The bonding power of the gift has been the subject of much social scientific research. My dissertation adds to this by examining the relationship between gift giving and commitment to a social network or an employing organization. Ideas and concepts from social exchange and identity theories provide the theoretical underpinnings for this investigation. Social exchange theory views human interaction as a series of resource exchanges, and I contend that how people exchange resources may have ramifications for the bonds that develop between them and for their commitment to particular social relations. This study has two parts. In the first half of the dissertation, I ask whether the greater relational solidarity that results from direct reciprocal exchange, as opposed to negotiated exchange, differentially affects whether actors choose to leave their existing exchange networks for new ones and if so, why? Direct reciprocal exchange involves actors directly and independently giving resources to others without knowing whether the recipients of those resources will reciprocate in kind. Negotiated exchange involves actors jointly bargaining over the terms of an agreement. Differences between these two forms of exchange inform my causal argument about why actors are more like to stay in social networks if they participate in direct reciprocal exchange. I test this argument using an experiment. The second half of the dissertation continues this investigation into reciprocal exchange by examining the factors that affect gift giving in the workplace as well as the effects of gift giving on organizational commitment. Here, gift giving is defined broadly to include any act that involves people freely and independently volunteering to provide either tangible or intangible benefits to others without knowing if others will reciprocate. Data from a survey distributed to registered nurses working for a large healthcare organization provides the empirical basis for this investigation. Together the experiment and survey allow for an in-depth investigation into how exchange processes affect commitments to social networks and organizations. As such, the findings reported herein advance sociological understanding about how micro-level processes shape macro-level structures. They also speak to the practical issue of organizational retention.

<p>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.</p>

Syftet med denna studie var att undersöka hur organisationer kan arbeta effektivt med medarbetarskap. Detta undersöktes genom att ta reda på hur man kan arbeta, utveckla samt hur respondenterna upplever medarbetarskapet. För att undersöka detta gjordes kvalitativa intervjuer med sex medarbetare och en chef inom Umeå kommun. Resultatet indikerar på att medarbetarna värdesätter dialog och diskussion samt aktiviteter som kretsar kring detta i medarbetarskapsarbetet. Medarbetarna upplever att det finns en öppenhet och god kommunikation på arbetsplatsen. Studien visar även att det finns utvecklingsmöjligheter inom hur man i dagsläget arbetar med både individuella och organisatoriska mål. För att utveckla medarbetarskapet tycker medarbetarna att det sker ett kontinuerligt arbete. Studien kommer även fram till att kontexten är en viktig faktor som påverkar hur utfallet med medarbetarskapsarbetet blir

This thesis explored the academic staff working conditions, organizational commitment and performance of Nigerian universities. There is a general thinking that there has been a decline on the motivation of the average academic staff in Nigerian university system leading to brain drain situation and a decline in quality of performance of the universities. Incidentally, there is limited empirical evidence comprehensive enough to serve as a framework of what the academics need at work to make them more inclined to remain in their universities, including university performance. This thesis explored the topic in a comprehensive way with academics from six Nigerian universities. It answers the question what and how did the perceived obstacles to academic staff organizational commitment and university performance in Nigeria evolve, and what can be done to improve it? The research design was cross-sectional. Qualitative and quantitative information were gathered to uncover the historical origin of the problems; satisfaction with current working conditions, issues of personal growth, organizational commitment, and university performance. A sample of 248 academics participated in the study. Historically, both structural and managerial issues, internal and external factors, were implicated in the evolution of the problems in the university system. Satisfaction with teaching resources and facilities was poorest. Factors important for personal growth were the same as those that would make the academics more inclined to stay, though, concern with basic salary and welfare were more prominent in decision to stay. Reference to comparable situations with colleagues elsewhere was basis for need to improve on some work factors like salary. The thesis concludes that, deficiency-growth factors, intrinsic-extrinsic factors, and equity issues are important in dealing with the organizational commitment and performance problems in the Nigerian universities studied. Sugestions and limitations of the study are provided.

This study is concerned with the impact of job insecurity on the vital social exchange relationship between employee and employer. Specifically, it explored the relationship between job insecurity and two important social exchange outcomes—organizational commitment and organizational citizenship behavior. Moreover, it assessed the moderating effects of individual factors (communal orientation and powerlessness) and situational factors (trust in management, procedural fairness, and organizational support) on these relationships.

The purpose of this research was to study the effect of the conflict settlement process on the degree of expressed organizational commitment of employees in a collective bargaining setting. The research was done in a basic industry in northern Alabama. The instrument included the Organizational Commitment Questionnaire (OCQ) developed by Mowday, Porter, and Steers. Demographic variables measured were education, age, and sex. Main effects variables were tenure; union membership; and self-described experience with and feeling toward grievance/arbitration as a category 1 grievant, category 2 grievant, witness, and supervisor. Data were analyzed with hierarchical multiple regression. No statistically significant results were found. Limitations included the economic climate of the region and the industrial relations climate of the company.

Research report presented to SBL, Unisa, Midrand. / This study aims to examine how manager's leadership styles correlates with leadership outcomes and perceptions of subordinates and management in the construction industry. Leadership styles, conception and leadership outcomes in terms of effectiveness and operationalization were measured using a modified Bass and Avolio's multifactor leadership questionnaire (MLQ) and a modified Porter et al.'s organizational commitment questionnaire (OCQ).

Submitted in fulfillment of the requirements of the degree of Master of Technology: Commercial Administration, Durban University of Technology, Durban, South Africa, 2012. / Stress management is becoming more and more important as workloads increase. The World Health Organization (WHO, 2005:1-22) estimates that there will be a gradual rise in the number of people experiencing mental health difficulties in the workplace by the year 2020. Current trends indicate an emphasis on the employer's responsibility to provide services that meet their employees' mental health (WHO, 2005:1-22). International organizations such as the European Union and the World Health Organizations have thus been making recommendations about the measures that employers need to take to tackle workplace stress and promote employee wellbeing. Research indicates that employee wellbeing is determined both by an individual's personality and the context of the work situation. Employers can have a huge impact on employee wellbeing, by creating appropriate work demands, support and levels of control, effective communication and engagement, supportive leadership and management and by promoting activities that improve health and wellbeing. This research attempted to better understand the happy/productive worker thesis. The purpose of this study was to investigate the effects of job satisfaction on the wellbeing of administrative staff at the Durban University of Technology (OUT). A mixed methods approach was used to collect data in the form of questionnaires and semi-structured interviews from administrative staff on the six campuses of DUT. Analysis of results indicated that: job satisfaction significantly impacts on the wellbeing of employees; staff were unhappy with their work conditions and this subsequently led to physiological symptoms of stress and which in turn negatively impacted on the their health; and were experiencing many symptoms of burnout. Further investigation is needed to fully understand the predictors of burnout, i.e. the organizational and individual factors that impact burnout so that appropriate interventions may be put into place to increase employee wellbeing. / M

Dans le contexte de la globalisation croissante, les entreprises multinationales qui s’implantent à l’étranger ont un véritable défi à relever à l’heure actuelle et pour les années à venir : comment attirer et retenir des talents dans le cadre d’une compétition mondiale. L’enjeu est particulièrement fort en Chine dans un contexte de croissance rapide et de pénurie de talents. Le taux de turn-over au sein des entreprises multinationales en Chine est très élevé. Une mobilité fréquente des jeunes talents, au particulier les jeunes cadres qui circulent entre les entreprises étrangères est une vraie menace managériale. L’objectif de cette recherche est déterminer les meilleures pratiques de GRH et, tout particulièrement, de management des compétences qui permettent d’améliorer la fidélisation des jeunes cadres des multinationales. La fidélité se traduit par une faible intention de départ et une forte implication organisationnelle. Notre question de recherche est donc : Quels sont les facteurs qui influencent l’intention de départ des jeunes talents d’une part et leur implication organisationnelle d’autre part ? / In the context of increasing globalization, multinational companies set up abroad have a real challenge at present and for the near future: how to attract and retain talent in a global competition. This is particularly crucial issue in China, in a context of rapid growth and of talent shortage. The rate of turnover in multinational companies in China is very high. The frequent mobility of young cadres moving between foreign companies is a real managerial threat. The objective of this research is to determine the best HRM practices, and especially, the practices of management skills that improve the loyalty of senior executives of multinational companies. The loyalty is translated by a low intention to depart and a strong organizational implication. Therefore, our research question is: What are the factors that influence on the one hand, the intention to depart of the young talents, and the organizational implication on the other?

A dissertation submitted to the Faculty of Commerce, Law and Management, University of the Witwatersrand, Johannesburg, in fulfilment of the requirements for the degree of Master of Commerce. Johannesburg, South Africa, May 2016 / Since McKinsey and Company (1998) coined the term “the war for talent” (Axelrod, Handfield-Jones, & Welsh, 2001; Michaels, Handfield-Jones & Axelrod, 2001) in response to a lack of highly skilled and talented employees in the labour market and the need for organisations to compete for this limited talent pool, the topic of talent management has received a remarkable degree of practitioner and academic interest (Bhatnagar, 2007; Collings & Mellahi, 2009; Vaiman, Scullion & Collings, 2012). The scarcity of highly skilled and talented employees has resulted in a paradigm shift, with the “old reality” (people need companies) replaced by new business realities (companies need talented and highly skilled people). This has forced organisations to institute aggressive talent management policies, practices and strategies to attract, develop, and optimise the available talent in both the broader market place and specific industries. The effective management of highly skilled and talented employees has also emerged as a major source of competitive advantage for organisations, resulting in desirable consequences such as organisational commitment, employee engagement, job satisfaction, and lower turnover intentions. Based on this premise, this study sought to investigate the direct and indirect (mediated) relationship between employees’ perception of the organisation’s current talent management practices, organisational commitment, employee engagement, job satisfaction and their intention to quit the organisation. The mediating characteristics of organisational commitment, employee engagement, and job satisfaction on the relationship between the perceived talent management practices and employees’ intention to quit are also investigated. A cross-sectional, survey-based descriptive research design utilising quantitative research methods was adopted to acquire information and primary data needed for analysis. The study was carried out on highly skilled and talented employees (supervisors, line managers, senior managers and directors) of a multinational fast moving consumer goods (FMCG) food manufacturing company in South Africa. The target population of the research comprised of (N = 267) 267 employees of the surveyed organisation with a sample size of (N = 151) 151 respondents. A standardised questionnaire adapted from five instruments ̶ talent management practices (Human Capital Institute, 2008), organisational commitment (Allen & Meyer, 1990), employee engagement (Schaufeli & Bakker, 2003), job satisfaction (Weiss, Dawis, England, & Lofquist, 1967), and intention to quit (Arnold & Feldman, 1982) measured on a Likert type of scale was utilised to collect primary data. A non-probability sampling technique (convenience sampling) was used to collect primary data. The scales used in the study reported Cronbach Coefficient Alphas above the minimum recommended 0.70 margin (Field, 2009) suggesting that the measuring instrument is reliable. The study utilised multiple linear regression analysis to test the proposed hypotheses. The results showed direct significant relationships between the variables under study, suggesting that investing in effective talent management practices relating to talent acquisition, workforce planning, talent development, performance management, talent retention, and other practices may result in desirable outcomes for the organisation. These include enhanced organisational commitment, high levels of employee engagement, increased employee job satisfaction, and reduced turnover intentions. It is recommended that organisations in South Africa and the organisation under study, in particular, develop talent management practices and strategies that can be implemented and applied in the organisation in order to attract and retain highly skilled and talented employees. It is further recommended that organisations develop effective, practical and holistic talent management practices and strategies that will not only attract talent, but also address organisational commitment, employee engagement, job satisfaction, and the retention of highly skilled and talented employees, thus boosting organisational performance and productivity. / MT2017