The aim of this study was to identify how organisational support, diversity, burnout and work engagement influence organisational commitment and turnover intention, and if perceived organisational support and diversity act as moderators to influence the outcomes of these relationships. A cross-sectional survey design was used. Data (N = 4,658) was gathered from a survey data archive that contains responses to survey questions as well as the demographical data regarding the respondents that was completed during wellness audits. The South African Employee Health and Wellness Survey (SAEHWS©) was used during the gathering of the data (Rothmann & Rothmann, 2006). Statistical analysis was done by means of descriptive statistics and relationships were determined by means of the Pearson product-moment correlation coefficients (Clark & Watson, 1995). Regressions were used to predict the outcome variables of turnover intention and organisational commitment and the interaction effects were plotted, using organisational support and diversity as moderators on burnout as well as engagement. Burnout shows a strong inverse relationship with both organisational support and commitment. A strong direct relationship exists between burnout and turnover intention. On the other hand, a strong inverse relationship was found between turnover intention and organisational commitment. It was found that engagement relates positively to enhanced commitment and support, as well as decreased turnover intention. Diversity is a statistically significant predictor but does not moderate any relationship. It thus directly influences turnover intention as well as organisational commitment. However, diversity problems were also found to be positively linked with symptoms of burnout as well as an increased turnover intention A strong inverse relationship exists between diversity problems and work engagement. Organisational support was found to moderate the effect of burnout and engagement on both turnover intention and organisational commitment and seems to negate diversity problems. As conclusion, recommendations for future research are made. / MA (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

The aim of this study was to identify how organisational support, diversity, burnout and work engagement influence organisational commitment and turnover intention, and if perceived organisational support and diversity act as moderators to influence the outcomes of these relationships. A cross-sectional survey design was used. Data (N = 4,658) was gathered from a survey data archive that contains responses to survey questions as well as the demographical data regarding the respondents that was completed during wellness audits. The South African Employee Health and Wellness Survey (SAEHWS©) was used during the gathering of the data (Rothmann & Rothmann, 2006). Statistical analysis was done by means of descriptive statistics and relationships were determined by means of the Pearson product-moment correlation coefficients (Clark & Watson, 1995). Regressions were used to predict the outcome variables of turnover intention and organisational commitment and the interaction effects were plotted, using organisational support and diversity as moderators on burnout as well as engagement. Burnout shows a strong inverse relationship with both organisational support and commitment. A strong direct relationship exists between burnout and turnover intention. On the other hand, a strong inverse relationship was found between turnover intention and organisational commitment. It was found that engagement relates positively to enhanced commitment and support, as well as decreased turnover intention. Diversity is a statistically significant predictor but does not moderate any relationship. It thus directly influences turnover intention as well as organisational commitment. However, diversity problems were also found to be positively linked with symptoms of burnout as well as an increased turnover intention A strong inverse relationship exists between diversity problems and work engagement. Organisational support was found to moderate the effect of burnout and engagement on both turnover intention and organisational commitment and seems to negate diversity problems. As conclusion, recommendations for future research are made. / MA (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

Traditionally, organisations have focused efforts in developing their people towards improving so-called areas of deficiency, identifying the flaws of employees and putting intervention structures in place to rectify and redress these areas. Limited efforts have seen the accentuation of employees‟ strengths as a means of developing those employees‟ full potential, as prescribed in the Positive Psychology. In a balanced organisational development approach, both areas of strength and deficit should be developed in order to harness optimum human potential and growth. This balanced approach is critical, as it provides for full spectrum development of the individual and creates opportunity for the attainment of positive work-related outcomes, such as work engagement. The objective of this research study was to test a structural model of job resources in the form of organisational strengths use and organisational deficit improvement; personal resources in the form of individual strengths use and individual deficit improvement; and work engagement; to relate the conceptualised job- and personal resources to established job- and personal resources in the nomological net and to investigate possible structural paths between job- and personal resources and work engagement. This study was conducted in order to gain more knowledge and a better understanding of the outcomes of following a balanced strengths use and deficit improvement approach (SDBA), both from an organisational (job resource) and individual (personal resource) perspective. Participants in the research were sport coaches from primary and secondary schools. The Mplus and SPSS programmes were utilised for purposes of statistical analysis. A cross-sectional research approach was used. An availability sample (N = 364) of teachers who act as sport coaches in Gauteng, North-West and Free State based schools was used. Competing measurement models were used to confirm factor structures for adapted versions of the Strengths use and Deficit Improvement Questionnaire (SUDIQ), as well as the Utrecht Work Engagement Scale (UWES). These measurement models confirmed a four-factor and one-factor model structure for the adapted versions of the SUDIQ and UWES respectively. After factor structures had been confirmed, reliability of the adapted measures was assessed by means of Cronbach alpha coefficient values. The relation of the conceptualised job resources of organisational strengths use and organisational deficit improvement to established job resources was assessed by incorporating the job resources of opportunities for learning and independence at work into the study. In the case of the conceptualised personal resources, individual strengths use and individual deficit improvement were related to self-efficacy and self-esteem. This was done in order to theoretically relate these variables in the nomological net of other job resources and personal resources. Subsequently, structural equation modelling was used to investigate the relationship between the job resources of organisational strengths use and organisational deficit improvement, personal resources individual strengths use and individual deficit improvement; and work engagement. Through categorical estimation the research found individual strengths use to be the strongest predictor of work engagement, followed by individual deficit improvement and organisational strengths use. Organisational deficit improvement was proven as a statistically insignificant predictor of work engagement. After conclusions for the study were drawn, recommendations for the organisation, individual as well as for future research were made. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2013

Traditionally, organisations have focused efforts in developing their people towards improving so-called areas of deficiency, identifying the flaws of employees and putting intervention structures in place to rectify and redress these areas. Limited efforts have seen the accentuation of employees‟ strengths as a means of developing those employees‟ full potential, as prescribed in the Positive Psychology. In a balanced organisational development approach, both areas of strength and deficit should be developed in order to harness optimum human potential and growth. This balanced approach is critical, as it provides for full spectrum development of the individual and creates opportunity for the attainment of positive work-related outcomes, such as work engagement. The objective of this research study was to test a structural model of job resources in the form of organisational strengths use and organisational deficit improvement; personal resources in the form of individual strengths use and individual deficit improvement; and work engagement; to relate the conceptualised job- and personal resources to established job- and personal resources in the nomological net and to investigate possible structural paths between job- and personal resources and work engagement. This study was conducted in order to gain more knowledge and a better understanding of the outcomes of following a balanced strengths use and deficit improvement approach (SDBA), both from an organisational (job resource) and individual (personal resource) perspective. Participants in the research were sport coaches from primary and secondary schools. The Mplus and SPSS programmes were utilised for purposes of statistical analysis. A cross-sectional research approach was used. An availability sample (N = 364) of teachers who act as sport coaches in Gauteng, North-West and Free State based schools was used. Competing measurement models were used to confirm factor structures for adapted versions of the Strengths use and Deficit Improvement Questionnaire (SUDIQ), as well as the Utrecht Work Engagement Scale (UWES). These measurement models confirmed a four-factor and one-factor model structure for the adapted versions of the SUDIQ and UWES respectively. After factor structures had been confirmed, reliability of the adapted measures was assessed by means of Cronbach alpha coefficient values. The relation of the conceptualised job resources of organisational strengths use and organisational deficit improvement to established job resources was assessed by incorporating the job resources of opportunities for learning and independence at work into the study. In the case of the conceptualised personal resources, individual strengths use and individual deficit improvement were related to self-efficacy and self-esteem. This was done in order to theoretically relate these variables in the nomological net of other job resources and personal resources. Subsequently, structural equation modelling was used to investigate the relationship between the job resources of organisational strengths use and organisational deficit improvement, personal resources individual strengths use and individual deficit improvement; and work engagement. Through categorical estimation the research found individual strengths use to be the strongest predictor of work engagement, followed by individual deficit improvement and organisational strengths use. Organisational deficit improvement was proven as a statistically insignificant predictor of work engagement. After conclusions for the study were drawn, recommendations for the organisation, individual as well as for future research were made. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2013

Text in English, with abstracts and keywords in English, Afrikaans and isiZulu / The focus of this research is employees’ career development in the South African Police Services (SAPS). The general aim of the research is to develop a valid and reliable measure of career plateauing and to determine whether individuals’ experiences of career plateauing (as antecedent) positively or negatively predict their job satisfaction, motivation, and work engagement (as consequences). The research further aims to investigate whether individuals’ biographical variables (gender, age, race, marital status, rank, and tenure) significantly influence their subjective work experiences (career plateauing, job satisfaction, motivation, and work engagement). A quantitative cross-sectional survey was conducted on a nonprobability purposive sample of employees (N = 410) from different biographical groups at the SAPS. Descriptive, correlational, and inferential statistics were performed. Exploratory factor analysis and confirmatory factor analysis provided evidence of the internal consistency reliability and construct validity of the newly developed career plateauing experiences scale (CPES). Structural equation modelling confirmed the predictive validity of the CPES and showed that job content plateau and hierarchical/structural plateau predicted lower levels of job satisfaction. The psychological plateau predicted lower work engagement levels. Maintenance plateau predicted higher job satisfaction and engagement levels. Tests for significant mean differences indicated that individuals from the various biographical groups differed significantly regarding their career plateauing experiences, job satisfaction, motivation, and work engagement. The research extended career development theory by demonstrating the relevance of the new construct of psychological plateau in relation to traditional forms of career plateauing and work engagement in flat organisational structural contexts. Although still in need of further refinement, the newly developed CPES shows empirically promise to provide useful information for measuring and alleviating negative experiences of career plateauing in the SAPS. The findings further provide valuable insights into the unique career plateauing experiences, job satisfaction, motivation, and work engagement of employees of different age, gender, race, marital status, rank, and tenure groups. The study makes an original contribution to career development theory and research and adds value to career development practice in the contemporary organisational setting. / Hierdie studie handel oor die loopbaanontwikkeling van werknemers in die Suid-Afrikaanse Polisiediens (SAPD). Die doel van die navorsing is om ʼn geldige en betroubare aanduiding dat ʼn loopbaanplato bereik is, te ontwikkel, en om vas te stel of individue se belewing dat hulle loopbaan ʼn plato bereik het (as die antesedent), hulle werksbevrediging, motivering en werksbetrokkenheid (as die gevolge) positief of negatief voorspel. Afgesien hiervan word ondersoek of werknemers se biografiese veranderlikes (geslag, ouderdom, ras, huwelikstatus, rang en dienstyd) ʼn beduidende uitwerking op hulle subjektiewe werksbelewing (loopbaanplato, werksbevrediging, motivering en werksbetrokkenheid) het. ʼn Kwantitatiewe dwarssnitopname van ʼn doelgerigte onwaarskynlikheidsteekproef onder werknemers (N=410) uit verskillende biografiese groepe in die SAPD is gedoen. Deskriptiewe, korrelatiewe en inferensiële statistiek is uitgevoer. ʼn Verkennende en bevestigende faktoranalise het bewys dat die nuut ontwikkelde loopbaanplatobelewingskaal (LPBS) as konstruk geldig, intern konsekwent en betroubaar is. Strukturele vergelykingsmodellering het die voorspellingsgeldigheid van die LPBS bevestig en getoon dat die posinhoud- en hiërargiese/strukturele plato laer vlakke van werksbevrediging voorspel. Die sielkundige plato het laer vlakke van werksbetrokkenheid voorspel, terwyl die handhawingsplato groter werksbevredigings- en -betrokkenheidsvlakke voorspel het. Toetse vir beduidende gemiddeldeverskille het aangedui dat werknemers uit verskillende biografiese groepe beduidende verskille getoon het met betrekking tot hul loopbaanplatobelewing, werksbevrediging, motivering en werksbetrokkenheid. Die navorsing het die loopbaanontwikkelingsteorie verryk deur die relevansie van die nuwe konstruk van ʼn sielkundige plato vir die tradisionele vorme van loopbaanplato’s en werksbetrokkenheid in plat maatskappystrukture te demonstreer. Ofskoon die nuwe LPBS verfyn moet word, beloof dit veel wat betref inligting waarmee die negatiewe belewing van loopbaanplato’s in die SAPD gemeet en verander kan word. Voorts bied die bevindings waardevolle insigte in die unieke loopbaanplatobelewings, werksbevrediging, -motivering en -betrokkenheid van werknemers ongeag hul ouderdomsgroep, geslag, ras, huwelikstatus, rang en dienstyd. Hierdie studie lewer ʼn bydrae tot die loopbaanontwikkelingsteorie en -navorsing, en voeg waarde toe tot die loopbaanontwikkelingspraktyk in eietydse organisasies. / Lolu cwaningo lugxile ekuthuthukiseni ubizo lomsebenzi wabasebenzi boPhiko lwezaMaphoyisa eNingizimu Afrika (SAPS). Inhloso enkulu yocwaningo wukuthuthukisa uhlelo lokulinganisa uhlelo olufanele noluthembekayo lobizo lomsebenzi kanye nokuqondisisa ukuthi ngabe isimo somuntu ahlangabezana naso, isimo sesiqongolo sobizo lomsebenzi (as antecedent), njengesilinganiso esikwazi ukubikezela kahle noma kabi izinga lokwaneliswa umsebenzi, izinto ezikhuthaza isisebenzi kanye nokuzibandakanya kwesisebenzi emsebenzini. (njengomphumela). Ngaphezu kwalokho ucwaningo luhlose ukuphenya ukuthi ngabe izimpawu zempilo yomuntu (ubulili, iminyaka yomuntu, inhlobo yohlanga lomuntu, isimo somshado, isikhundla kanye nelungelo lobunikazi) zithinta kakhulu izimpilo zabo zomsebenzi (isiqongolo sobizo lomsebenzi, izinga lokwaneliseka ngokomsebenzi, okukhuthaza isisebenzi Kanye nokubandakanyeka kwesisebenzi emsebenzini. Uhlelo locwaningo lwezigaba olugxile kumanani lwenziwa kusampuli yabasebenzi ngohlelo olungenamathuba okwenzeka olungenanhloso (N = 410), ucwaningo olwenziwe kumaqembu ahlukene ngezimpilo zabasebenzi abasophikweni lwesiphoyisa (SAPS). Kuye kwenziwa uhlelo lwamanani ngendlela yokuchaza, yokuqhathanisa okufanayo kanye nokufunisela. Uhlelo lohlaziyo oluphenyayo kanye nohlelo lohlaziyo oluqinisekisayo lunikeze ubufakazi obuthembekayo bangaphakathi obungaguquki kanti bakha isiqinisekiso z sesilinganiso esisanda kwakhiwa, phecelezi i-Career Experiences Plateauing Scale (CEPS). Imodeli ebizwa phecelezi Structural equation modelling iye yaqinisekisa uhlelo olufanele olubikezelayo lwe-CPES futhi iye yakhombisa ukuthi isigaba sokugcina solwazi lobizo lomsebenzi kanye nohlaka/nesakhiwo sesiqongo sobizo lomsebenzi lubikezele amazing aphansi okwaneliseka ngomsebenzi. Isiqongo sezomqondo siye sabikezela izinga eliphansi lokuzibandakanya kwabasebenzi emsebenzini wabo, kanti isiqongo sobizo lomsebenzi siye sabikezela izinga eliphezulu lokwaneliseka ngokomsebenzi Kanye nangamazinga okubandakanyeka kwabasebenzi emsebenzini wabo. Izinhlelo zokuhlola eziqonde ukuveza umehluko phakathi, phecelezi kwe-mean zibikezele ukuthi abantu abavela kumaqembu ahlukene empilo akhombise ukwehluka mayelana nemisebenzi yesiqongo sobizo lomsebenzi, ukwaneliseka ngokomsebenzi Kanye namazinga okubandakanyeka kwabasebenzi emsebenzini wabo. Ucwaningo luye lwanweba ithiyori yezokuthuthukiswa kobizo lomsebenzi ngokukhombisa izimpawu ezifanayo zesakhiwo esisha zesigaba esiyisiqongo somqondo mayelana nezindlela ezejwayelekile zesiqongo sobizo lomsebenzi kanye nokubandakanyeka kwabasebenzi emsebenzini wabo kwizizinda ezingaguquki zesakhiwo senhlangano. Yize zisadinga ukuhluzwa kabanzi, izinhlelo ezithuthukiswe kabusha ze-CPES zikhombisa isithembiso esiphathekayo sokunikeza ulwazi olusebenzayo lokulinga Kanye nokunciphisa/nokugwema izenzo ezibi zesiqongo sobizo lomsebenzi ophikweni lwe-SAPS. Ulwazi olutholakele luqhubeka nokuveza umnyombo mezenzo zesiqongo sobizo lomsebenzi, ukwaneliseka ngokomsebenzi, izinto ezikhuthaza abasebenzi Kanye nokubandakanyeka kwabasebenzi emsebenzini, okungabasebenzi beminyaka eyehlukene, bobulili, bobuhlanga, besimo somshado, besikhundla kanye namaqembu anobunikazi bempahla eyigugu. Ucwaningo lwenza igalelo langempela kwithiyori ethuthukisa ubizo lomsebenzi Kanye nocwaningo futhi lwengeza ubugugu kwingqubo ethuthukisa ubizo lomsebenzi kwisizinda samanje senhlangano. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)