The purpose of this study was to explore how employees' reflect organizational identification strategies in their everyday talk at a big-box retailer. Previous studies on organizational identification have mostly been organization-centric, focusing on the strategies organizations employ to induce employee identification. This study fills this gap by exploring the employee side of the identification process. Using ethnographic methods, the researcher conducted complete participant observation and textual analysis to understand how employees reflect, mock, and/or rebel against the organization's identification strategies in their narratives and rites. This study used a three phase approach to gain a deeper understanding of how employees used everyday discourse to reflect their connection with an organization. In Phase I, complete participant observation and informant interviews were conducted during the 2011-2012 holiday season at a big-box retailer, Big Alpha. Data were coded using thematic analysis. The second phase consisted of textually analyzing organizational artifacts to determine how Big Alpha employed organizational identification strategies. In the last phase, participant observation and informant interview data were compared to the strategies found in Phase II to determine what identification strategies employees reflected in their everyday talk. Findings indicate that employees enact specific identification strategies that reflect identification and disidentification. Additionally, employees utilized the tactic of espoused shared values, indicating their identification with their work group more than with Big Alpha. This study extends organizational identification theory by revealing specific five new tactics and one new strategy that employees use that connect them or disconnect them from the organization. This study also extends research on temporary workers as findings indicated that seasonal, part-time, and college student workers may not perceive themselves as having "real jobs." Finally, this study found that there may be a worker class system that influences the extent to which employees may or may not identify with the organization. These findings suggest practical implications and areas of future research.

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A study of the available literature on Psychological WellQBeing and Positive Organisational Scholarship revealed that enormous potential existed for further research. This is a relatively new field with limited literature and research evidence available. It became very clear from the beginning that the relationships between these constructs could successfully be researched. It was therefore decided to embark on an academic research journey in order to contribute to the existing knowledge available on these constructs within the South African Private Healthcare Industry. This quantitative research was used to obtain more clarity about the relationships between the two constructs and to gather the responses from the research population. The research sample consisted of 152 nursing staff. Two questionnaires were integrated to develop the Nursing Psychological WellQBeing Questionnaire and consisted of i) PsyCap Questionnaire developed by Luthans, Youssef and Avolio2007, and ii) Psychological WellQBeing Questionnaire developed by Ryff 2000. A total of 152 nursing staff responded to an 87–item paperQbased questionnaire. Four research questions were formulated and covered the following: •The content, validity and portability of the measuring instruments; •The configuration of the various constructs; • Relationships between some of the variables . The content and the structure of the measuring instruments were assessed by means of Confirmatory Factor Analysis (CFA) and) Exploratory Factor Analyses (EFA). These assessments showed that the original measuring instruments are not portable to a culture which is different to the one where they were originally developed. The relationship between dimensions of Psychological WellQBeing and PsyCap sense of achievement and optimism is a significant finding. The significance of the findings of this study and the contribution that it makes to the existing theory is seen in the importance of the portability of measuring instruments. Recommendations in this regard have been made in Chapter 5. Various findings have also highlighted the relationships between Psychological WellQBeing and PsyCap. The importance of future research topics has been recommended.

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This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced.

This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced. / Business, Sauder School of / Graduate

The present research proposes a general model of Transnational Teams (TNTs) to investigate how value placed on cultural diversity, cultural adaptation, communication quality, and trust affect the performance of TNTs and their interaction to each other. TNTs contribute to decisions about a firm's total portfolio of transnational interests, global brands and products, organizational configuration, and global sourcing strategy. Qualitative and quantitative methods are applied in this study of thirty members of TNTs from diverse teams. Based on the qualitative and quantitative analysis, relationships between theory and practice are examined. The analysis shows that there is a strong relationship between trust and performance of TNTs.