The present study explored the relationships between pay satisfaction, affective organisational commitment, voluntary turnover intention, and attitudes to money in a South African context, as well as whether attitudes to money acted as a moderator and affective organisational commitment as a mediator in the relationship between pay satisfaction and voluntary turnover intention. All participants received a web link to an online survey host in which a questionnaire was presented. The questionnaire included a self-constructed demographic questionnaire, the Pay Satisfaction Questionnaire (Heneman & Schwab, 1985), the Organisational Commitment Questionnaire (Mowday, Steers, & Porter, 1979), an adapted six-item questionnaire assessing voluntary turnover intention, and the Money Ethics Scale (Tang, 1992). The final sample (n = 190) consisted of respondents from a corporate company, as well as a snowball sample from social networks (Facebook, Twitter, and LinkedIn). The results suggested that pay satisfaction may best be viewed as a multi-dimensional construct both internationally and within a South African context. The study provides further support that this is robust across different types of samples and contexts and in different organisational fields. Furthermore, pay satisfaction was positively related to affective organisational commitment and negatively related to voluntary turnover intention. Voluntary turnover intention was also significantly and very strongly negatively related to affective organisational commitment. Moreover, affective organisational commitment mediated the relationship between pay satisfaction and voluntary turnover intention. This supported international findings regarding these relationships. Although one of the subscales of pay satisfaction, pay benefits, was significantly and negatively related to ‘good’ attitude to money, overall pay satisfaction and the other subscales did not significantly relate to money being seen as ‘good’. Pay satisfaction and all its subscales were also not related to money being seen as ‘evil’, an ‘achievement’, ‘respect’ for money, ‘budget’, ‘freedom’, or overall attitude to money. Furthermore, overall attitude to money and all of the subscales were not significantly related to either organisational commitment or voluntary turnover intention. In addition, further analyses found no moderating effect for attitudes to money in terms of the relationship between pay satisfaction and voluntary turnover intention. These results were unexpected given the limited theory available and further research is required.

The aim of this study was to determine the impact that Indoor Environmental Quality (IEQ) design features of green buildings, have on specific organisational outcomes. The organisational outcomes investigated were physical wellbeing, psychological wellbeing, productivity, absenteeism and job satisfaction. These outcomes were investigated within two different green buildings, belonging to a large financial institution, situated in Johannesburg and Durban. Self-report questionnaires were distributed to employees via email inviting them to participate in the study. The questionnaires contained the Warwick-Edinburg Mental Wellbeing Scale (WEMWBS), the Sick Building Syndrome (SBS) questions, and single-item questions measuring productivity and job satisfaction. Actual absenteeism records were obtained of the participating sample from the organisation. Measures were taken before the participants moved into each of the green buildings and 12 months post occupancy in the green buildings. Measures of a comparison group that did not move into either of the green buildings were also taken at the same time periods. The final sample consisted of 175 participants. The results of this study illustrated significant differences in physical wellbeing and productivity of the participants in the green building situated in Durban. Both these measures increased 12 months post occupancy in the green building. The IEQ design features that were found to most significantly impact wellbeing and productivity within the two green buildings were lighting and air conditions. This research is important as there is a growing movement towards implementing green building design initiatives, however in order to be truly effective, the benefits of green building designs must extend beyond the benefits to the environment and also consider the benefits to its occupants (Heerwagen, 2000).

M. Tech. Business Administration / The study was aimed at assessing factors that compel people to decide on changing employment, benefits of making the change and challenges faced in making the decision. The study is also aimed at helping company managers to be able to identify factors that lead employees to leave organizations and therefore reduce the turnover rate and work towards employee retention. Studies that were conducted highlighted that the world of work shifts all the time and therefore many employers can no longer guarantee life-long employment and regular promotion. This causes employees not longer to feel obliged to remain loyal to one employer throughout their lives. People change careers for a number of reasons, leading to shortage of skills and high turnover rate. The study was conducted in the Ekurhuleni West area of Gauteng in an attempt to determine and quantify factors that compel people to change careers from time to time by conducting a well-planned scientific study based on empirical evidence. The implications of the results are: firstly, managers should be able to identify factors that attract, motivate and retain employees; and secondly employees should make use of career development practitioners so as to make informed decisions and be familiar with broader changes that take place in society from time to time. The study will contribute to the retention of employees, improve production and morale and also reduce expenses and time spent on recruitment, training and socialization of new employees.

Thesis (MBA (Business Management))--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Business leaders of today agree that people are the greatest asset of their enterprises, but they struggle to live up to the requirements the knowledge specialists of today dictate. This study investigates the method of storytelling as a leadership tool to engage people in businesses and to contribute to such businesses in becoming an Employer of Choice. In the present day knowledge era the way we communicate has changed completely and knowledge has become the single most important factor within businesses. The latter, in conjunction with the technology boom, has led to an extremely fast paced business environment worldwide, leaving the knowledge experts feeling somehow alienated. Business leaders need to understand this phenomenon and incorporate a culture of care within the business. It is easy to overlook the least troublesome, uncomplicated and inexpensive ways of communications, such as storytelling, to add value in creating a business environment of such a nature. South African businesses should tap into the wisdom of the Ubuntu culture that has its roots deep in storytelling as a method of knowledge sharing and to foster development. The objective of this research document is to illustrate the relationship between storytelling and engaging employees and retaining talent by means of which management could gain a better overview of how their implementation of a storytelling culture in the business could affect their customer retention in the relevant business. / AFRIKAANSE OPSOMMING: Eietydse sakeleiers stem saam dat mense die grootste bate in hul ondernemings is, maar hulle vind dit moeilik om aan die vereistes te voldoen wat die kennisspesialiste deesdae voorskryf. Hierdie studie stel ondersoek in na die metode van storievertel as 'n bestuurswerktuig om mense binne ondernemings te betrek en om by te dra dat sulke ondernemings 'n voorkeurwerkverskaffer kan word. In die hedendaagse kennis-era het die manier waarop ons kommunikeer, heeltemal verander en het kennis die enkel belangrikste faktor in ondernemings geword. Gepaardgaande met die ontploffing in tegnologie, het ondernemings tot 'n uiters vinnige pas in die wêreldwye sake-omgewing gelei, wat die kennisspesialiste ietwat vervreemd gelaat het. Sakeleiers behoort hierdie verskynsel te verstaan en 'n omgee kultuur in hul ondernemings in te voer. Dit is maklik om die mees probleemvrye, ongekompliseerde en goedkoopste kommunikasie maniere mis te kyk, soos die vertel van stories, om waarde toe te voeg tot die skepping van 'n sake-omgewing van so 'n aard. Suid-Afrikaanse ondernemings behoort die wysheid in die Ubuntu-kultuur te ontgin met sy wortels diep in storievertel as 'n manier om kennis te deel en om te ontwikkel. Die doel van hierdie opdrag is om die verhouding tussen storievertel en die betrokkenheid van werknemers toe te lig en om hul talent te behou waardeur die bestuur 'n beter oorsig kan verkry van hoe die implementering van 'n strorievertel kultuur in die onderneming die behoud van kliënte in die betrokke onderneming kan beïnvloed.

Thesis (MBA)--University of Stellenbosch, 2011. / Metropolitan, like all companies in the insurance sector, would like to limit attrition to ensure that the institutional knowledge is retained. At the time when the employee has already tendered a resignation letter, most companies conduct an exit interview. The researcher feels that at this stage, it is rather late. It is important therefore to understand in advance, the reasons why employees would consider leaving the organisation and put corrective measures in place to prevent that. Retention of key employees is a highly topical subject and an important dilemma that many companies have to deal with. It requires leadership attention and scientific understanding of the causes of attrition. In South Africa, the concept of retention of specifically Black employees has a broader significance in that it contributes to higher BEE scores and opportunities to do business with government for those companies that have such interests. The purpose of this study is to firstly understand the phenomenon of retention as it applies to the Black employees of Metropolitan. Black employees with skills and experience are arguably the most attractive group on the labour market due to the lack of such skills. Because of this, companies are struggling to retain their Black employees. This study explores what Metropolitan should take into account when designing retention measures for Black employees. It asks the Black employees themselves, what they consider as important that would help in retaining them. Furthermore, it will help the company to investigate which characteristics or variables to consider when formulating its retention strategies. The questions that the study endeavours to explore are: What mechanisms should Metropolitan use to retain especially Black employees? If current employees are considering leaving the company, what are the main reasons for wanting to leave or looking for a job elsewhere? What are the characteristics that employees consider most important that would make them want to stay at Metropolitan. The subject matter investigation involved a survey which was sent to Black employees in the company and the results which were analysed. The results shed some understanding on the reasons why employees would consider applying for a job outside of Metropolitan. It gives the company an understanding of how many of its current Black employees are looking for jobs elsewhere. Because of this prior knowledge, the company can intervene and put measures in place to retain those who were already looking to leave the company. The study also details characteristics that Black employees at Metropolitan consider to be important by certain biographical categories like job grade, age, education, gender and experience. The results further build on the existing literature of retention, especially in the South African environment in the era of transformation laws.

Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo / s contribution to the organisation and the organisation&rsquo / s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.

Motivation is considered to be the desired positive willingness that prompts a person to action. The factors that influence or lead to this positive willingness, are considered to be motivation factors, and include specific needs, wants, drives or impulses (Hersey &amp / Blanchard, 1988).<br /> <br /> People are motivated by different things, both intrinsic and extrinsic factors. For some, it is power and money that motivate them while for others, it is flexibility or a social workplace. According to Herzberg&rsquo / s theory, intrinsic factors are motivators or satisfiers and can be described as a person's relationship with what she or he does, many related to the tasks being performed (Buitendach &amp / De Witte, 2005 / Mehta, Anderson &amp / Dubinsky, 2000). Extrinsic factors, also known as hygiene factors or dissatisfiers, have to do with a person's relationship to the context or environment in which she or he performs a job (Buitendach &amp / De Witte, 2005 / Mehta et al., 2000). Some individuals are highly motivated by both intrinsic and extrinsic rewards. This is supported in a study amongst medical students (Beswick, 2002). In another study by Shim, Gehrt and Goldsberry (1999), it was found that students entering a career in retail viewed intrinsic aspects as the most important predictor of a retail career, followed by lifestyle flexibility aspects and then extrinsic aspects. Furthermore, research within a service organisation has indicated that various biographical factors have an influence on work motivation (Bezuidenhout, 2001). However, limited research has been conducted to determine whether biographical factors have an influence on work motivation within the retail industry.<br /> <br /> The aim of the study was to investigate the motivation of retail managers in a retail organisation in the Western Cape. Furthermore, it investigates whether the motivation levels of retail managers are influenced by their biographical variables. The Work Satisfaction and Motivation Questionnaire developed by De Beer (1987) and a self-developed biographical questionnaire was administered to elicit work content, promotion, supervision, reward and recognition in relation to work motivation. The questionnaires were distributed to the target population (n=236) of retail managers which were inclusive of store managers, store assistant managers and department managers. Convenience sampling was used to draw a sample (n=109) of male and female retail managers. Statistical analyses involved both descriptive and inferential statistics (ANOVA, Multiple Regression Analysis, Pearson&rsquo / s Correlation Co-efficient and Scheffe&rsquo / s test). The results revealed that there is a significant positive relationship between the investigated dimensions of work motivation and satisfaction. It was found that the investigated dimensions of motivation only account for 49.5% of the variance in total motivation experienced by retail managers. Furthermore, significant differences were found between the biographical variables and responses to the questionnaire. It is suggested, for future research that a proportionate stratified random sample be drawn which will allow the findings of the study to be reliably generalised to the population. Furthermore, it is also recommended that future research consider dimensions of motivation, such as, achievement, responsibility, security, autonomy, feedback and morale, which are not investigated in this study.

Increasingly, organisations are realising that they have to establish an equitable balance between the employee&rsquo / s contribution to the organisation and the organisation&rsquo / s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee motivation. A biographical and Work Motivation Questionnaire was administered to respondents (De Beer, 1987). The sample group (N= 184) consists of male and female employees on post-grade levels 5 to 12. The results of the research indicated that there is a positive relationship between rewards, recognition and motivation. The results also revealed that women, and employees from non-white racial backgrounds experienced lower levels of rewards, recognition and motivation. Future research on the latter issues could yield interesting insights into the different factors that motivate employees. Notwithstanding the insights derived from the current research, results need to be interpreted with caution since a convenience sample was used, thereby restricting the generalisability to the wider population.

Motivation is considered to be the desired positive willingness that prompts a person to action. The factors that influence or lead to this positive willingness, are considered to be motivation factors, and include specific needs, wants, drives or impulses (Hersey &amp / Blanchard, 1988).<br /> <br /> People are motivated by different things, both intrinsic and extrinsic factors. For some, it is power and money that motivate them while for others, it is flexibility or a social workplace. According to Herzberg&rsquo / s theory, intrinsic factors are motivators or satisfiers and can be described as a person's relationship with what she or he does, many related to the tasks being performed (Buitendach &amp / De Witte, 2005 / Mehta, Anderson &amp / Dubinsky, 2000). Extrinsic factors, also known as hygiene factors or dissatisfiers, have to do with a person's relationship to the context or environment in which she or he performs a job (Buitendach &amp / De Witte, 2005 / Mehta et al., 2000). Some individuals are highly motivated by both intrinsic and extrinsic rewards. This is supported in a study amongst medical students (Beswick, 2002). In another study by Shim, Gehrt and Goldsberry (1999), it was found that students entering a career in retail viewed intrinsic aspects as the most important predictor of a retail career, followed by lifestyle flexibility aspects and then extrinsic aspects. Furthermore, research within a service organisation has indicated that various biographical factors have an influence on work motivation (Bezuidenhout, 2001). However, limited research has been conducted to determine whether biographical factors have an influence on work motivation within the retail industry.<br /> <br /> The aim of the study was to investigate the motivation of retail managers in a retail organisation in the Western Cape. Furthermore, it investigates whether the motivation levels of retail managers are influenced by their biographical variables. The Work Satisfaction and Motivation Questionnaire developed by De Beer (1987) and a self-developed biographical questionnaire was administered to elicit work content, promotion, supervision, reward and recognition in relation to work motivation. The questionnaires were distributed to the target population (n=236) of retail managers which were inclusive of store managers, store assistant managers and department managers. Convenience sampling was used to draw a sample (n=109) of male and female retail managers. Statistical analyses involved both descriptive and inferential statistics (ANOVA, Multiple Regression Analysis, Pearson&rsquo / s Correlation Co-efficient and Scheffe&rsquo / s test). The results revealed that there is a significant positive relationship between the investigated dimensions of work motivation and satisfaction. It was found that the investigated dimensions of motivation only account for 49.5% of the variance in total motivation experienced by retail managers. Furthermore, significant differences were found between the biographical variables and responses to the questionnaire. It is suggested, for future research that a proportionate stratified random sample be drawn which will allow the findings of the study to be reliably generalised to the population. Furthermore, it is also recommended that future research consider dimensions of motivation, such as, achievement, responsibility, security, autonomy, feedback and morale, which are not investigated in this study.

Thesis (Mcomm)--University of Stellenbosch, 2003. / ENGLISH ABSTRACT: A need was identified for a proactive strategy for reducing voluntary turnover levels within the mining industry. From the onset it was established that a multi-dimensional approach would be the most appropriate. Organisational commitment and organizational climate were identified as variables that were likely to influence intentions to stay. Moreover, it was hypothesised that organisational climate would directly influence organisational commitment levels. Both organisational climate and organisational commitment have been subjected to considerable controversy with respect to conceptual and methodological issues. This has resulted in the diverse array of approaches currently found in the literature and has threatened the usefulness of both constructs. An overview of existing literature indicated that little is known regarding the relationship between organisational climate, organisational commitment and intention to stay within the specific industry. The current study therefore investigated the existing relationship between collective climate, organisational climate and intent to stay within the mining industry. Research objectives were achieved by means of hierarchical cluster analysis, canonical correlational analysis and standard multiple regressions. All measures were subjected to confirmatory factor analysis. The results indicated that multiple collective climates existed in the various departments. A positive relationship was found between collective climate and organisational commitment, as well as between collective climate and intent to stay. / AFRIKAANSE OPSOMMING: 'n Behoefte aan proaktiewe intervensies, gemik op die vermindering van vrywillige arbeidsomset, is in 'n organisasie in die mynindustrie geïdentifiseer. Dit was vanuit die staanspoor ooglopend dat 'n multidimensionele benadering toepaslik sou wees. Organisasieklimaat en organisasie-verbondenheid is as moontlike veranderlikes geïdentifiseer wat 'n invloed op omsetbedoelings mag uitoefen. 'n Verdere hipotese had betrekking op die verband tussen organisasieverbondenheid en omset-bedoelings. Beide konstrukte het reeds aansienlike kontroversie met betrekking tot konseptueIe en metodologiese aspekte ontlok. Laasgenoemde het onder meer gelei tot die opkoms van 'n aantal uiteenlopende konseptueIe benaderings tot hierdie konstrukte, met die gevolg dat die empiriese bydraes wat hul tot die veld van Organisasiesielkunde maak, toenemend bevraagteken is. 'n Literatuuroorsig het aangedui dat 'n leemte met betrekking tot die onderwerp binne die bepaalde industrie bestaan. Weinig empiriese steun is egter gevind ten opsigte van 'n verband tussen organisasieklimaat, organisasie-verbondenheid en omset-bedoelings. Die betrokke studie het dus ten doel gehad die ondersoek van 'n verband tussen groepklimaat, organisasieverbondenheid en omsetbedoelings. Ten einde bogenoemde verbande te ondersoek, is gebruik gemaak van hiërargiese tros-analise, kanoniese korrelasionele analise, asook standaardmeervoudige regressie-ontledings. Die navorsingsbevindinge het bevestig dat 'n beduidende en positiewe verband tussen groepklimaat en organisasieverbondenheid bestaan. Daar is verder aangetoon dat omset-bedoelinge beduidend met groepklimaat, sowel as organisasieverbondenheid korreleer. 'n Sterker verband is tussen organisasieverbondenheid en omset-bedoelinge gevind.