Abstract in English with Afrikaans and SeSotho translations / Employee engagement is a phenomenon that has gained increasingly more attention in organisational communication studies and also in the postmodern organisational context. In the postmodern organisational environment, employee engagement focuses more on building relationships with employees than on individual performance. However, the value of internal communication practices to enhance employee engagement within a postmodern organisation has still not fully been explored. The study thus investigated, in accordance with what the literature suggests, a single case to test which internal communication practices are perceived as strengthening employee engagement within a postmodern organisation. Consequently, the study adopted a mixed method research approach utilising three research methods, namely a survey, a focus group and semi-structured interviews, to establish which internal communication practices the management of the organisation must adopt to strengthen employee engagement. The worldview adopted for this study was both the positivist and interpretivist research paradigms. Findings indicate that because the organisation’s employees’ views are heard, responded to and even form part of the solution, employees become more engaged. In addition, having too many internal communication tools and implementing them without a strategy in place can lead to employees becoming less engaged. Overall, the findings indicate that having a supportive management style, meeting employees’ needs and providing enough opportunities for employees to participate in problem-solving are deemed important for employee engagement. Interestingly, the findings show no correlation between the importance of establishing a good organisational culture and enhancing employee engagement in the organisation. Although the findings cannot be generalised to the larger population, the insight gained could serve as a heuristic for similar organisations to strengthen their employee engagement. / Werknemerbetrokkenheid is ’n verskynsel wat al hoe meer aandag kry in organisatoriese kommunikasiestudies en ook in die postmoderne organisatoriese konteks. In laasgenoemde konteks word daar meer met werknemerbetrokkenheid gefokus op die bou van verhoudings met werknemers as op individuele prestasie. Die waarde van interne kommunikasiepraktyke om werknemerbetrokkenheid binne ’n postmoderne organisasie te bevorder, is nog steeds nie ten volle ondersoek nie. Daar is dus in die studie, in ooreenstemming met wat die literatuur suggereer, ’n enkele gevallestudie ondersoek om te bepaal watter interne kommunikasiepraktyke beskou word as praktyke wat werknemerbetrokkenheid binne ’n postmoderne organisasie bevorder. Gevolglik is daar in die studie ’n gemengdemetode-navorsingsbenadering aangeneem wat drie navorsingsmetodes insluit, naamlik ’n opname, fokusgroep en semi-gestruktureerde onderhoude, met die doel om vas te stel watter interne kommunikasiepraktyke die bestuur van die organisasie moet aanneem om werknemerbetrokkenheid te bevorder. Die wêreldbeskouing wat vir hierdie studie aangeneem is, is sowel die positivistiese as vertolkende navorsingsparadigmas. Bevindinge dui daarop dat omrede die werknemers van die organisasie se sienings aangehoor word, daarop gereageer word en dit selfs deel van die oplossing uitmaak, werknemers meer betrokke raak. Daarbenewens kan te veel interne kommunikasie-middels en die implementering daarvan sonder ’n strategie daartoe lei dat werknemers minder betrokke raak. Oor die algemeen dui die bevindinge daarop dat ’n ondersteunende bestuurstyl, voldoening aan werknemers se behoeftes en die verskaffing van genoegsame geleenthede vir werknemers om aan probleemoplossing deel te neem, as belangrik geag word vir werknemerbetrokkenheid. Interessant genoeg wys die bevindinge geen korrelasie tussen die belangrikheid daarvan om ’n goeie organisatoriese kultuur te vestig en om werknemerbetrokkenheid in die organisasie te bevorder nie. Hoewel die bevindinge nie veralgemeen kan word om die groter bevolking in te sluit nie, kan die insig wat verkry word as ’n leerproses gebruik word vir soorgelyke organisasies om hulle werknemerbetrokkenheid te bevorder. / Bonkakarolo ba basebetsi ke ntho e hapileng tlhokomelo e eketsehileng dithutong tsa puisano tsa mekgatlo hape le maemong a morao-rao a mekgatlo. Tikolohong ya morao-rao ya mekgatlo, onkakarolo ba basebetsi bo shebana haholo le ho haha dikamano le basebetsi ho fapana le tshebetso ya motho ka mong. Leha ho le jwalo, boleng ba ditlwaelo tsa puisano tsa kahare ba ho ntlafatsa bonkakarolo ba basebetsi kahara mekgatlo ya morao-rao ha bo so ka bo hlahlojwa ka botlalo. Kahoo, phuputso e fupuditse ho latela seo dingodilweng di se supang, tlhahlobisiso e le nngwe ya ho lekola hore na ke mekgwa efe ya puisano ya kahare e nkuwang e matlafatsa bonkakarolo ba asebetsi kahara mokgatlo wa kamora nako ya morao-rao. Ka lebaka leo, phuputso e ile ya sebedisa mokgwa o tswakilweng wa dipatlisiso o sebedisang mekgwa e meraro ya dipatlisiso, e leng phuputso, sehlopha seo ho shebanweng le sona le dipuisano tse batlang di hlophisitswe hantle, ho sheba hore na ke mekgwa efe ya puisano ya kahare eo tsamaiso e lokelang ho e amohela ho matlafatsa bonkakarolo ba asebetsi. Maikutlo a lefatshe a amohetsweng phuputsong ena e ne e le a dipatlisiso a bontshang hore tlhokomelo le lebaka ke mekgwa ya kutlwisiso ya boitshwaro ba batho le a dipatlisiso tsa botoloki. Diphumano di bontsha hore hobane maikutlo a basebetsi ba mokgatlo a utluwa, a arabelwa ebile a etsa karolo ya tharollo, basebetsi ba kakgela ka setotswana le hofeta. Ntle le moo, ho ba le disebediswa tse ngata haholo tsa puisano tsa kahare le ho di kenya tshebetsong ntle le leano ho ka etsa hore basebetsi ba se ke ba sebetsa hantle. Ka kakaretso, diphumano di bontsha hore ho ba le mokgwa wa botsamaisi o tshehetsang, ho fihlela ditlhoko tsa basebetsi le ho fana ka menyetla e lekaneng ho basebetsi ya ho nka karolo tharollong ya mathata ho nkuwa ho le bohlokwa bakeng sa ho nka karolo ha basebetsi. Ho kgahlisang ke hore diphumano ha di bontshe kamano dipakeng tsa bohlokwa ba ho theha setso se hantle sa mokgatlo le ho matlafatsa bonkakarolo ba basebetsi mokgatlong. Leha diphumano e ke ke ya ba tse akaretsang ho batho ba bangata, temohisiso e fumanweng e ka sebetsa e le leano la mekgatlo e tshwanang ho matlafatsa bonkakarolo ba basebetsi ba yona. Mantswe a sehlooho: bonkakarolo ba basebetsi, puisano ya kahare, mekgwa ya puisano ya kahare, puisano ya mokgatlo, tshebediso e nang le sepheo ya puisano / Communication Science / M.A. (Communication Science)

Abstract in English, Afrikaans and Zulu / The general aim of the research was to investigate the components and nature of a psychosocial framework for conflict management in organisations. The research investigated the way in which such a framework manifests by exploring the relationship dynamics between the antecedents (leadership, organisational culture and employee voice), mediators (employee engagement and organisational trust), and outcome variables (conflict management – conflict types and interpersonal conflict handling styles), as moderated by socio-demographic factors (race, gender, age, qualification, job level, income level, tenure, employment status, trade union representation, trade union membership, sector, employee numbers, organisational size, employee engagement programme). The associations between individuals’ personal and organisational characteristics were further explored to determine significant differences between these variables. A quantitative cross-sectional survey was conducted amongst a non-probability sample of adult workers who were employed in South African-based organisations (n = 556). Canonical correlation analysis, mediation modelling, and structural equation modelling were conducted to identify the core empirical components of the framework. A critical review of the interrelated dynamics of the framework components revealed that the mediating variables of employee engagement (job engagement and organisational engagement) and organisational trust (commitment, dependability, integrity) were vital in intensifying the direction and strength of the link between leadership behaviour, organisational culture, conflict types (task, relational, process and status conflict, group atmosphere and conflict resolution potential), and various interpersonal conflict handling styles (integrating, avoiding, dominating, obliging, compromising). Stepwise multiple regression revealed that number of employees, a formal employee engagement programme, and job level were the three most important socio-demographic variables to consider in a conflict management framework, followed by age. The hierarchical moderated regression analysis showed that age, union membership, job level, number of employees, and formal employee engagement programme were important moderating factors to consider in the framework. Tests for significant mean differences indicated significant dissimilarities in terms of the socio-demographic variables. Theoretically, the study advances the understanding of conflict management behaviour and its antecedents in the South African workplace. The empirically tested psychosocial framework informs workplace conflict management interventions from an employment relations perspective which may contribute to enhanced organisational performance. / Die algemene doel van die navorsing was om ondersoek in te stel na die komponente en aard van ʼn psigososiale raamwerk vir konflikbestuur in organisasies. Die navorsing het die manier waarop so ʼn raamwerk manifesteer, bestudeer – deur verkenning van die verhoudingsdinamika tussen die voorgangers (leierskap, organisasiekultuur en werknemer se stem), bemiddelaars (werknemerbetrokkenheid en vertroue in ʼn organisasie), en uitkomsveranderlikes (konflikbestuur – tipes konflik en hanteringstyle ten opsigte van interpersoonlike konflik), soos getemper deur sosiodemografiese faktore (ras, geslag, ouderdom, kwalifikasie, posvlak, inkomstevlak, ampsbekleding, aanstellingstatus, vakbondverteenwoordiging, vakbondlidmaatskap, sektor, werknemergetalle, organisasiegrootte, werknemerbetrokkenheidprogram). Die assosiasies tussen individue se persoonlike en organisasiegebonde eienskappe is verder bestudeer om betekenisvolle verskille tussen hierdie veranderlikes te bepaal. ʼn Kwantitatiewe deursnee-opname is gemaak onder ʼn nie-waarskynlikheidssteekproef van volwasse werkers in diens van Suid-Afrikaans-gebaseerde organisasies (n = 556). Kanoniese korrelasie-ontleding, bemiddelingsmodellering, en strukturele vergelykingsmodellering is gedoen om die kern- empiriese komponente van die raamwerk te identifiseer. ʼn Kritiese beskouing van die onderling verwante dinamika van die raamwerkkomponente het getoon dat die bemiddelende veranderlikes van werknemerbetrokkenheid (werksbetrokkenheid en organisasiebetrokkenheid) en vertroue in die organisasie (toewyding, betroubaarheid, integriteit) deurslaggewend was in die intensifisering van die rigting en sterkte van die skakel tussen leierskapsgedrag, organisasiekultuur, konfliktipes (taak-, relasionele, proses- en statuskonflik, groepatmosfeer en konflikoplossingspotensiaal), en verskillende hanteringstyle ten opsigte van interpersoonlike konflik (integrerend, vermydend, dominerend, inskiklik, kompromitterend). Stapsgewyse meervoudige regressie het getoon dat die aantal werknemers, ʼn formele werknemerbetrokkenheidsprogram, en posvlak die drie belangrikste sosiodemografiese veranderlikes was om mee rekenskap te hou in ʼn konflikbestuursraamwerk, gevolg deur ouderdom. Die hiërargiese gemodereerde regressie-ontleding het getoon dat ouderdom, vakbondlidmaatskap, posvlak, aantal werknemers, en formele werknemerbetrokkenheidsprogram belangrike modererende faktore was om in gedagte te hou in die raamwerk. Toetse vir noemenswaardige gemiddelde verskille het aansienlike ongelyksoortighede ten opsigte van die sosiodemografiese veranderlikes getoon. Teoreties bevorder die studie die begrip van konflikbestuursgedrag en die voorgangers daarvan in die Suid-Afrikaanse werkplek. Die empiries getoetste psigososiale raamwerk vorm konflikbestuursintervensies in die werkplek vanuit ʼn werksverhoudingeperspektief wat kan bydra tot verbeterde organisasieprestasie. / Inhloso jikelele yocwaningo kwaba ukuphenya izingxenye nemvelo yohlaka lwezengqondo lokuphathwa kokungqubuzana ezinhlanganweni. Ucwaningo luphenye indlela lapho uhlaka olunjalo lubonisa ngokuhlola amandla obudlelwano phakathi kwezinqumo (ubuholi, isiko lenhlangano nezwi lesisebenzi), abalamuli (ukuzibandakanya kwesisebenzi kanye nokwethembana kwenhlangano), kanye nemiphumela eguquguqukayo (ukuphathwa kokungqubuzana - izinhlobo zokungqubuzana nezindlela zokuphatha ukungqubuzana phakathi kwabantu), njengoba kuhlaziywe yizici zenhlayo yeningi labantu (uhlanga, ubulili, ubudala, imfanelo, izinga lomsebenzi, izinga lomholo, ukusebenzisa umhlaba, isimo somsebenzi, ukumelwa yinyunyana, ubulunga benyunyana, imboni, izinombolo zabasebenzi, ubungako benhlangano, uhlelo lokuzibandakanya kwesisebenzi). Ukuhlangana phakathi komuntu siqu kanye nezici zenhlangano kuphinde kwahlola umehluko omkhulu phakathi kwalokhu okuguquguqukayo. Inhlolovo esezingeni eliphansi yesigaba yenziwe phakathi kwesampula elula yabasebenzi abadala abebeqashwe ezinhlanganweni ezisekelwe zaseNingizimu Afrika (n = 556). Ukuhlaziya kokuxhumanisa kohlu lwezincwadi, ukulamula kwesifanekiso, kanye nesifanekiso sesakhiwo kwenziwa ukukhomba izingxenye ezisemqoka ezinokwehla kohlaka. Isibuyekezo esibucayi samandla ahambisana nezingxenye zohlaka siveze ukuthi ukulamula okuguqukayo kokuzibandakanya kwesisebenzi (ukuzibandakanya komsebenzi nokuzibandakanya kwenhlangano) kanye nokwethembana kwenhlangano (ukuzinikela, ukwethembeka, ubuqotho) kwakubalulekile ekwandiseni ukuqondiswa namandla oxhumano phakathi kokuziphatha kwabaholi, isiko lenhlangano, izinhlobo zokungqubuzana (umsebenzi, ezingubudlelwano, inqubo nesimo sokungqubuzana, isimo sokuzwana eqenjini kanye namandla okuxazulula ukungqubuzana), kanye nezindlela zokuphatha ukungqubuzana okuhlukahlukene phakathi kwabantu (ukuhlanganisa, ukugwema, ukubusa, ukubopha, ukuyekethisa). Ngokuhamba kwesinyathelo ekuhlehleni okuningi kwaveza ukuthi inani labasebenzi, uhlelo lokuzibandakanya olusemthethweni lwesisebenzi, kanye nezinga lomsebenzi kwakuyizinguqunguquko ezintathu ezibaluleke kakhulu zenhlalo yeningi abantu okufanele bazicabange ohlakeni lokuphathwa ukungqubuzana, kulandelwe ubudala. Ukuhlaziywa okuphezulu kokuhlehla kokuhlaziya kubonise ukuthi ubudala, ubulunga benyunyana, izinga lomsebenzi, inani lezisebenzi, kanye nohlelo lokuzibandakanya olusemthethweni lwesisebenzi kwakuyizici ezibalulekile zokulinganisa okufanele zicatshangwe ohlakeni. Uvivinyo lokwehlukahlukana lukhombise ukungafani okubalulekile ngokuya kweziguquguqukayo zenhlalo yeningi labantu. Ngokucatshangwayo isifundo sikhuthaza ukuqondisisa ukuphathwa kokungqubuzana kokuziphatha kanye nezinqumo zako endaweni yomsebenzi eNingizimu Afrika. Ukuhlolwa okunamandla kohlaka lwezengqondo lwazisa ukungenelela kokuphathwa kokungqubuzana endaweni yomsebenzi ngombono wobudlelwano emsebenzini okungaba nomthelela ekwenzeni ngcono ukusebenza kwenhlangano. / Human Resource Management / D. Phil. (Human Resource Management)