Burnout and job satisfaction among 108 clinical psychologists working in multi-disciplinary teams (MDTs), was explored in relation to perceived team climate, clarity of team and personal role, and professional and team identificaton. The study employed a cross-sectional within-group and between group design involving a quantitative and qualitative methodology to explore the relationship between variables. Clinical psychologists reported high job satisfaction and high emotional exhaustion, and perceived team climate to be low on a number of aspects. Professional identification was higher than team identification, although team identification was strong. Team identification was associated with aspects of job satisfaction, but not burnout. Clarity regarding personal role in the team was positively associated with job satisfaction and negatively associated with emotional exhaustion. Clarity regarding the role of the team was associated with team identification and job satisfaction. Multi-disciplinary team experience, experience as a psychologist, length of time and the number of sessions worked with the team, were not associated with team identification. Amount of contact with other psychologists was not associated with professional identification. Team climate was associated with job satisfaction and team identification. The findings are discussed and the implications for services, clinical practice and clinical psychology training are addressed.

Organisations have been under enormous pressure due to the changes that they are constantly faced with. Most organisations have at some stage been involved in restructuring, laying-off of employees, and outsourcing of non-core business activities with the aim of coping with the change process. When organisations go through these changes, they still need to support their employees. They must ensure that the employees' roles are clarified, and that they feel secure in their jobs in order to improve their commitment to the organisation. The objective of this study was to determine the relationship between perceived organisational support, role clarity, job insecurity and organisational commitment. Employees from a business unit in a petrochemical organisation were targeted for this research. The study population included employees from managerial, non-managerial and specialist categories. A cross-sectional design was used to achieve the research objectives. Measures of Perceived Organisational Support (POSQ), Role Clarity (RCQ), Job Insecurity (JIQ), Affective Organisational Commitment (OCQ) and a biographical questionnaire were administered for the study. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. Pearson product-moment correlations indicated that when perceived organisational support increases, affective organisational commitment and role clarity will also increase. When perceived organisational support increases, role conflict and job insecurity will Vll decrease. Affective organisational commitment as well as role clarity is predicted by perceived organisational support. MANOYA analysis indicated that male employees experience higher levels of role conflict than their female counterparts. It seems that employees in first line management and professional categories experience significantly higher levels of perceived role conflict than employees in lower level positions. Employees in non-management positions experience significantly higher levels of affective job insecurity than employees in senior management positions. Employees in senior management positions experience significantly lower levels of cognitive job insecurity than employees in non-management positions. Recommendations were made for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2008.

Studiens syfte var att undersöka huruvida ett pilotprojekt bestående av en ny typ av medarbetar- och lönesamtal i Sandvikens kommun givit någon effekt på rolltydlighet, empowerment och arbetstillfredsställelse. Vidare var syftet att undersöka sambanden mellan rolltydlighet, empowerment och arbetstillfredsställelse. En enkät besvarades av 62 förskollärare. Genom t-test undersöktes skillnaden mellan förskollärare som deltar i projektet (N=34) och andra förskollärare (N=28) gällande dessa variabler, men inga signifikanta skillnader kunde visas. En multivariat regressionsanalys visade i enlighet med tidigare forskning ett samband mellan rolltydlighet och arbetstillfredsställelse, men något samband mellan empowerment och arbetstillfredsställelse visades inte. Relationerna analyserades med en stiganalys som visade att rolltydlighet medierar 64 % av effekten av empowerment på arbetstillfredsställelse. Rolltydlighet förklarar 33 % av variansen i arbetstillfredsställelse och slutsatsen är att vikten av rollförtydligande information till medarbetare är av väldigt stor betydelse. / The aim of this study was to investigate whether a project with a new type of performance appraisal in Sandviken Municipality affects role clarity, empowerment and job satisfaction. The further aim was to investigate the relationship between role clarity, empowerment and job satisfaction. A survey was answered by 62 preschool teachers. Student’s t-test analyzed the difference in these variables between the preschool teachers from the project (N=34) and other preschool teachers (N=28) but no significant differences were found. A multiple regression analysis showed a significant relationship between role clarity and job satisfaction in accordance with previous research, but there were no relationship between empowerment and job satisfaction to be found. The relationships were analyzed further with a path analysis that showed that empowerment is mediated by role clarity. Role clarity explains 33 % of the variance in job satisfaction and the conclusion is therefore that information to the employees containing role clarification is of great importance.

In an era characterised by economic recessions, technological change and intensified global competition, the worldwide organisational landscape has been transformed. Organisations are positioning themselves closer to their customers and have begun adopting more cost effective practices in order to remain competitive. In addition, the ability of organisations to compete internationally is largely dependent on their ability to find, develop and retain talent by providing challenging and meaningful work, and advancement opportunities for talented people to remain at their place of work. The responsibility of leadership in talent retention is crucial. They must ensure that they exercise empowering behaviour, clarify roles and in so doing psychologically empower employees within their work contexts. The objective of this study was to determine the relationship between leadership empowerment behaviour, role clarity, and psychological empowerment. Employees from a business unit in a petrochemical organisation were targeted for this research. The study population included employees from managerial, non-managerial and specialist categories. A cross-sectional design was used to achieve the research objectives. The Leadership Empowerment Behaviour Questionnaire (LEBQ), Measures of Role Clarity and Role Ambiguity Questionnaire (RCAQ), Measuring Empowerment Questionnaire (MEQ) and a biographical questionnaire were administered for the study. The statistical analysis was carried out with the help of the SPSS program. The statistical method employed in the study consisted of descriptive statistics, Cronbach alpha coefficients, Pearson product-moment correlation and multiple regression analyses. Multivariate analysis of variance (MANOVA) was used to determine the significance of differences between the experience of psychological empowerment of demographic groups. Results indicated that when leadership empowerment behaviour increases, self determination increases. When role clarity increases, meaning will increase. Psychological empowerment is predicted by leadership empowerment behaviour and role clarity. Role clarity was found to mediate the relationship between leadership empowerment behaviour and two factors of psychological empowerment, namely meaning and competence. MANOVA analysis indicated no differences between different demographic groups in terms of levels of psychological empowerment experienced. Recommendations were made for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2009.

Organisations have been under enormous pressure due to the changes that they are constantly faced with. Most organisations have at some stage been involved in restructuring, laying-off of employees, and outsourcing of non-core business activities with the aim of coping with the change process. When organisations go through these changes, they still need to support their employees. They must ensure that the employees' roles are clarified, and that they feel secure in their jobs in order to improve their commitment to the organisation. The objective of this study was to determine the relationship between perceived organisational support, role clarity, job insecurity and organisational commitment. Employees from a business unit in a petrochemical organisation were targeted for this research. The study population included employees from managerial, non-managerial and specialist categories. A cross-sectional design was used to achieve the research objectives. Measures of Perceived Organisational Support (POSQ), Role Clarity (RCQ), Job Insecurity (JIQ), Affective Organisational Commitment (OCQ) and a biographical questionnaire were administered for the study. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. Pearson product-moment correlations indicated that when perceived organisational support increases, affective organisational commitment and role clarity will also increase. When perceived organisational support increases, role conflict and job insecurity will Vll decrease. Affective organisational commitment as well as role clarity is predicted by perceived organisational support. MANOYA analysis indicated that male employees experience higher levels of role conflict than their female counterparts. It seems that employees in first line management and professional categories experience significantly higher levels of perceived role conflict than employees in lower level positions. Employees in non-management positions experience significantly higher levels of affective job insecurity than employees in senior management positions. Employees in senior management positions experience significantly lower levels of cognitive job insecurity than employees in non-management positions. Recommendations were made for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2008.

In an era characterised by economic recessions, technological change and intensified global competition, the worldwide organisational landscape has been transformed. Organisations are positioning themselves closer to their customers and have begun adopting more cost effective practices in order to remain competitive. In addition, the ability of organisations to compete internationally is largely dependent on their ability to find, develop and retain talent by providing challenging and meaningful work, and advancement opportunities for talented people to remain at their place of work. The responsibility of leadership in talent retention is crucial. They must ensure that they exercise empowering behaviour, clarify roles and in so doing psychologically empower employees within their work contexts. The objective of this study was to determine the relationship between leadership empowerment behaviour, role clarity, and psychological empowerment. Employees from a business unit in a petrochemical organisation were targeted for this research. The study population included employees from managerial, non-managerial and specialist categories. A cross-sectional design was used to achieve the research objectives. The Leadership Empowerment Behaviour Questionnaire (LEBQ), Measures of Role Clarity and Role Ambiguity Questionnaire (RCAQ), Measuring Empowerment Questionnaire (MEQ) and a biographical questionnaire were administered for the study. The statistical analysis was carried out with the help of the SPSS program. The statistical method employed in the study consisted of descriptive statistics, Cronbach alpha coefficients, Pearson product-moment correlation and multiple regression analyses. Multivariate analysis of variance (MANOVA) was used to determine the significance of differences between the experience of psychological empowerment of demographic groups. Results indicated that when leadership empowerment behaviour increases, self determination increases. When role clarity increases, meaning will increase. Psychological empowerment is predicted by leadership empowerment behaviour and role clarity. Role clarity was found to mediate the relationship between leadership empowerment behaviour and two factors of psychological empowerment, namely meaning and competence. MANOVA analysis indicated no differences between different demographic groups in terms of levels of psychological empowerment experienced. Recommendations were made for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2009.

<p>Syftet med studien var att skapa en bättre förståelse för hur några juniorishockeyspelare och deras tränare ser på hur faktorerna lagsammanhållning, spelaromsättning, roller och prestation förhåller sig till varandra och hur de arbetade med dessa faktorer. Instrumenten som användes var GEQ (Group Environment Questionnaire) och två helstrukturerade intervjuguider. Deltagarna i studien var ishockeyspelarna i ett J18-lag (n=18) och deras tränare (n=1) i en medelstor klubb i Sverige. Resultatet visade att samtliga intervjudeltagare upplevde ett positivt samband mellan lagsammanhållning, spelaromsättning, rollklarhet och prestation. Sambandet beskrevs dock som cirkulärt, att alla faktorerna var beroende av varandra och påverkades av varandra. Spelaromsättningen upplevdes som positiv då den skapade konkurrens och förbättrade prestationen. Talang och intresse var basen för den formella rollfördelningen. Spelarna upplevde att de var klara över sina roller och att det bidrog till både bättre lagsammanhållning och ökad prestation.</p><p>The purpose of this study was to create a wider understanding about how some junior ice-hockey players and their coach experience how the factors cohesion, player turnovers, roles and performance are interacting whit each other and how the team is working whit these factors. The instruments that were used were GEQ (Group Environment Questionnaire) and two whole-structured interview guides. The participants of this study were the ice hockey players of a J18-team (n=18) and their coach (n=1) in a club of average size in Sweden. The results showed that all the participants experienced a positive correlation between cohesion, player turnovers, role clarity and performance. The relationship however was described like a circle, that all the factors were depending on each other and were affected by each other. The player turnovers experienced as positive though it created competition and improved performance. Talents and interests represent the base of the formal roles. The players experienced clarity in their roles which led to both better cohesion and improved performance.</p>

Syftet med studien var att skapa en bättre förståelse för hur några juniorishockeyspelare och deras tränare ser på hur faktorerna lagsammanhållning, spelaromsättning, roller och prestation förhåller sig till varandra och hur de arbetade med dessa faktorer. Instrumenten som användes var GEQ (Group Environment Questionnaire) och två helstrukturerade intervjuguider. Deltagarna i studien var ishockeyspelarna i ett J18-lag (n=18) och deras tränare (n=1) i en medelstor klubb i Sverige. Resultatet visade att samtliga intervjudeltagare upplevde ett positivt samband mellan lagsammanhållning, spelaromsättning, rollklarhet och prestation. Sambandet beskrevs dock som cirkulärt, att alla faktorerna var beroende av varandra och påverkades av varandra. Spelaromsättningen upplevdes som positiv då den skapade konkurrens och förbättrade prestationen. Talang och intresse var basen för den formella rollfördelningen. Spelarna upplevde att de var klara över sina roller och att det bidrog till både bättre lagsammanhållning och ökad prestation. The purpose of this study was to create a wider understanding about how some junior ice-hockey players and their coach experience how the factors cohesion, player turnovers, roles and performance are interacting whit each other and how the team is working whit these factors. The instruments that were used were GEQ (Group Environment Questionnaire) and two whole-structured interview guides. The participants of this study were the ice hockey players of a J18-team (n=18) and their coach (n=1) in a club of average size in Sweden. The results showed that all the participants experienced a positive correlation between cohesion, player turnovers, role clarity and performance. The relationship however was described like a circle, that all the factors were depending on each other and were affected by each other. The player turnovers experienced as positive though it created competition and improved performance. Talents and interests represent the base of the formal roles. The players experienced clarity in their roles which led to both better cohesion and improved performance.

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 of today demand efficiency, rationality and personal sacrifice to achieve company goals and profit margins. The integral part that leader relations play in organisations is becoming more evident in the current economic climate. It is therefore vital that organisations focus on good relations in order to achieve engagement, resulting in lower levels of turnover intention. Organisations can be viewed as positive when leaders focus on the importance of people to enhance performance and employee wellness. The general objective of this study was to determine the relationship between leader member-exchange, role clarity, psychological empowerment, engagement and turnover intention. A specific financial institution within the Gauteng province was selected and regional managers, branch managers and consultants participated in the research. A cross-sectional survey design was used to collect data. The Leader-Member Exchange questionnaire, Role Conflict and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Engagement Questionnaire and Intention to- leave Scale were administered. Statistical analysis was carried out by means of SPSS and AMOS. Factor analysis indicated a one factor structure for LMX7, MRCAQ, WEQ, TIS and a four factors structure for MEQ. The scales all showed acceptable reliabilities. The results showed that LMX, role clarity, psychological empowerment, work engagement, and turnover intention were related. Role clarity mediated the relationship between LMX and psychological empowerment, while psychological empowerment mediated the relationship between role clarity and work engagement as well as turnover intention. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2011