Research regarding employee well-being has generally been neglected in the non-profit organisation (NPO) sector. In many aspects NPOs function similar to for-profit organisations, but face challenges such as more financial restraints. Despite these difficulties, many people choose to work at and remain employed with NPOs. The NPO sector is expanding at a rapid pace and therefore needs to recruit and retain people more effectively without spending too many resources. The objective of this study was to investigate the role of psychological capital (PsyCap) in the decision to work in the NPO sector, and determine further reasons to choose and remain with this sector. An explanatory sequential mixed method design was used with an availability sample (N=108) of employees at an NPO in the social services sector in Gauteng and North West provinces. In the quantitative study, the Psychological Capital Questionnaire (PCQ) was used as measuring instrument. The qualitative study entailed semi-structured interviews with participants with lower (n = 8) and higher (n = 8) PsyCap. The results indicated that NPO employees had a higher level of PsyCap. Differences with regard to their preference to work at an NPO were found between individuals with higher and lower levels of PsyCap, specifically pertaining to the reasons for joining an NPO, motivation, meaning, fulfilment and viewing their work as a calling. No clear inconsistencies with regards to rewards and the choice of working in the NPO, public and private sectors were found among individuals with higher and lower PsyCap. The main reasons influencing the decision to work at an NPO were altruism, type of rewards, job satisfaction, organisational factors, positive social influence, and experiencing their work at an NPO as a calling. The study addresses the lack of research on employee well-being in the NPO sector and extends PsyCap research to NPOs. Characteristics of employees who choose to work in NPOs are emphasised. Recommendations for the organisation and suggestions for future research are presented. / MA (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015

Research regarding employee well-being has generally been neglected in the non-profit organisation (NPO) sector. In many aspects NPOs function similar to for-profit organisations, but face challenges such as more financial restraints. Despite these difficulties, many people choose to work at and remain employed with NPOs. The NPO sector is expanding at a rapid pace and therefore needs to recruit and retain people more effectively without spending too many resources. The objective of this study was to investigate the role of psychological capital (PsyCap) in the decision to work in the NPO sector, and determine further reasons to choose and remain with this sector. An explanatory sequential mixed method design was used with an availability sample (N=108) of employees at an NPO in the social services sector in Gauteng and North West provinces. In the quantitative study, the Psychological Capital Questionnaire (PCQ) was used as measuring instrument. The qualitative study entailed semi-structured interviews with participants with lower (n = 8) and higher (n = 8) PsyCap. The results indicated that NPO employees had a higher level of PsyCap. Differences with regard to their preference to work at an NPO were found between individuals with higher and lower levels of PsyCap, specifically pertaining to the reasons for joining an NPO, motivation, meaning, fulfilment and viewing their work as a calling. No clear inconsistencies with regards to rewards and the choice of working in the NPO, public and private sectors were found among individuals with higher and lower PsyCap. The main reasons influencing the decision to work at an NPO were altruism, type of rewards, job satisfaction, organisational factors, positive social influence, and experiencing their work at an NPO as a calling. The study addresses the lack of research on employee well-being in the NPO sector and extends PsyCap research to NPOs. Characteristics of employees who choose to work in NPOs are emphasised. Recommendations for the organisation and suggestions for future research are presented. / MA (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015

Organisations are constantly undergoing major changes. These changes can have negative consequences on organisational functioning and employee well-being. It is therefore vital for organisations to focus on the elements of a healthy organisation so that a positive organisation can be built and the negative consequences avoided. A healthy organisation pays attention to six intenelated dimensions namely; organisational attributes, organizational climate, job design, job future, psychological work adjustment and negative outcomes (like that of turnover, absenteeism, alcohol and substance abuse, self-reported health, and psychological health). The objective of this study was to determine the relationship between leader empowering behaviour, role clarity, psychological empowerment, work engagement and intention to leave. A business unit consisting of managers, specialists, supervisors and administrative staff participated in this research. A cross-sectional design was used to attain the research objectives. The Leader Empowering Behaviour Questionnaire (LEBQ), the Measures of Role Conflict and Ambiguity Questionnaire (MRCAQ), Measuring Empowerment Questionnaire (MEQ), Utrecht Work Engagement Scale (U\VES), and Intention to Leave Scale (ILS) were administered for the study. The statistical analysis was carried out by utilising the SPSS program. Exploratory factor analysis indicated a three factor structure for LEBQ, a two factor structure for MRCAQ, a four factor structure for MEQ, a three factor structure for UWES and since ILS only consists of two items a factor analysis was not necessary. All the scales showed acceptable reliabilities. The results showed that leader empowering behaviour, role clarity and psychological empowerment predict engagement. Moderation effects showed that role clarity interacted with competence and meaning to affect employees' dedication, and role clarity interacted with the developing of employees (as a facet of leader empowering behaviour) to affect absorption. Finally, a regression analysis showed that work engagement predicts employees intention to leave. Once conclusions for the study were drawn, recommendations for the organisation as well as for future research were made. / Thesis (M.Comm. (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2010.

Organisations are constantly undergoing major changes. These changes can have negative consequences on organisational functioning and employee well-being. It is therefore vital for organisations to focus on the elements of a healthy organisation so that a positive organisation can be built and the negative consequences avoided. A healthy organisation pays attention to six intenelated dimensions namely; organisational attributes, organizational climate, job design, job future, psychological work adjustment and negative outcomes (like that of turnover, absenteeism, alcohol and substance abuse, self-reported health, and psychological health). The objective of this study was to determine the relationship between leader empowering behaviour, role clarity, psychological empowerment, work engagement and intention to leave. A business unit consisting of managers, specialists, supervisors and administrative staff participated in this research. A cross-sectional design was used to attain the research objectives. The Leader Empowering Behaviour Questionnaire (LEBQ), the Measures of Role Conflict and Ambiguity Questionnaire (MRCAQ), Measuring Empowerment Questionnaire (MEQ), Utrecht Work Engagement Scale (U\VES), and Intention to Leave Scale (ILS) were administered for the study. The statistical analysis was carried out by utilising the SPSS program. Exploratory factor analysis indicated a three factor structure for LEBQ, a two factor structure for MRCAQ, a four factor structure for MEQ, a three factor structure for UWES and since ILS only consists of two items a factor analysis was not necessary. All the scales showed acceptable reliabilities. The results showed that leader empowering behaviour, role clarity and psychological empowerment predict engagement. Moderation effects showed that role clarity interacted with competence and meaning to affect employees' dedication, and role clarity interacted with the developing of employees (as a facet of leader empowering behaviour) to affect absorption. Finally, a regression analysis showed that work engagement predicts employees intention to leave. Once conclusions for the study were drawn, recommendations for the organisation as well as for future research were made. / Thesis (M.Comm. (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2010.

This research concerns itself with the effects of authentic leadership and a positive organisational context. Gardner, Avolio, Luthans, May and Walumbwa’s (2005) authentic leader and follower development model suggests that authentic leadership within a positive organisational context leads to increased authentic followership, which in turn influences positive follower outcomes, and finally leads to sustainable and veritable organisational performance. A research contextual framework, based on Gardner et al.’s (2005) model, is developed with one significant change being the repositioning of a positive organisational context as a relatively more significant construct in the development of authentic followership. The research contextual framework and in particular the correlations between the various constructs are tested. This is performed through a quantitative study based on the completion of a research questionnaire by employees at four South African based services companies. In addition to a general testing of the various correlations, the role of a positive organisational context is specifically investigated in order to shed light on which model better reflects the authentic leadership development process: Gardner et al.’s (2005) model or the research contextual framework. It is also intended that this research will provide insights into whether general authentic leadership theory can be generalised to a South African context. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The research was conducted from the perspective of a positive psychological paradigm and investigated the interrelationship dynamics between the psychological constructs of resistance to change, work engagement and psychological capital which have been under-researched in the rapidly changing open distance learning work environment of academics. A quantitative survey was conducted on a probability sample of 423 (N=423) academics at a South African open distance learning higher education institution. Confirmatory- and exploratory factor analysis, in the absence of goodness of fit, revealed a four-construct measurement model for resistance to change, a two-factor measurement model for work engagement and a four-construct measurement model for psychological capital. A correlational analysis revealed significant relationships between resistance to change, work engagement and psychological capital and structural equation modelling indicated an adequate fit of the conceptual structural model. Tests for statistically significant mean differences revealed no differences between male and female academics, or between the educational levels of groups of academics, with regard to levels of resistance to change, work engagement and psychological capital. At a theoretical level, the research provided insight into the different concepts and theoretical models that lead to the development of positive psychological functioning, such as understanding of the notion of resistance to change in the work environment. At an empirical level, the new knowledge and insights derived from the results may add to a broader perspective on interrelationships between the psychological behavioural constructs of resistance to change, work engagement and psychological capital. This research has also added to the body of knowledge on how academics’ positive psychological behaviour can contribute to a positive organisation as well as to individual well-being in a changing open distance learning work environment. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)