The study of human labour and its social organisation is central to our understanding of the development of human work and satisfaction. Within the developing parts of the world in the Twenty First century the question of organising work in order to facilitate growth and development is of great importance. Middle income economies, such as Pakistan, future lies with satisfying both the demands created by the basic needs of a large and growing unskilled urbanising population and the higher level needs generated by a small, yet growing, educated and skilled workforce. The current study briefly examine our understanding of work and the social organisation of employment within the critical literatures on Labour Process Theory, Well-Being and Motivation in order to contrast them with the literature within Human Resource Management. In doing so it seeks to both contextualise the discussion of work within a historical framework and develop an understanding of the role of motivation theories for job satisfaction. This thesis seeks to fill a gap in the literature by investigating a wider study of antecedents and the consequence for job satisfaction focussing specifically upon the academic staff of public and private sectors universities in Punjab, Pakistan. In particular, Herzberg’s two-factor theory and Meyer and Allen’s affective commitment models provide useful insights and observations in their relationship with job satisfaction. This thesis is using a questionnaire to examine the antecedents (organizational commitment and organizational culture) and consequences of job satisfaction (intention to leave and intention to stay). The prepared population comprised of 6,327 academic staff containing Lecturers, Assistant Professors, Associate Professors and Professors. A simple random sampling design was used to obtain 310 academic staff and usable questionnaires were obtained from 299 academic staff, 96.45% of the total sample size. The statistical techniques; Cronbach’s Alpha, Confirmatory Factor Analysis (CFA) and Structure Equation Modelling (SEM), Spearman’s rho Correlation, Analysis of Variance Analysis (ANOVA) and Independent sample T-Test were applied to test a range of hypotheses in the current research, utilizing the soft-ware packages ‘Statistical Packages for Social Sciences’ (SPSS) and ‘Analysis of a Moment Structures’ (AMOS) version 17 and 18, respectively. The key findings of the SEM suggested thought-provoking results that are missing in the existing literature, such as there was a moderate, statistically significant positive relationships between affective commitment, supportiveness and competiveness with motivator factors. Work motivation was positively correlated with motivator factors and negatively with hygiene factors. Moreover, the hygiene factors were negatively correlated with intention to leave. There was very strong, positive relationships between motivator and hygiene factors with job satisfaction as compared to affective commitment. Furthermore, organizational commitment, organizational culture and work motivation are shown to be antecedents of job satisfaction and positively correlated with it. In addition, job satisfaction was a determinant of the intention to leave and negatively correlated with it. In general approximately 1% of the academicians out of 299 were overall dissatisfied, 49% were neutral and remaining 50% were satisfied with their jobs. The findings suggested that demographic characteristics revealed mixed results in terms of job satisfaction. The academic staff involved in research activities were comparatively more satisfied with their jobs than their counterparts. The results lead to a number of important policy implications and also develop our theoretical understanding for the quantification of job satisfaction.

Magister Commercii - MCom / Absenteeism can be a major problem for organisations. As pressures increase on the budgets and competitiveness of companies, more attention is being given to reduce workplace absenteeism and its cost. Job satisfaction has been noted as one of the factors influencing an employee's motivation to attend. Studies on the relationship between absenteeism and job satisfaction seem to be inconsistent. Some research has found no correlation between these two variables whereas other studies indicate a weak to moderate relationship between these two variables. The aim of this study was to determine whether there is a relationship between job satisfaction and absenteeism in a selected department within and Electricity Unit in the Western Cape. / South Africa

This study investigates the effects of the organizational ethical context (ethical climate and ethical culture) in Chinese enterprises on accounting professionals’ perceptions of earnings management, organizational-professional conflict (OPC) and affective organizational commitment (OC). We also test the effects of Machiavellianism on these factors, and the interactive effects of Machiavellianism and ethical context on OPC and OC. The findings, based on responses from 89 accounting professionals employed by Chinese enterprises at staff, supervisor and manager levels, indicate that in general the perceived ethical context did not affect judgments of the acceptability of earnings management. However, as anticipated, perceptions of a stronger benevolent/cosmopolitan climate (one that places more emphasis on the public interest) were associated with harsher judgments of accounting earnings management. Machiavellianism also had a marginally significant effect on judgments of accounting earnings management and a significant effect on judgments of operating earnings management, with high Machiavellians judging the actions to be more ethical. Two aspects of ethical culture, obedience to authority and ethical norms, were found to be significantly associated with organizational-professional conflict and affective organizational commitment. Contrary to our expectations, high Machiavellians appeared to be more, rather than less, sensitive to the perceived ethical context in their organization. Specifically, the perceived organizational ethical culture had a greater (lesser) impact on affective organizational commitment for high (low) Machiavellians.

Healthcare organizational stability rests on organizational commitment. This study adds to the literature that demonstrates the mediating effects of empowerment on organizational commitment in a long understudied population of Licensed Practical Nurses (LPNs) employed full time. Organizational commitment encourages extra role behaviors, paramount in times of decreasing resources such as that facing all sectors of national health care. A 45-item work environment survey was distributed to all registered LPNs employed full time in one state (N = 5486) and 1164 (21%) responded. Data revealed that empowerment is associated with LPN organizational commitment and mediates effects of organizational conflict and trust on commitment to the organization. Further empowerment and organizational climate, especially organizational conflict and trust, matter to full-time LPNs. Results contribute to initial knowledge about linkages to organizational commitment among lower educated and less skilled nurses and have implications for managers in healthcare settings who employ full-time LPNs. LPNs may be more highly valued by scholars in nursing if LPN-sensitive research shows their continued value and cost effectiveness for specific and important organizational outcomes, especially in light of the growing geriatric population that will require increasingly chronic and routine care. As bedside RNs become more highly educated, they may increasingly disdain employment that involves the repetitive, low-risk patient care that LPNs currently provide. There is a real need to better understand the current work environment of those employees responsible for delivering low-risk repetitive healthcare to chronically ill and elderly patients. LPNs are key among those.

Improved understanding of teacher retention depends on systematic research on working conditions, teachers' perceptions of their work environments, and the effect of condition-of-work variables on organizational commitment. The examination of organizational commitment in K-12 teachers is a construct with implications for long-term relationships in complex organizations and a significant predictor of retention. This study examined the extent to which empowerment, innovation, professionalism, perceived level of interpersonal conflict, and participation were associated with teachers' organizational commitment at six K-12 sites in one Midwestern state. Of 2,732 teachers invited to participate, 1,463 completed the survey, for a total response rate of 54%. Overall, there was substantial evidence supporting a relationship between organizational commitment and empowerment, innovation, and professionalism. There was also some evidence of a contextual relationship between organizational commitment and perceived levels of conflict and participation. Increased conflict in varying relationships resulted in decreased organizational commitment, and increased participation in varying situations resulted in increased organizational commitment. This study's exploration of organizational commitment may inform administrative practices designed to target teacher attrition. Educational leaders may utilize the results to better understand issues concerning teacher retention and attrition and thereby improve teacher working conditions, and strengthen the educational environment for students.

The personality congruence of supervisors and subordinates and its influence on work outcomes is a relatively new topic in social and behavioral sciences. Most well-known personality theory is Big Five that includes openness, conscientiousness, neuroticism, extraversion and agreeableness traits. LMX theory focuses on the mutual relationship between a supervisor and a subordinate. There is a gap in the literature regarding the mediating role of LMX perceptions of subordinates on the relationship between personality congruence of supervisors and subordinates and affective commitment (AC). The purpose of this cross-sectional design was first to explore the direct relationship between supervisors and subordinates personality congruence and AC of subordinates. The second purpose of this study was to explore the role of LMX as a mediator between the personality congruence of supervisors and subordinates and AC of the subordinates. A cluster sampling method was used to gather 400 supervisor-subordinate dyads from 3 technopolises in Ankara, who completed self-reported questionnaires. A technopolis is a technology science park. Polynomial regression analysis was conducted to measure the congruence level of dyads' personality traits and structural equation modeling was used to analyze the mediating effect of LMX. Results revealed that, LMX has no mediating effect on personality congruence and AC. The results also revealed that there is a significant relation between the agreeableness congruence of supervisors and subordinates, and AC. This information can be used by organizations by pairing up agreeable dyad members to increase affective commitment. The findings of this study may create positive social change by promoting optimum functioning organizations that have committed employees which would affect the society and economy in a positive way.

The purpose of this study was twofold in that it explored the relationships in which transformational and transactional leadership impact particular subordinate outcomes such as job satisfaction and organizational commitment. Secondly, once transformational leadership was tested and shown to be a better predictor of both job satisfaction and organizational commitment when compared to transactional leadership, employee motivation and one’s broaden-and-build schema, building off of concepts from the Broaden-and-Build theory, were proposed as mediators of the relationship between transformational leaders and their subordinate’s outcomes in terms of job satisfaction and organizational commitment. Transformational leadership is a strong predictor of many subordinate outcomes, but the goal of this study was to better understand the “why” in the relationship between transformational leadership and employee outcomes. After pilot testing the Broaden-And-Build Schema Questionnaire, a cross-sectional sample of employees were surveyed to assess the mediation of broaden-and-build schema and employee motivation on the relationship between transformational leadership and subordinate outcomes, job satisfaction and organizational commitment. Participants (N = 390) responded to a survey consisting of four scales previously developed and one scale developed specifically for this study. Examining seven different hypotheses, regression analysis and SEM models were utilized to analyze the data. Regression analyses was used to analyze hypotheses 1 through 3 and it was found that transformational leadership predicted both subordinate outcomes and the mediating variables better than transactional leadership. Mediation analyses was used to analyze hypotheses 4 through 7 and it was found that while the mediations were positive, the proposed mediators did not significantly mediate the relationships. This study strived to reiterate the importance of transformational leaders and help to give direction to leaders as to what focus is important when job satisfaction and organizational commitment are the desired outcomes. These findings add to the extensive research on transformational leaders and their subordinate outcomes.

Generational differences directly impact the culture and discipline in the U.S. Marine Corps. Previous research suggests that Generation Y's characteristics do not align with traditional military service. The specific problem is that there is a gap in the research and scholarly literature on the level of commitment of Generation Y compared to Generation X Marines. The purpose of this nonexperimental, quantitative study was to examine the influence on Marine Corps culture due to the level of commitment of active duty, enlisted Generation Y Marines compared to active duty, enlisted Generation X Marines. The theoretical frameworks for this study were the theory of generations and the organizational culture theory. The central research question was focused on the influence of Generation Y's experiences, ideas, and opinions on Marine Corps culture. In order for Marine Corps leaders to be effective, they need a better understanding of the people who work for them. This quantitative, cross-sectional survey study used a sample of 264 active duty, enlisted Marines from the 1st Marine Logistics Group in Southern California. The t tests revealed that Generation X has a higher level of commitment than Generation Y. However, the t tests also revealed that Generation Y's commitment profile indicates that the generation continues to serve because they want to or desire to remain in the Marine Corps. Lastly, multiple linear regression analysis revealed that each type of commitment was affected differently by the independent variables (age, gender, generation, and pay grade). The results provide the Marine Corps with a better understanding of generational issues. The positive social change from this research is the ability to sustain an essential and successful military culture and as a consequence, to improve the combat capability of the Marine Corps and the Department of Defense.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019. / Non-governmental organisations (NGOs) are perceived to be poorly performing partly due to their culture; the constructs of NGOs’ culture usually affect employees’ commitment and performance negatively, leading employees to leave the organisation. This discourages and demoralises employees’ mind sets to perform as expected which affects NGOs’ productivity, goals and competitiveness in a negative way. The study investigated employee perceptions in organisational culture constructs to selected NGOs in Cape Town in order to generate valuable information in understanding the role of organisational culture in the achievement of organisational objectives in NGOs. Mixed methods approach was used in this study as it allowed collecting of qualitative and quantitative data simultaneously and assessing different facets of complex outcomes in a richer way than one method alone. The study found that culture is set to boost employees’ and organisations’ performance, and that managers and owners in NGOs have knowledge of this. The study revealed that some criteria such as openness and the creativity view of the organisational culture are only considered positive to managers and owners of NGOs. This study found that managers and owners in NGOs believe the implemented organisational culture is very effective, positively affects and boosts employees’ performance. The employees, however, had a different perception; they feel excluded from the development of the organisational culture which in turn affects their commitment and performance in a negative manner. This study found that employees’ commitment towards organisational culture derives from the way it is designed and how it suits employees’ expectations. Aspects such as remuneration, a safe work environment and sustainability, were found to be important for employees’ performance and commitment. Therefore, it is evident that directing or developing NGOs’ organisational culture that focus on employees’ expectation such as remuneration and sustainable employees’ innovation and practice will receive more support from employees. Furthermore, the criteria are keen to improve the way employees perform and commit to the organisation. It was recommended that NGOs involve employees in the design or development of its organisational culture in order to have more information on employees regarding what to expect from them. Another major implication is that the issue of employee benefit or remuneration have to be addressed in order to maintain employees’ performance.

Organizational commitment has been a topic of extensive interest in the organizational behavior literature since the 1950's. It has been associated with workforce stability, decreased absenteeism, organizational citizenship behaviors, and decreased turnover. This study focuses on the relationships between organizational commitment and turnover; particularly amongst K-12 school principals. A principal of a school is much like the CEO of a company. Principals impact schools in many ways. They supervise staff, develop culture, implement and enforce rules, guide instruction and ensure that all students receive a quality education. The United States is facing a shortage of principals. Many principals are nearing retirement age. Others are simply choosing to leave the profession. In many cases there are shortages of applicants and/or qualified candidates for available positions. Many teachers hold administrative credentials but, for various reasons, choose not to pursue the principalship. School systems are facing difficulties filling principal positions. One potential solution is to endeavor to keep current principals on the job. Organizational commitment is highly correlated with intent to stay; promoting the suggestion that schools may retain principals for longer periods where organizational commitment is significantly higher. This study focuses on the impact of job autonomy, psychological empowerment, and distributive justice on organizational commitment. The study uses data from a web-based survey of 1,078 principals. The data were collected from K-12 principals in the Midwest United States. The sample includes elementary and secondary principals from public, private/parochial schools, and charter schools. Hypotheses regarding the impact of job autonomy, psychological empowerment, and distributive justice on organizational commitment were tested using multiple regression and path analysis. Increases in each of these variables were found to be significantly associated with increases in organizational commitment. In addition, some support was found for the moderating effects of distributive justice and demographic variables on the relationship between job autonomy and organizational commitment, and on the relationship between psychological empowerment and organizational commitment. Implications for those who supervise principals are discussed. For instance, principals may be provided latitude and discretion in terms of the scheduling and sequencing of supervisory work, and may employ consultative, mutual-means approaches in principal evaluation. School systems should, moreover, provide appropriate professional development in order to increase feelings of self-efficacy. Recommendations for future research are also suggested, including replicating the study in other regions and with other organizational types, as well as including other variables, such as perceived organizational support, resistance to change, conflict, and teamwork.