Thesis (M.A. (Human Resource Management))--North-West University, Potchefstroom Campus, 2009.

Previous researches about the Person-Environment Fit were mainly based on the points of view of Person-Organization Fit and Person-Job Fit. Researches based on the points of view of Person-Supervisor Fit (P-S Fit) and Person-Workgroup Fit (P-G Fit) was less made. But nowadays, more and more companies adopt team approach for the organization of the main mold of operation. How to establish a harmonious group and enhance group¡¦s and individual performance becomes an important issue. The main purpose of this research is base on Fit Theory to examine Person-Supervisor Fit and Person-Workgroup Fit between crew, their supervisor and their coworker in every flight. In this study, Person-Supervisor Fit and Person-Workgroup Fit were defined as independent variables; role performance, job satisfaction and perceived support were defined as dependent variables. The relationship between independent and dependent variable are deeply discussed. There are 136 pairs of questionnaires surveyed by employees and their supervisors. Supervisor Leadership Profile (SLP) and Workgroup Characteristics Profile (WCP) were reduced to 16 of 25 statements as Q ranking items, and Q methodology was applied for measuring P-S Fit and P-W Fit. Regression analysis was used to further explore the dependent variable on the independent variable's influence. The result indicate that¡GFirst, employee with high P-G Fit, has more job satisfaction, the correlation between P-G Fit and job satisfaction is significant; second, employee with high P-S Fit, has more perceived supervisor support, the correlation between P-S Fit and perceived supervisor support is significant; third, employee with high P-G Fit, has more perceived coworker support, the correlation between P-G Fit and perceived coworker support is weak significant. This research further represents the direction of future research and practical meaning of management.

Things develop quickly in today's internet-linked global economy and competition is intense. Speed, cost, and quality are no longer the trade-offs they once were. Today's consumers demand immediate access to high-quality products and services at a reasonable price. Thus, Managers are challenged to speed up the product creation and delivery cycle, while cutting costs and improving quality. Regardless of the size and purpose of the organisation and the technology involved, people are the common denominator when facing this immense challenge. Success or failure depends on the ability to attract, develop, retain, and motivate the employees. The human-resource employee is the drive behind all these voice-to-voice and face-to-face interactions, attempting to represent the emotions, attitudes, and behaviours required by the organisation. The objective of this research study was to determine the relationship between Emotion Work and Well-being among human-resource employees in the chrome industry. The research method consisted of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. A non-probability convenience sample was taken from human-resource employees in the chrome industry. The Utrecht Work Engagement Scale, Oldenburg Burnout Inventory, the Frankfurt Emotion Work Scales, Greek Emotional Intelligence Scale, Emotional Labour Scale, and Social Support Scale were used as measuring instruments. The data was analysed by making use of descriptive statistics, Cronbach alpha coefficients, factor-analysis, Pearson product-moment correlation coefficients, and multiple regression analyses of variance (multivariate analysis of variance and ANOVA), calculated using SPSS. Compared to the the guidelines of a > 0,07 (Nunnally & Bernstein, 1994), all of the scales of the measuring instruments have normal distributions except for Engagement where the kurtosis was positively skewed. Compared to the guidelines of a > 0,07 (Nunnally & Bernstein, 1994), the Cronbach alpha coefficient of all the constructs is considered to be acceptable. A factor analysis confirmed four factors of Emotion Work, consisting of Emotional Dissonance, the Display of Positive/Pleasant Emotions, the Display of Empathy, and the Display of Negative/Unpleasant Emotions. Emotional Intelligence also consists of four factors namely the Use of Emotion, Caring Empathy, the Control of Emotions, and Expression Recognition. Well- being consists of two factors namely Exhaustion and Engagement. Finally, Social Support consists of three factors Co-worker Support, Supervisor Support, and Family Support. An analysis of the data indicated that all of the correlations between the different constructs mentioned below are statistically and practically significant. The Display of Positive/Pleasant Emotions and the Display of Empathy is positively related to Emotional Dissonance. The Display of Empathy is positively related to Emotional Dissonance as well as to the Display of Positive/Pleasant Emotions. The Display of Negative/Unpleasant Emotions is negatively related to the Display of Positive/Pleasant Emotions and the Display of Empathy. Exhaustion is negatively related to Engagement, the Use of Emotions, and the Control of Emotions. Engagement is positively related to Co-worker Support, the Use of Emotion as well as to the Control of Emotions. Family Support is positively related to both Supervisor Support and Co-worker Support. Supervisor Support is positively related to Co-worker Support. The Use of Emotion is positively related to Caring Empathy and the Control of Emotions. Caring Empathy is positively related to the Control of Emotions, the Display of Positive/Pleasant Emotions, and the Display of Empathy, while it in turn is negatively correlated to the Display of Negative/Unpleasant Emotions. The Control of Emotions is negatively related to the Display of Negative/Unpleasant Emotions. Emotional Dissonance is positively related to both the Display of Positive/Pleasant Emotions and the Display of Empathy. Finally, the Display of Positive/Pleasant Emotions is positively related to the Display of Empathy. In a multiple regression analysis with Emotional Dissonance as dependant variable and with demographic variables, as independent variable a statistically significant model was produced. More specifically, 11% of the variance predicted in Emotional Dissonance was explained by gender, age and ethnicity. In a multiple regression analysis indicated that Emotional Intelligence (specifically the Use of Emotion), Emotion Work (specifically Emotional Dissonance), and Social Support (specifically Co-worker Support) predicted 31% of the total variance in Engagement. Emotional Intelligence (specifically the Use of Emotion and the Control of Emotions), Emotion Work (specifically Emotional Dissonance and the Display of Negative/Unpleasant Emotions), and Social Support (specifically Co-worker Support) predicted 43% of the total variance in Exhaustion A multivariate analysis of variance, which was used to determine differences between ethnic, age, and gender groups with regard to Emotion Work, indicated that participants in the African ethnic group experienced higher levels of Emotional Dissonance than participants in the White ethnic group. Female participants display higher levels of Emotional Dissonance, the Display of Positive/Pleasant Emotions, and the Display of Empathy, while male participants experienced higher levels of the Display of Negative/Unpleasant Emotions. The age group of 42 to 51 experienced lower levels of Emotion Work owing to the experience of Emotional Dissonance, than participants in the age groups of 21 to 31, 32 to 41, and 52 to 66. / Thesis (M.A. (Human Resource Management))--North-West University, Potchefstroom Campus, 2009.

Things develop quickly in today's internet-linked global economy and competition is intense. Speed, cost, and quality are no longer the trade-offs they once were. Today's consumers demand immediate access to high-quality products and services at a reasonable price. Thus, Managers are challenged to speed up the product creation and delivery cycle, while cutting costs and improving quality. Regardless of the size and purpose of the organisation and the technology involved, people are the common denominator when facing this immense challenge. Success or failure depends on the ability to attract, develop, retain, and motivate the employees. The human-resource employee is the drive behind all these voice-to-voice and face-to-face interactions, attempting to represent the emotions, attitudes, and behaviours required by the organisation. The objective of this research study was to determine the relationship between Emotion Work and Well-being among human-resource employees in the chrome industry. The research method consisted of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. A non-probability convenience sample was taken from human-resource employees in the chrome industry. The Utrecht Work Engagement Scale, Oldenburg Burnout Inventory, the Frankfurt Emotion Work Scales, Greek Emotional Intelligence Scale, Emotional Labour Scale, and Social Support Scale were used as measuring instruments. The data was analysed by making use of descriptive statistics, Cronbach alpha coefficients, factor-analysis, Pearson product-moment correlation coefficients, and multiple regression analyses of variance (multivariate analysis of variance and ANOVA), calculated using SPSS. Compared to the the guidelines of a > 0,07 (Nunnally & Bernstein, 1994), all of the scales of the measuring instruments have normal distributions except for Engagement where the kurtosis was positively skewed. Compared to the guidelines of a > 0,07 (Nunnally & Bernstein, 1994), the Cronbach alpha coefficient of all the constructs is considered to be acceptable. A factor analysis confirmed four factors of Emotion Work, consisting of Emotional Dissonance, the Display of Positive/Pleasant Emotions, the Display of Empathy, and the Display of Negative/Unpleasant Emotions. Emotional Intelligence also consists of four factors namely the Use of Emotion, Caring Empathy, the Control of Emotions, and Expression Recognition. Well- being consists of two factors namely Exhaustion and Engagement. Finally, Social Support consists of three factors Co-worker Support, Supervisor Support, and Family Support. An analysis of the data indicated that all of the correlations between the different constructs mentioned below are statistically and practically significant. The Display of Positive/Pleasant Emotions and the Display of Empathy is positively related to Emotional Dissonance. The Display of Empathy is positively related to Emotional Dissonance as well as to the Display of Positive/Pleasant Emotions. The Display of Negative/Unpleasant Emotions is negatively related to the Display of Positive/Pleasant Emotions and the Display of Empathy. Exhaustion is negatively related to Engagement, the Use of Emotions, and the Control of Emotions. Engagement is positively related to Co-worker Support, the Use of Emotion as well as to the Control of Emotions. Family Support is positively related to both Supervisor Support and Co-worker Support. Supervisor Support is positively related to Co-worker Support. The Use of Emotion is positively related to Caring Empathy and the Control of Emotions. Caring Empathy is positively related to the Control of Emotions, the Display of Positive/Pleasant Emotions, and the Display of Empathy, while it in turn is negatively correlated to the Display of Negative/Unpleasant Emotions. The Control of Emotions is negatively related to the Display of Negative/Unpleasant Emotions. Emotional Dissonance is positively related to both the Display of Positive/Pleasant Emotions and the Display of Empathy. Finally, the Display of Positive/Pleasant Emotions is positively related to the Display of Empathy. In a multiple regression analysis with Emotional Dissonance as dependant variable and with demographic variables, as independent variable a statistically significant model was produced. More specifically, 11% of the variance predicted in Emotional Dissonance was explained by gender, age and ethnicity. In a multiple regression analysis indicated that Emotional Intelligence (specifically the Use of Emotion), Emotion Work (specifically Emotional Dissonance), and Social Support (specifically Co-worker Support) predicted 31% of the total variance in Engagement. Emotional Intelligence (specifically the Use of Emotion and the Control of Emotions), Emotion Work (specifically Emotional Dissonance and the Display of Negative/Unpleasant Emotions), and Social Support (specifically Co-worker Support) predicted 43% of the total variance in Exhaustion A multivariate analysis of variance, which was used to determine differences between ethnic, age, and gender groups with regard to Emotion Work, indicated that participants in the African ethnic group experienced higher levels of Emotional Dissonance than participants in the White ethnic group. Female participants display higher levels of Emotional Dissonance, the Display of Positive/Pleasant Emotions, and the Display of Empathy, while male participants experienced higher levels of the Display of Negative/Unpleasant Emotions. The age group of 42 to 51 experienced lower levels of Emotion Work owing to the experience of Emotional Dissonance, than participants in the age groups of 21 to 31, 32 to 41, and 52 to 66. / Thesis (M.A. (Human Resource Management))--North-West University, Potchefstroom Campus, 2009.

Orientation: Perceived Talent Management Practices, Perceived Organizational Support and Perceived Supervisor Support are distinct but related constructs, and all of them appear to influence an employee’s intention to quit an organization. Research Purpose – The objective of this study was to investigate Generation Y’s perception of an organization’s talent management practices and to determine how it relates to their intention to quit the organization. In essence, the study aims to establish possible relationships of four constructs: Perceived Talent Management Practices, Perceived Organizational Support (POS), Perceived Supervisor Support (PSS) and Intention to Quit. The mediating/moderating characteristics of POS and PSS on the relationship between Perceived Talent Management Practices and Intention to Quit are also investigated. Motivation for the study – Talent is the new tipping point in corporate success. It has the potential to be the origin of an organisation’s demise or the reason for its continuous success. A concept that exuberates this much potential for both disaster and prosperity validates some examination into its protection. Research design, approach and method – Four Instruments (HCI Assessment of Talent Practices (HCI), Survey of Perceived Organizational Support (SPOS), Survey of Perceived Supervisor Support and an Intention to Quit Scale) was administered to a convenience sample of 135 employees from a population of 450 employees working in three provinces in which the organization was operational. Pearson product-moment correlation analysis and Multiple Regression analysis were used to investigate the structure of the integrated conceptual model on Perceived Talent Management Practices, POS, PSS and Intention to Quit. Main findings - The findings of this study indicates a strong practically significant positive correlation (r(df = 135; p < 0.001) = 0.724, large effect). between Perceived Organizational Support (POS) and Perceived Supervisor Support (PSS). A strong practically significant positive relationship (r(df = 135; p < 0.001) = 0.640, large effect) was found between Perceived Organizational Support (POS) and the employee’s perception of the organization’s Talent Practices. The study confirmed a strong practically significant negative relationship (r(df = 135; p < 0.001) =-0.569, large effect) between Perceived Organizational Support (POS) and the employee’s Intention to Quit. A medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.436, medium effect) was established between Intention to Quit and Perceived Supervisor Support (PSS). This study determined a medium practically significant positive correlation (r(df = 135; p < 0.001) = 0.471, medium effect) between Perceived Supervisor Support (PSS) and the employee’s perception of the organization’s Talent Practices. The findings also establishes a medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.477, medium effect) exists between employees’ perception of the organization’s Talent Practices and their intention to quit the organization. Multiple regression confirmed that neither POS nor PSS mediates/moderates the relationship between Perceived Talent Management Practices and Intention to Quit. Practical/Managerial Implications - Cappelli (2008) stated that paradigms only come undone when they ”encounter problems that they cannot address. But before the old paradigm is overthrown, there must be an alternative, one that describes new developments better than the old one does” (Cappelli, 2008). This study provides evidence that management can use paradigm shifts as a talent retention strategy where the creation of a high perception of talent management practices will result in a lower intent to leave the organization. Contribution: The findings of this study indicate a positive relationship between perceived talent management practices, POS and PSS. The study also established a positive relationship between POS and PSS. A negative relationship was confirmed between POS, PSS and Perceived Talent Management Practices in relation to Intention to Quit. / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted

<p>Managers within the hospitality industry are often required to handle irate guests through various service-recovery situations and thus are exposed to frequent guest aggression. Consequently, manager work is associated with high stress and anxiety. This study used several theories to understand the complex landscape of manager stress and anxiety within the hospitality industry. The Conservation of Resource Theory (Hobfoll, 1989), Stress as Offense to Self Theory (Semmer et al., 2007), and the Social Exchange Theory (Baumeister & Leary, 2005) are used as the foundation to delineate the roles of guest aggression and workplace social support played in reducing manager turnover intention through stress and anxiety. The study results identify that stress and anxiety are vital in impacting turnover intention; however, only certain forms of workplace social support (such as appraisal support) moderate the relationship in such a way that turnover intention decreases.</p> <p>The study design utilized a moderated-mediation analysis with a two-time cross-sectional survey. Respondents were guest-facing managers in various hospitality organizations, including restaurants, hotels, and clubs. Two hundred and sixty-three participants completed the first and second waves of the survey, and after data cleaning, a total of 260 usable responses remained. This study employed Hayes' (2018) mediation analysis model 4 and the moderated mediation analysis model 58 to test all hypotheses.</p> <p>This study shows that guest aggression is a significant predictor of turnover intention, and anxiety mediates the relationship leading to turnover intention. At the same time, stress only has a direct effect itself on turnover intention. In addition, this study found that some forms of workplace social support increased turnover intention, while supervisor appraisal (words of affirmation) moderated the relationship. Ultimately, this study helps guide organizations in making decisions that may reduce managers' intention to quit while providing a foundation for future researchers to examine how workplace social support uniquely affects managers.</p>

Low profit margins threaten the sustainability of quick service restaurants (QSRs). In the United States, low levels of employee job satisfaction and low employee perceptions of supervisor support decrease organizational profitability by as much as $151 million annually, depending on the size and type of organization. Guided by the 2-factor theory of motivation, the purpose of this correlational study was to examine the relationship between employee job satisfaction, employee perceptions of supervisor support, and organizational profitability. A convenience sample of employees from 86 QSR franchise locations in Houston, Texas completed the Job Satisfaction and Perceived Supervisor Support surveys. Multiple linear regression analysis and Bonferroni corrected significance calculation predicted organizational profitability (F(2, 71) = 9.20, p < .001, R2 = .206) and employee job satisfaction (ï?¢ = .577, p = .025). The effect size indicated that the regression model accounted for approximately 21% of the variance in organizational profitability. Employee perceptions of supervisor support (ï?¢ = -.140, p = .580) did not relate to any significant variation in organizational profitability. The findings may be of value to QSR business professionals developing initiatives to improve organizational profitability. Improving employees' perceptions of supervisor support to generate high levels of employee job satisfaction could affect behavioral social change to enhance the health and wellbeing of employees and the wealth and sustainability of QSR franchise locations.

In 2008, there were more than 5,200 workplace fatalities in the United States (BLS, 2010b). During the same time period, U.S. employees missed almost 1.1 million days from work (BLS, 2010c). Accidents are unexpected outcomes that result not only from individuals' behaviors, but from contextual factors (Krause, 1997; Reason, 1990). Therefore, unsafe behaviors have to be interpreted according to a combination of what is occurring in the environment and what the individual is doing in that environment. The present study sought to create a more comprehensive model of safety by means of macroergonomics. Macroergonomics utilizes sociotechnical systems theory to posit that a work system is composed of a personnel subsystem (i.e., ways individuals perform tasks), a technological subsystem (i.e., tasks to be performed), and external factors (Hendrick, 2002a). Perceived control over work hours, an aspect of the technological subsystem, was examined as an antecedent of work-family conflict. Supervisor instrumental support, an aspect of the personnel subsystem, was examined as a moderator of the relationships between perceived control over work hours and work-family conflict. Supervisors have an imperative role in employees' perception of control over their work hours (Kelly & Moen, 2007). Supervisor instrumental support was also hypothesized to moderate the relationships between work-family conflict and safety performance. Supervisors who support their employees in their work-family matters exceed mandatory requirements set forth to protect workers' safety and health (Mearns, Hope, Ford, & Tetrick, 2010). A majority of the 360 participants in the present study were grocery store employees who worked in the front end of the store as cashiers. Job tenure in this particular grocery store chain was an average of 7 years (SD = 5.96) and the average number of hours worked per week was 31 (SD = 8.55). The employees were an average age of 38 years old (SD = 15.25). Two hundred and sixty-two (73%) of the participants were female, 330 (92%) were White, 196 (55%) employees were married or living as married, 146 (41%) employees identified themselves as parents with children living at home, and 58 (16%) employees provided elder care. The data were analyzed using a moderated mediation model. An employee's perceived control over his/her work hours was negatively associated with work-to-family and family-to-work conflict. Work-to-family conflict was not significantly associated with either safety compliance or participation. In contrast, family-to-work conflict was significantly associated with both safety compliance and participation. These findings replicate Cullen and Hammer's (2007) findings that family-to-work conflict, but not work-to-family conflict, is negatively associated with safety compliance and participation. The replication of these significant findings gives support to macroergonomics' assertion that external forces (i.e., family) can affect the safety of employees. All of the meditating and moderating relationships proposed in this dissertation were not significant. I conducted post hoc analyses to determine other possible significant paths in the model examined. The FSSB dimension of supervisor instrumental support was found to positively affect both safety compliance and participation. Supervisor instrumental support was also found to directly affect work-to-family conflict. Overall FSSB and its subdimensions demonstrated similar patterns in the hypothesized relationships and in additional relationships examined. Numerous implications can be recognized from this dissertation. First, interdisciplinary approaches to safety research are emerging and important in the pursuit of safer work environments. Macroergonomics and I/O psychology have commonalities that lend themselves to a good partnership where researchers can learn from each other and collaborate to advance the study of safety. Second, organizations need to focus on the stressors their employees experience as part of their safety programs, and numerous studies, including this dissertation, have found that family-to-work conflict impacts safety compliance and participation. Future safety research may incorporate macroergonomics, which emphasizes that focusing on one adverse aspect of the system may not be enough to create valuable change if there are other adverse factors still creating demands elsewhere in the system. This will allow for a more comprehensive model that ensures certain aspects of the system are not neglected, which can reduce effectiveness of constructs used to create positive changes.

Indiana University-Purdue University Indianapolis (IUPUI) / Previous research has established that supportive work and family environments are critical in helping employees manage stressors that lead to work-family conflict. However, little is known about alternate ways that work-family conflict can be reduced in situations where support is insufficient. Drawing on Conservation of Resources theory, this study examines whether individual differences in personality, specifically core self-evaluations (CSE), can relieve work-family conflict when external sources of support (i.e., family-supportive organizational perceptions (FSOP), supervisor support, family support) are low. Results from 453 men and women in various industries and organizations suggest that FSOP and supervisor support reduce work-to-family conflict (WFC), and that family support reduces family-to-work conflict (FWC). In addition, work-family conflict mediated the negative relationships between social support and employee burnout. Contrary to predictions, however, instead of compensating for low FSOP, WFC was reduced especially for individuals, particularly men, who had both strong FSOP and high CSE. This implies that men who hold more positive views toward their self-worth and competence stand to gain more from family-supportive work environments than individuals who lack the same internal resources. CSE did not have this boosting influence for women. CSE also moderated the indirect relationship between FSOP and burnout through WFC, meaning that individuals with high CSE who also perceived their organization as family-supportive experienced significantly less burnout than those with low CSE.

This dissertation presents three article manuscripts investigating contemporary human resource management issues in the United States (US) federal government. Drawing on the behavioral public administration approach, the three articles hypothesize and test theoretical models using data from the US Office of Personnel Management's employee surveys. Chapter 1 introduces the motivation of this dissertation, theoretical backgrounds, and a summary of the three research studies conducted. Chapter 2 presents the first article manuscript, looking at the generational difference issue and its implications for theories and practices. Drawing on generational theories, this study empirically compares affective commitment of federal Millennials and Generation Xers. This study uses time-lag data from the 2011 Federal Employee Viewpoint Survey (FEVS) and the 2004 Federal Human Capital Survey (FHCS). The results show no statistically significant differences between the two generations in terms of their affective commitment levels and how several work experiences influence the two generations' attitude. As such, this study provides evidence to reduce generational stereotypes in the public sector. Chapter 3 draws on conservation of resources theory to address perceptions of workload in the public workplace. Using structural equation modeling method with data from the 2019 FEVS, this study finds that supervisor support can sequentially help enhance coworker support, perceived reasonable workload, and job satisfaction, while tangible job resources moderate the above relationship. This study deepens scholarly understandings and points to appropriate practical strategies to enhance employees' perceptions of reasonable workload and job satisfaction in public workplaces. Chapter 4 looks at the issue of trust in different levels of management and its effects on employees, building on the trickle effects models and job demands-resources model. Analysis of 2019 FEVS data finds that employee trust in senior leaders and direct supervisors are positively related to as well as interact with each other to influence public employees. This research also finds trust in senior leaders and direct supervisors indirectly affects extra-role behavior through psychological well-being, and that workload moderates these effects. Chapter 5 concludes this dissertation with summaries of research findings, theoretical and practical implications, research limitations, and future research directions. The quantitative empirical methods used in this dissertation contribute to a community of inquiry using diverse data and methods. / Doctor of Philosophy / This dissertation investigates issues related to managing people in the US federal government. Chapter 1 introduces the motivation of the study, lays out the theoretical background, and presents a brief summary of the three research studies conducted. Chapter 2 examines whether federal employees belonging to the Millennial generation (those born between 1982 and 1999) differ from those of the Generation X (those born between 1965 and 1981) in their affective commitment and how job experiences influence the attitude of these generations. The findings show no substantial differences between the two generations, providing evidence to reduce generational stereotypes in the public sector. Chapter 3 investigates the ways to help employees feel their workload as more reasonable and enhance their job satisfaction. It found that supervisor support can sequentially help enhance coworker support, perceived reasonable workload, and job satisfaction, while tangible job resources moderate the above relationship. As such, this study suggests appropriate management strategies to enhance employees' perceptions of reasonable workload and job satisfaction in public workplaces. Chapter 4 looks at the issue of trust in different levels of management and its effects on employees. It found that employee trust in senior leaders and direct supervisors can influence as well as enhance the effect of each other on employees. Also, trust in senior leaders and direct supervisors indirectly affects extra-role behavior through psychological well-being. Meanwhile, reasonable workload enhances the effect of trust in senior leaders on employees but decreases the effect of trust in supervisors on employees. Chapter 5 concludes this dissertation with summaries of research findings, the contributions of this dissertation, research limitations, and future research directions.