Industrial Psychology (IP) has a major impact on millions of workers and thousands of organisations and is given increasing reign in deciding and influencing human affairs within the organisation, thereby playing an important role in society. The field of IP however has been used to uphold the status quo, showing a preference for management over workers. There is also a lack of self-reflexivity, and a failure to address ideology and power relations and the methodological assumptions underlying research and practice. This research project aims to address these problems through the analysis of research articles on a contemporary topic, namely, quality of work life. The aim is to find out whether published research on quality of work life reflects a managerialist ideology in both its’ latent and manifest content. A review of previous research and a theoretical and conceptual background is presented. Critical discourse analysis was used to analyse research articles. It was found that research articles draw on an HRM discourse and uphold power relations and dominant ideologies. There exists within published research and in all likelihood, social practice, the dominance of a managerial perspective and the presence of a managerial ideology. Critical perspectives tend to be marginalised. It is necessary that the critical perspective be brought more into the mainstream, and for industrial/organisational psychologists to challenge the status quo. Points for discussion and recommendations are presented. / Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2010

This study examines the problems relating to alcohol abuse in the workplace. The factors investigated include workplace safety, absenteeism and tardiness, productivity, and job satisfaction. Questions were also included to ascertain the individual's alcohol consumption patterns, both current (past 30 days) and over the past year. Finally, questions pertaining to the organisations' rules and policies on alcohol consumption were asked. The survey was undertaken in three organisations, two of which were private, and the third was a government department. The research sample of 280 subjects was drawn using the cluster sampling method. The data obtained from the sample was quantitatively analysed, by making use of various descriptive and inferential statistics. Qualitative data analysis was also conducted. Results indicated that a mere 2.5% of the subjects were notified by their organisations about the problems of alcohol abuse in the workplace. It is essential that organisations provide adequate information to their employees, both on the organisations' rules and policies on alcohol consumption, and on the workplace consequences of excessive alcohol consumption. Furthermore, a recommendation which follows from the results is that the organisations should implement an alcohol and drug abuse programme, which would ideally consist of a written policy on alcohol consumption at work, and the establishment of an Employment Assistance Programme (EAP), in addition to testing for alcohol levels at work. / Thesis (M.A.)-University of Durban-Westville, 2000.

No abstract available. / Thesis (M.A.)-University of KwaZulu-Natal, Durban, 2009.

Thesis (MPhil (Industrial Psychology))--University of Stellenbosch, 2009. / The fact that patients on Highly Active Antiretroviral Therapy (HAART) default scheduled drug pick-ups and clinic visits requires attention, because the long-term effect is non-adherence to prescribed regimens and the development of drug resistance, as indicated in the report of the Fourteenth Conference on Retroviruses and Opportunistic Infections held in November 2007 in Los Angeles. A cross-sectional survey and observational qualitative study was done to identify key factors associated with the fact that patients on antiretroviral therapy fail to pick up drugs and keep scheduled clinic appointments, with a view to suggesting intervention measures. The study focused on Murchison Hospital in Ugu District, Kwa Zulu Natal Province. Data were collected from patient records, telephonic interviews with patients, or patients’ caregivers, treatment supporters and family members of a patient who did not return for follow-up at the clinic, as well as from face-to-face interviews with healthcare workers to understand the reason for default. Observation checklists were used to collect data from systems, structures and processes used in services provision. Thereafter data were analyzed through the various stages of coding and writing up of notes and reported. Of 638 defaulters identified, 205 were contactable, and only 95 patients were reached. The key factors associated with default identified were death (49.5%) and logistics and cost (15%). Other additional factors were travel and migration, religious beliefs, hospitalization, side effects, work schedules and commitments, imprisonment and visiting private practices. Poor relationships with healthcare workers, patients’ financial difficulties and termination of disability grants added to the problem.

A sample of 304 supervisors was randomly drawn from the Durban-Pietermaritzburg metropolitan areas to investigate the relationship between quality of work life and organisational commitment. Organisational commitment and quality of work life questionnaires were used to analyse the relevant constructs. The results indicate that there is a significant relationship between organisational commitment and some quality of work life factors (organisational climate, work group processes, supervisory leadership, task characteristics, general satisfaction output, role behaviour, utilisation and future orientation). There is, however, no significant difference in organisational commitment across the biographical variables of marital status, age, length of service and span of control. Overall, the research indicates that there is a significant relationship between organisational commitment and quality of work life. / Thesis (Ph.D.)-University of Durban-Westville, 1993.

Thesis (MComm)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: In order to achieve strategic and economic goals in a post 1994 South African economy, organisations have to apply their human resources to the full, leadership must be developed and companies should aim to benefit from organisational citizenship behaviours (oess). oes refers to voluntary employee behaviour that is not prescribed by formal job description, it is beneficial to the effective functioning of the organisation and employees are not formally rewarded for these behaviours. The aim of this study is to research the relationship between transformational leadership and oess. The main hypothesis is that transformational leadership has a positive relationship with oess. This positive relationship is (a) indirect through employee trust in their direct supervisor, or (b) indirect through firstly perceived fairness within the organisation (on both structural and interactional levels) and secondly trust in the leader. Procedural justice and trust act as mediators in these relationships. An ex post-facto design was used and data (collected from the South African Banking Industry) was analysed using LISREL. The results indicate that transformational leadership has a positive, significant relationship with OeBs. The hypotheses were corroborated that transformational leadership has a positive relationship with procedural justice; justice has a positive relationship with trust in the leader and trust has a positive relationship with OeBs. However, transformational leadership does have a significantly, positive relationship with trust in the leader directly. The conclusion can be drawn that organisations can foster oess by developing transformational leadership, increasing perceived procedural justice and fostering a trust relationship between employees and their direct supervisors. This will greatly benefit organisations, as oess are vital for productivityand organisational performance. / AFRIKAANSE OPSOMMING: Ten einde strategiese en ekonomiese doelwitte te bereik in "n post-1994 Suid- Afrikaanse ekonomie, moet organisasies hul menslike hulpbronne ten volle benut, leierskap ontwikkel en voordeel trek uit die verskynsel van organisatoriese gemeenskapsgedrag (OGG). Laasgenoemde is vrywillige werknemergedrag wat nie deel van formele posbeskrywings is nie; dit is voordelig vir die effektiewe funksionering van die organisasie en werknemers word nie formeel vir hierdie gedrag vergoed nie. Die doel van hierdie studie is om die verband tussen transformasionele leierskap en OGG te ontleed. Die hoofhipotese is gestel dat transformasionele leierskap "n positiewe invloed op OGG het. Hierdie positiewe verband is (a) indirek deur die vertroue wat werknemers in hul direkte toesighouers het, of (b) indirek deur eerstens waargenome billikheid in die organisasie (op strukturele en interaktiewe vlakke) en tweedens vertroue in die leier. Prosedurele geregtigheid en vertroue tree as mediators in hierdie verwantskappe op. "n Ex post facto ontwerp is gebruik en die data (wat uit die Suid-Afrikaanse bank industrie versamel is) is deur middel van LISREL ontleed. Uit die resultate blyk dit dat transformasionele leierskap wel "n beduidend positiewe verband met OGG toon. Die hipoteses is bevestig dat transformasionele leierskap "n positiewe verwantskap het met proseduriële geregtigheid, geregtigheid "n positiewe verwantskap het met vertroue in die direkte toesighouer en vertroue "n positiewe verwantskap het met OGG. Transformasionele leierskap het egter nie "n direkte positiewe verwantskap met vertroue in die toesighouer nie. Die gevolgtrekking is dus dat organisasies die verskynsel van OGG kan bevorder deur te verseker dat transformasionele leiers ontwikkel word, geregtigheid in die organisasie waargeneem word en "n vertrouensverhouding tussen werknemers en hul direkte toesighouers ontwikkel word. Organisasies sal groot voordeel hieruit trek, aangesien oess krities vir produktiwiteit sowel as die algehele funksionering van die organisasie is.

Thesis (MA) -- Stellenbosch University, 1993. / ENGLISH ABSTRACT: see item for full text / AFRIKAANSE OPSOMMING: sien item vir volteks

Thesis (MComm)--Stellenbosch University, 2012. / ENGLISH ABSTRACT: Drawing from the fields of positive psychology and career psychology, this research endeavours to study the manifestation of resilience in the workforce population and the elements or attributes which contribute to resilience. More particularly, this paper examines the evident paradigm shift in the changing world of work, as well as whether the culture of the organisation has the potential to play a role in the manifestation of such resilience. The RS-25 by Wagnild and Young (1993) was used to determine levels of resilience and in-depth interviews were conducted in order to expand upon the evidence of resilience. The outcome was that many factors such as positive emotions, individual differences, learned resourcefulness, positive appraisal, positive affectivity, altruism, gender, birth order, emotional intelligence, locus of control, self-directedness, human agency, motivational forces and challenges experienced, sense of coherence and psychological stamina were identified as contributing factors to the level of resilience in an individual. The amalgamation of these factors was solely reliant on the different appraisal of situations and the perceived level of difficulty that was presented by a challenge or hardship, which differed from one person to another. It was largely recognized that resilience is a construct that is learnt and accrued from a very young age. In addition, the greater the hardships experienced, the more resilient a person could become. Moreover, organisational cultures seemed to play a particular role in preparing or enabling employees to become acclimatized or more accustomed to a harsher working world, which required more acts of resilience pertinent to growth and survival. Whether resilience is an inherited trait or learned attribute is not clear. The main aim of this study is to gain insight into the manifestation of resilience in the lived worlds of individuals who overcame severe tribulations. An existential-phenomenological epistemology informed the in-depth interview method applied. The persons interviewed had different ideas about this problem, ranging from the viewpoint that either nature or nurture, or an interaction between the influence of the social environment and inner individual personality qualities, were contributory factors. / AFRIKAANSE OPSOMMING: Binne die vakterrein van die Positiewe Sielkunde en Loopbaansielkunde, strewe hierdie studie daarna om die manifistasie van die konstruk “veerkragtigheid” in die arbeidsmag van naderby te ondersoek. Daar word gelet op verskeie bydraende faktore wat veerkragtigheid kan bevorder. Klem word geplaas op die paradigmaskuif teweeggebring deur ‘n veranderende arbeidswêreld asook die kultuur binne organisasies wat die potensiaal het om in te speel op die bevordering van veerkragtigheid. Die RS-25 deur Wagnild en Young (1993) is gebruik om die vlakke van veerkragtigheid kwantitatief te bepaal. In-diepte onderhoude is gevoer met persone wie sodanig deur die kwantitatiewe metode as hoog op in veerkragtigheid geidentifiseer is. Die doel is om insigte aangaande die manifestasie en persoonlike belewenis van die konstruk te bekom deur middel van ‘n eksitensieël –fenomenologiese benadering. Die bevinding was dat daar verskeie persoonlikheidsfaktore bydraend was tot veerkragtigheid. Aspekte wat vanuit die teorie asook vanuit die praktiese navorsing na vore gekom het en bespreek word, sluit in: positiewe emosies, individuele verskille, vindingrykheid, positiewe selfbeoordeling, effektiwiteit, altruïsme, geslag, geboorte-orde, emosionele intelligensie, lokus van beheer, selfgerigtheid en verantwoordelikhied. Motiverende kragte, vorige uitdagings, ‘n gevoel van koherensie en sielkundige stamina is ook elemente waarna verwys word. Hoe elkeen sy spesifieke situasie geëvalueer het, asook watter vlak van uitdaging in probleme aanvaar word, sou afhang van die kombinasie van hierdie faktore en persoonlike eienskappe soos dit afspeel in die persoonlike ontwikkeling van die individu binne ‘n bepaalde omgewingskonteks. Dit wil voorkom asof veerkragtigheid ‘n eienskap is wat vanaf ‘n jong ouderdom aangeleer word en dat daar ‘n verband ontstaan tussen die mate van swaarkry en gevolglike versterking van hierdie konstruk. ’ n Komplekse interaksie tussen persoonlikhied, ondersteunende omgewing en intensiteit van ervarings word uiteindellik geidentifiseer as die boustene van die konstruk . Daarbenewens sal verskeie organisasie kulture ’n bepalende rol speel in die voorbereiding of ondersteuning van werknemers om te kan aanpas by ‘n veeleisender arbeidsomgewing, om sodoende, meer veerkragtigheid te kan ontwikkel vir toekomstige uitdagings by die werkplek. Of veerkragtigheid suiwer ‘n aangeleerde of suiwer oorerflike eienskap is, is nie onbevange duidelik belig deur die antwoorde wat uit die onderhoude verkry is nie. Die persone waarmee onderhoude gevoer is, het verskil ten opsigte van hul siening hieromtrent. Dit wil tog voorkom dat daar ‘n komplekse interaksie is ten opsigte van die rol van ‘n verskeidenheid persoonlikheids- en omgewingsfaktore en dat organisasies wel kan bydra tot die skepping van ‘n klimaat wat veerkragtigheid kan ontgin en bevorder. Daar word van die standpunt uitgegaan dat veerkragtighied ‘n positiewe eienskap is wat algemeen tot voordeel van die werker sowel as die organisie sal strek, veral in ‘n dinamiese, vinnig veranderende tegnologiese werksomgewing.

Thesis (MComm)--Stellenbosch University, 2013. / ENGLISH ABSTRACT: In recent years, organisations in South Africa and around the world have started to realise that they have responsibilities towards the environment and communities they operate in, and that their responsibilities stretch further than just making profits for their shareholders. This growing awareness amongst organisations resulted in the concept of corporate social responsibility (CSR) to escalate in importance and significance (Carroll & Shabana, 2010). The organisations‟ social responsibilities entail more than merely philanthropic activities in that the “social responsibility of business encompasses the economic, legal, ethical, and discretionary (voluntary) expectations that society has of organisations at a given point in time” (Carroll & Shabana, 2010, p. 89). Apart from being a powerful and positive force for social change, organisations can also reap multi-faceted business returns from their CSR endeavours. Large organisations that have specific positions or departments that coordinates the various components of their CSR initiatives needs competent CSR leaders who can act as champions and drive CSR initiatives in their respective organisations. The purpose of this study was to identify the behaviours/competencies necessary to be an effective CSR leader and to develop a CSR leadership measurement instrument that could be used to assess CSR leadership competencies amongst CSR leaders of South African organisations. An ex post facto research design that included both qualitative and quantitative phases was used. A three-phase scale development process based on the work of Netemeyer, Bearden and Sharma (2003) was followed to develop the CSR leadership measurement instrument. Phase 1 (construct definition and domain specification) entailed a literature review, expert judging, as well as the identification of CSR leadership behaviours/competencies. The Leadership Behaviour Inventory (LBI-2) (Spangenberg & Theron, 2010; 2011) was identified to form the basis of the CSR-LQ. In-depth interviews with five CSR leaders were held and they judged the applicability of the 20 dimensions of the LBI-2 for CSR leadership. Additional CSR leader behaviours and competencies were identified through the use of the Critical Incident Technique (CIT). Phase 2 (generation and judging of measurement items) included a process of item generation and expert judgement of measurement items. The revised LBI-2 items, together with new items were compiled in a questionnaire. A 5 point Likert-type scale (1=not at all important to 5=absolutely critical) was used to judge the importance of the CSR-LQ items. A further sample of CSR leaders (n=13) served as expert judges to indicate the applicability and relevancy of the CSR-LQ items. Purposive sampling together with snowball sampling was used to generate the sample. Phase 3 (finalisation of the measurement instrument) entailed finalising the CSR-LQ prior to empirical testing. The study resulted in the identification of CSR leadership competencies and the development of a CSR leadership measurement instrument. It is however too early to draw conclusions from this study, and it is hoped that future researchers will build on this study and develop a comprehensive CSR leadership competency model that could be used to identify and develop successful CSR leaders that will contribute to the CSR objectives of their respective organisations and add to the future development of the country. / AFRIKAANSE OPSOMMING: Organisasies regoor die wêreld, asook in Suid-Afrika, het in die afgelope jare begin besef dat hulle verantwoordelikhede het teenoor die omgewing en gemeenskappe waarin hulle werksaam is en dat hul verantwoordelikhede verder strek as om bloot wins vir hul belanghebbendes te maak. Hierdie toenemende bewustheid onder organisasies het tot gevolg gehad dat die konsep van korporatiewe sosiale verantwoordelikheid (KSV) in belangrikheid en betekenis toegeneem het (Carroll & Shabana, 2010). Organisasies se sosiale verantwoordelikheid behels meer as bloot filantropiese aktiwiteite deurdat dit ekonomiese, wetlike, etiese, en diskresionêre (willekeurige) verwagtinge wat die gemeenskap van organisasies het op 'n gegewe tydstip insluit (Carroll & Shabana, 2010). Buiten vir die feit dat KSV 'n kragtige en positiewe mag vir sosiale verandering is, kan organisasies ook veelvuldige besigheidsvoordele uit hul KSV-pogings trek. Groot organisasies, wat spesifieke posisies of departemente het om die verskeie komponente van hul KSV-inisiatiewe te koördineer, benodig bevoegde KSV-leiers wat as kampvegters kan optree en die KSV-inisiatiewe in hul onderskeie organisasies kan dryf. Die doel van hierdie studie was om die nodige gedrag/bevoegdhede van 'n effektiewe KSV-leier te identifiseer en om 'n KSV-leierskap-meetinstrument te ontwikkel wat gebruik kan word om KSV-leierskapbevoegdhede onder KSV-leiers van Suid-Afrikaanse organisasies te meet. 'n Ex post facto navorsingsontwerp wat beide kwalitatiewe en kwantitatiewe fases ingesluit het, is gebruik. 'n Skaalontwikkelingsproses, gebaseer op die werk van Netemeyer, Bearden and Sharma (2003) en bestaande uit drie fases, is gevolg om die KSV-leierskap-meetinstrument te ontwikkel. Fase 1 (konstrukomskrywing en domeinspesifikasie) het 'n literatuurstudie, kennersoordeel, asook die identifikasie van KSV-leierskapsgedrag/-bevoegdhede bevat. Die Leierskapsgedrag-inventaris (LBI-2) (Spangenberg & Theron, 2010; 2011) is geïdentifiseer om die basis te vorm van die korporatiewe sosiale verantwoordelikheidsleierskap-vraelys (CSR-LQ). In-diepte onderhoude is met vyf KSV-leiers gevoer en hulle het die toepaslikheid van die 20 dimensies van die LBI-2 ten opsigte van KSV-leierskap beoordeel. Bykomende KSV-leierskapsgedrag en -bevoegdhede is geïdentifiseer deur gebruik te maak van die Kritiese Insident-tegniek (KIT). Fase 2 (skep en oordeel van metingsitems) het 'n proses van itemskepping en kennersoordeel van metingsitems ingesluit. Die hersiene LBI-2-items, tesame met nuwe items, is in 'n vraelys saamgevat. 'n Vyf-punt Likert-tipe skaal (1=glad nie belangrik nie tot 5=absoluut noodsaaklik) is gebruik om die belangrikheid van die CSR-LQ-items te bepaal. 'n Verdere steekproef van KSV-leiers (n=13) het as kenners/beoordelaars gedien om die toepaslikheid en relevansie van die CSR-LQ-items aan te dui. Doelgerigte steekproefneming deur middel van sneeubal-steekproefneming is gedoen om die monster te genereer. Fase 3 (finalisering van die meetinstrument) het die finalisering van die CSR-LQ – voor empiriese toetsing – behels. Die studie het gelei tot die identifisering van KSV-leierskapbevoegdhede en die ontwikkeling van 'n KSV-leierskap-meetinstrument. Dit is egter te vroeg om gevolgtrekkings uit hierdie studie te maak, en daar word gehoop dat toekomstige navorsers op hierdie studie sal voortbou. Sodoende kan 'n omvattende KSV-leierskapbevoegdheidsmodel ontwikkel word wat gebruik kan word om suksesvolle KSV-leiers te identifiseer en te ontwikkel. Hierdie suksesvolle KSV-leiers sal tot die KSV-doelwitte van hul onderskeie organisasies kan bydra en waarde kan toevoeg tot die toekomstige ontwikkeling van die land.

Thesis (MA)--University of Stellenbosch, 2000. / ENGLISH ABSTRACT: Individuals in South Africa are constantly confronted with career related challenges. As a result of high unemployment, affirmative action, the outsourcing of work and other changes in the economy, only the very best employees with relevant skills and qualifications can survive in the contemporary work place. Career self-management therefore cannot be neglected or left to the employer, but should be undertaken by each individual on a continuous basis. An unavoidable question, with which any individual will be confronted at some stage during the process of career management, is: 'Will career management necessarily have a positive effect on job performance?" The essential question of this study is whether there is a statistically significant relation between career self-management and job performance. In an effort to investigate and understand this relation more efficiently, a literature study was first undertaken concerning both the independent variable, namely career self-management, and the dependent variable, namely job performance. This was followed by an empirical investigation. Career self-management may be defined as the process by which individuals take well considered, informed, suitable decisions about their working lives. The process of career self-management consists of different components, namely career exploration, career goal setting, the development of career strategies and career evaluation. Career exploration includes self-exploration as well as exploration of the environment. Self-knowledge focuses on the acquisition of knowledge regarding internal aspects such as values, personality, aptitude, interests, weak points and strong points. Environment exploration, on the other hand, includes the acquisition of knowledge and information about the working environment. Career goal setting is the second component in the career self-management process, and involves the setting of challenging but realistic career goals by the individual for the short, medium and long term. The individual develops career strategies in order to realise career goals. Various types of career strategies may be distinguished, such as competence in the current position, extended involvement at work, development of skills, participation in organisational politics and the utilisation of opportunities by, for example, the creation of networks, self-nomination and visibility. After sufficient time has elapsed for the implementation of the strategies, the individual has to compare the identified goals with achieved goals and adjust the original career plan accordingly. These adjustments will in turn require further career exploration and the process will be repeated. The dependent variable, namely individual job performance, may be defined as the way in which a job or task is executed by an individual, group or organisation. An individual's job performance mainly depends on two aspects, namely ability and motivation (attempt). Ability refers to the individual's potential to successfully complete a task or job. Motivation is an internal driving force which moves an individual and which directs his/her behaviour in such a way that goals may be achieved. The empirical part of the study investigated the statistical relationship between the two constructs on a test sample, consisting of 307 individuals from 5 different sectors (mining sector, real estate sector, health care sector, bank sector, and production sector). The career self-management of these individuals was tested by means of two questionnaires, namely the Career Exploration Survey and the Career Strategies Inventory. Their job performance was measured by the Job Performance Questionnaire, which were handed to their managers/supervisors to complete. Statistical analyses showed that no statistically significant relationship exists between career self-management and job performance. Further statistical analyses also showed that there is no relation between any of the components of career self-management (career exploration, career goal setting, and development of career strategies) and job performance. The research results suggest that career self-management does not necessarily lead to improved job performance, even though an individual may manage his/her career constructively. / AFRIKAANSE OPSOMMING: Individue in Suid-Afrika word gereeld gekonfronteer met loopbaanverwante uitdagings. Die hoë werkloosheidssyfer, regstellende aksie, uitkontraktering en ander veranderinge in die ekonomie veroorsaak dat slegs die heel beste werknemers met relevante vaardighede en kwalifikasies in vandag se werkplek kan oorleef. Loopbaan-selfbestuur kan dus nie agterweë gelaat word of oorgelaat word aan die organisasie nie, maar behoort deur elke individu op 'n deurlopende basis gedoen te word. 'n Onvermydelike vraag waarmee enige individu op een of ander stadium tydens die loopbaanbestuursproses gekonfronteer sal word, is: "Sal loopbaanbestuur noodwendig 'n positiewe effek op werksprestasie hê?" Hierdie vraag het die essensie van die studie gevorm, naamlik of daar 'n statisties beduidende verband bestaan tussen loopbaan-selfbestuur en werksprestasie. Ten einde hierdie verband beter te kon ondersoek en verstaan, is 'n literatuurstudie eerstens oor beide die onafhanklike veranderlike, loopbaan-selfbestuur, en die afhanklike veranderlike, werksprestasie, gedoen, waarna die empiriese gedeelte van die navorsing gevolg het. Loopbaan-selfbestuur kan gedefinieer word as die proses waartydens individue weldeurdagte, ingeligte, geskikte besluite neem aangaande hulle werksiewens. Die proses van loopbaan-selfbestuur bestaan uit verskeie komponente, naamlik loopbaanverkenning, loopbaandoelwitstelling, die ontwikkeling van loopbaanstrategieë en loopbaanbeoordeling. Loopbaanverkenning sluit self-verkenning sowel as verkenning van die omgewing in. Selfkennis fokus op die verkryging van kennis met betrekking tot interne aspekte soos waardes, persoonlikheid, aanleg, belangstellings, swakpunte en sterkpunte, terwylomgewingsverkenning die verkryging van kennis en informasie oor die werksomgewing insluit. Loopbaandoelwitstelling is die tweede komponent in die loopbaan-selfbestuursproses en behels dat die individu uitdagende, dog realistiese loopbaandoelwitte stel - vir die korttermyn, mediumtermyn sowel as die langtermyn. Ten einde loopbaandoelwitte te laat realiseer, ontwikkel die individu loopbaanstrategieë. Verskeie tipes loopbaanstrategieë kan onderskei word, soos byvoorbeeld bevoegdheid in die huidige pos, uitgebreide werksbetrokkenheid, vaardigheidsontwikkeling, deelname aan organisasiepolitiek en die benutting van geleenthede deur onder andere die vorming van netwerke, selfnominering en sigbaarheid. Nadat voldoende tyd verloop het waartydens die strategieë geïmplementeer kon word, moet die individu die gestelde doelwitte met behaalde doelwitte vergelyk en op grond daarvan aanpassings maak ten opsigte van die aanvanklike loopbaanplan. Hierdie aanpassings sal weer verdere loopbaanverkenning verg en die proses word herhaal. Die afhanklike veranderlike, naamlik individuele werksprestasie, kan gedefinieer word as die wyse waarop In werk of taak gedoen word deur In individu, groep of organisasie. In Individu se werksprestasie is hoofsaaklik afhanklik van twee aspekte, naamlik vermoë en motivering (poging). Vermoë verwys na die individu se potensiaal om In taak of werk suksesvol af te handel. Motivering is In interne dryfkrag wat In individu beweeg en sy/haar gedrag rig sodat doelwitte behaal kan word. Die empiriese gedeelte van die studie het die statistiese verband tussen die twee konstrukte op In steekproef, bestaande uit 307 individue afkomstig van vyf verskillende sektore (mynsektor, eiendomsektor, gesondheidsorgsektor, banksektor, vervaardigingsektor), ondersoek. Hierdie individue se loopbaanselfbestuur is bepaal deur middel van twee vraelyste, naamlik die "Career Exploration Survey" en die "Career Strategies Inventory". Hul werksprestasie is gemeet deur middel van die "Job Performance Questionnaire", wat aan hul bestuurders / toesighouers gegee is om te voltooi. Statistiese analises het getoon dat daar geen statisties beduidende verband bestaan tussen loopbaan-selfbestuur en werksprestasie nie. Verdere statistiese ontledings het ook getoon dat daar geen verband tussen enige van die komponente van loopbaan-selfbestuur (loopbaanverkenning, loopbaandoelwitstelling en ontwikkeling van loopbaanstrategieë) en werksprestasie bestaan nie. Die gevolgtrekking wat op grond van die navorsingsresultate gemaak kan word, is dat, alhoewel 'n individu sy/haar loopbaan konstruktief mag bestuur, dit nie noodwendig tot verbeterde werksprestasie sal lei nie.