role in employees wanting to stay with their firms (continuance commitment) and feeling obliged to stay with their firms (normative commitment); and that the social benefit of CSR has a strong effect on the level of employee engagement. The managerial implications of these findings are discussed. The shortcomings of the study and gaps for future research are also highlighted.

Small and medium-sized enterprises (SMEs) have the potential to enhance economic growth and innovation, create jobs, assist large businesses in the distribution of goods and services, and stimulate competition in the economy. However, SMEs face several challenges that influence their longevity, growth, and success. Poor leadership has been highlighted as influencing the job satisfaction and organisational commitment levels of employees, ultimately contributing to employee turnover and SME failure. This study mentions the dishonest, selfish and corrupt nature of modern leadership and identifies a gap in the literature regarding the practice of leadership, especially among South African SMEs. Against this background, the primary objective of this study was to assess the levels of several contemporary leadership styles displayed by SME owners, namely Servant, Authentic, Ethical and Participative leadership, and to investigate their influence on the Job satisfaction and Organisational commitment levels of employees working in SMEs in the Eastern Cape. A quantitative research paradigm was adopted and a sample was drawn from employees working in SMEs in the Eastern Cape Province. The selection of the sample was done using judgement and convenience sampling. A cross-sectional survey using a structured questionnaire was undertaken, and a total of 236 usable questionnaires were returned on which to undertake the statistical analysis. In order to assess the validity of the dependent variables, namely Job satisfaction and Organisational commitment, tests for uni-dimensionality (using factor analysis) were undertaken. An exploratory factor analysis (EFA) was undertaken on the independent variables and four factors were extracted, which corresponded with the theoretical dimensions of Relational leadership, Participative leadership, Servant leadership and Ethical leadership. The items intended to measure Authentic leadership did not load as expected, but a factor named Relational leadership emerged as a result of several items measuring Ethical and Servant leadership loading together. All the independent and dependent variables returned Cronbach’s alpha coefficients of greater than 0.7. As such, sufficient evidence of validity and reliability for the scales measuring the dependent and the independent variables was provided. The data collected was also subjected to several statistical analyses. These included descriptive statistics, Pearson’s product moment correlations, multiple regression analyses, and analysis of variance (ANOVA). The majority of respondents agreed that they experienced Job satisfaction in the SMEs in which they were employed and that they were committed to these businesses. Relational leadership returned the highest mean score while the lowest score was returned for Participative leadership. The majority of respondents also agreed that the SME owners for whom they worked displayed the leadership styles under investigation. All the independent variables were significantly and positively correlated with the dependent variables, Job satisfaction and Organisational commitment. In addition, significant positive correlations were reported between all the independent variables. The multiple regression analyses revealed that three of the four leadership styles investigated in this study had a significant positive influence on both the Job satisfaction and Organisational commitment levels of employees working in the SMEs. These leadership styles were Servant, Relational, and Ethical leadership. In addition, the results of this study showed that Job satisfaction mediates the relationship between Servant, Relational and Ethical leadership, and the Organisational commitment displayed by employees working in SMEs, but does not mediate the relationship between Participative leadership and Organisational commitment. The findings also showed that the demographic variables investigated in this study had no influence on how SME employees perceived the Servant and Relational leadership behaviours of SME owners. However, the results showed that female respondents perceived SME owners as displaying a Participative leadership style more so than male employees did. The findings also revealed that employees with a post-matric qualification perceived that SME owners displayed higher levels of Participative leadership than those without a post-matric qualification. In addition, the ANOVA revealed that White respondents perceived that SME owners exhibited more ethical behaviours than Black respondents did. Given the findings of this study, several recommendations were put forward to enhance the levels of Servant, Relational and Ethical leadership among SME owners, and to ultimately enhance the levels of Job satisfaction and Organisational commitment experienced by their employees. As such SME owners were provided with practical recommendations on how to attract and retain employees by adopting appropriate leadership behaviours. Employees play a vital role in achieving the goals and vision of a business. Satisfied and committed employees put more effort into ensuring the goals and vision of the business are achieved, contributing to business success and ultimately the economy as a whole.

En el escenario empresarial actual se puede presenciar diversos cambios coyunturales, uno de ellos el aumento de la competitividad, factor que incide directamente en el aumento de tasa de rotación. Esta situación se hace más evidente en el personal de la Fuerza de Ventas, quiénes se encuentran directamente relacionados en el proceso de construcción de relación con los clientes. Ante ello, las organizaciones deben ser creativas para lograr la retención de su personal, comprometiéndolos y generando work engagement a través de herramientas organizacionales como la gestión de los canales internos, específicamente para la presente investigación, los boletines internos. Si bien se encontró un caso de estudio que ratifica la relación directa entre la gestión de los canales de comunicación y el work engagement (Randstad, 2017), aún no se ha hallado literatura que relacione ambas variables en el público de la Fuerza de Ventas, colaboradores con una alta tasa de rotación, regidos por una comisión de venta y que no se encuentran dentro de una oficina permanentemente, por lo que la recepción de mensajes juega otra dinámica. Ante esta situación, la presente investigación tiene como propósito analizar la relación entre la gestión de contenido, diseño y frecuencia de envíos de los boletines internos y el work engagement en la Fuerza de Ventas de una aseguradora peruana. Debido a que se encontró evidencias que indicaban la posible relación entre ambas variables, se planteó la siguiente hipótesis: la gestión de contenido, diseño y frecuencia de envíos de los boletines internos y el work engagement se relacionan de manera determinante en el caso de una aseguradora peruana. Se aplicó un diseño metodológico no experimental evaluando la relación y correlación de las variables, utilizando el método de investigación de caso de estudio y la técnica cuantitativa concluyente. Se obtuvo que ambas variables poseen diversas tendencias entre sí, debido a las diferencias significativas encontradas entre los instrumentos de medición empleados, lo que demuestra una relación parcial entre las dos variables aplicadas a la Fuerza de Ventas. / In the current business scenario, several short-term changes can be witnessed, one of them is the increased competitiveness, factor that directly affects in the increase of the turnover rate. This situation becomes more evident in the Sales Force, who are directly related in the process of building a relationship with customers. Given this, organizations must be creative to achieve the retention of their staff, committing them and generating work engagement through organizational tools such as the management of internal channels, specifically for this research, internal newsletters. Although a case study was found that ratifies the direct relationship between the management of communication channels and work engagement (Randstad, 2017), no literature has yet been found that relates both variables in the Sales Force, employees with a high turnover rate, governed by sales commission and who are not permanently in an office, so receiving messages plays another dynamic. Given this situation, this research aims to analyze the relationship between content management, design and frequency of publishment of internal newsletters and work engagement in the Sales Force of a peruvian insurer. Due to evidence that indicates the possible relationship between both variables, the following hypothesis was raised: content management, design and frequency of publishment of internal newsletters and work engagement have a decisively connection applied in the case of a peruvian insurer. A non-experimental methodological design was applied, studying the relation and correlation of the variables, using the case study research method and a conclusive quantitative technique. It was found that both variables have several tendencies among themselves, due to the significant differences found between the measurement instruments used, which demonstrates a partial connection between the two variables applied to the Sales Force of a peruvian insurer. / Tesis

Researchers suggest that value congruence in superior-subordinate dyads results in positive outcomes for an organization (Kemelgor, 1980; Meglino, Ravlin, & Adkins, 1989; 1990; Parkington & Schneider, 1979; Senger, 1971; Weeks, Chonko, Kahle, 1989). Further, evidence is presented which suggests that commitment at the organizational level is achieved, in part, through value congruence at the individual level of analysis. Analysis at the individual level reflects the effect of shared values on interpersonal relations. Work value congruence in a dyad enhances the development of a high quality dyadic relationship. The subordinate in such a relationship perceives being allowed more participation in decision making, more positive work experiences, and less role stress (Turban & Jones, 1988). These items have been found to be predictor variables of commitment from Steer's (1977) framework of antecedents. In this study, a research model was proposed which suggests that work value congruence in the subordinate-superior dyad leads to organizational commitment through its effect on subordinate perceptions of role stress characteristics, participation, and work experiences. The model integrates the organizational aspects of the Steer's (1977) framework for organizational commitment with the interpersonal effect of work value congruence. A field study design using a sample of 96 subordinate-superior dyads at a large Midwestern manufacturing corporation was used for the study. The influence of dyadic work value congruence on organizational commitment as mediated by subordinate perceptions of role stress, participation, and initiation structure/consideration were tested using hierarchical regression. The results of the study indicate that value congruence has a direct influence on OC rather than being mediated by perceptions of role stress characteristics, participation in decision making, and work experiences as predicted in the proposed model. Role stress characteristics and participation in decision making were also found to directly influence levels of OC, however, support was not found for the positive influence of work experiences.

The purpose of this case study is to evaluate two methods of strategic planning within organizational visioning: Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis and Appreciative inquiry (Ai).  SWOT analysis is a method of strategic planning that is popular within companies and organizations due to its simple, yet thorough, approach.  Ai has recently emerged as an approach to strategic visioning and planning within organizational development.  However, little research has been conducted to evaluate either approach to organizational visioning, and there is a growing need to compare the two techniques.  In this case study, participants within one organization were divided, with half of the staff participating in Ai and the other half participating in SWOT.  Data for this mixed methods study was gathered through observation, focus group interviews, and pre-test, post-test, and delayed post assessments tests.  Through the explanatory sequential design, quantitative data evaluated the change in organizational commitment and vision clarity as a result of the interventions; while, qualitative data further explored participants\' perception of the intervention process and resulting effects.  The study found a statistically significant interaction between intervention treatments and the pre-test and post-test scores within the organizational commitment construct.  Seven themes emerged from the qualitative data; however, only two themes were specifically associated with an intervention treatment.  Participants in the SWOT intervention described the visioning process to be frustrating and negative; while, Ai participants found that the visioning process confirmed many of their beliefs and values about the department.  Recommendations for future practice suggest the use of Strengths, Opportunities, Aspiration, Results (SOAR) as an approach that combines and maximizes Ai and SWOT.  Suggestions for future research are to explore SWOT as a precursor to di-visioning within the Visioning Process Model. / Master of Science in Life Sciences