This study sought to ascertain if there is a positive relationship between perceived leadership practices and organizational commitment of police and firefighters, and to examine differences between men and women police and firefighters on organizational commitment. The instruments utilized in this study are as follows: the Organizational Commitment Scales developed by Meyer and Allen (1991); the Leadership Practices Inventory: Observer (LPI-O) by Kouzes and Posner (1988); and, the Demographic Survey. This study examined (1) the relationship of perceived leadership practices to the organizational commitment of police and firefighters within their departments, and (2) the differences between the organizational commitment of men and women. Respondents included 104 police and firefighters of different rank, educational levels, tenure, and gender, from departments in the southeastern region of the United States. The data analysis included regression analysis and one way ANOVA. The results showed that for affective commitment, only two leadership practices were positively related: Inspiring a Share Vision and Enabling Others to Act. For continuance commitment, none of the five leadership practices were positively related; and for normative commitment: Enabling Others to Act was the only leadership practice positively related. There were differences between men and women on organizational commitment. Women scored significantly higher on affective commitment than did men, while men scored higher on continuance commitment.

This study investigated commitment in the romantic relationships of 16 African-American men and women, eight men and eight women, aged 20-23. Ten participants were currently in a committed relationship and six participants were not currently in a committed relationship at the time of the study. Interdependence theory guided this qualitative study to examine how participants defined commitment, what they expected from their partners, sources that were instrumental in their development of expectations of how a partner should behave in a committed relationship, and the meanings they attached to relational alternatives, investments, rewards, costs, and barriers. Results indicated that eight relational themes defined commitment: exclusivity, honesty, being supportive, spending time, communicating, getting respect, trust, and love. In addition, two types of commitment were identified, short-term and long-term. From this sample, there was a connection between the definition of commitment and the meanings attached to relational alternatives, investments, rewards, costs, and barriers. The sources of how a partner should behave served as the context for the definition of commitment and meanings attached to alternatives, investments, rewards, costs, and barriers. Suggestions for future research on close relationships among African-Americans are discussed. / Master of Science

Employees who want to leave their companies may exhibit low morale and commitment to organizations, which may affect the way employees interact with customers. The purpose of this correlational study was to examine the relationship between employees' affective, continuance, and normative commitment to their organizations and their turnover intentions. The target population consisted of individuals with 2 or more years of call center experience who resided in the United States. Meyer, Allen, and Smith's 3-component model of commitment provided the study's theoretical framework. A purposive sampling of participants, which included a targeted audience and individuals who accessed the survey from Facebook and LinkedIn, returned 81 usable surveys. Data were analyzed using multiple linear regression analysis. The overall regression model showed a statistically significant relationship between the 3 forms of commitment and turnover intentions, although normative commitment had the strongest relationship with turnover intentions. Study results provide additional evidence showing that employees' affective, continuance, and normative commitment to their organizations relate to their turnover intentions. These results may contribute to positive social change by helping leaders to better understand the relationship between employees' organizational affective, continuance, and normative commitment and turnover intentions. With this knowledge, leaders may be able to decrease turnover and turnover-related costs and increase firm performance. The money saved from turnover costs can be used to develop employees, invest in the company culture, or contribute to community-related programs.

No description available.

This study examines the transformational behaviors of leaders and the goal commitment of followers. Other constructs of interest are self-efficacy, goal congruence, and power. The central research questions include: 1) What are the effects of transformational leadership behaviors on the commitment of followers to goals?; 2) Do the transformational behaviors of leaders influence the perceptions of followers regarding goal congruence?; 3) Do the transformational behaviors of leaders impact goal commitment of followers through influencing follower self-efficacy?; and 4) What bases of power do leaders possess and draw upon to exert social influence to obtain follower goal commitment? The sites for this study are two types of nonprofit organizations. Local church congregations comprise one and the other is a group of community based hospice organizations. One of the more interesting results found is that two different patterns of relationships exist between the leadership and goal commitment variables for these two sites. / Ph. D.

No description available.

<p>Organisations are by nature, dynamic entities that continuously undergo transformation in response to both internal and external pressures, which are imposed on them (Robbins, Odendaal &amp / Roodt, 2003). Government departments are by no means immune to these changes, which pose challenges that affect their service delivery. During periods of fundamental transformation, individuals typically experience changes in their levels of organisational commitment, which impacts on effective and efficient service delivery. Organisational commitment as an area of research is one of the factors that could lead to greater morale, strong organisational climate, motivation and productivity in many organisations facing transformation (Salami, 2008). The aim of this study was to investigate the level of organisational commitment after a transformation process at a Provincial Government Department. Recent organisational transformations (both in the private and public sector) have included the redrawing of divisional boundaries, flattening of hierarchic levels, spreading of spans of control, revising compensation, streamlining processes and reforming governance (Ndlovu &amp / Brijball Parusumar, 2005). The results of the research indicate that employees are moderately committed to the organisation. Statistically significant relationships were found between the dimensions of organisational commitment, except for affective commitment and total commitment which were not significant.&nbsp / Furthermore, results indicate that statistically significant differences exist based on the biographical characteristics (namely, gender, race, tenure, marital status, age and job level) but these characteristics do not significantly explain the variance in organisational commitment for this organisation. A limitation of the research is that the sampling composition and research design preclude the results of this study being generalised to other organisations and it is recommended that a stratified random sampling design be utilised for future research.</p>

<p>Organisations are by nature, dynamic entities that continuously undergo transformation in response to both internal and external pressures, which are imposed on them (Robbins, Odendaal &amp / Roodt, 2003). Government departments are by no means immune to these changes, which pose challenges that affect their service delivery. During periods of fundamental transformation, individuals typically experience changes in their levels of organisational commitment, which impacts on effective and efficient service delivery. Organisational commitment as an area of research is one of the factors that could lead to greater morale, strong organisational climate, motivation and productivity in many organisations facing transformation (Salami, 2008). The aim of this study was to investigate the level of organisational commitment after a transformation process at a Provincial Government Department. Recent organisational transformations (both in the private and public sector) have included the redrawing of divisional boundaries, flattening of hierarchic levels, spreading of spans of control, revising compensation, streamlining processes and reforming governance (Ndlovu &amp / Brijball Parusumar, 2005). The results of the research indicate that employees are moderately committed to the organisation. Statistically significant relationships were found between the dimensions of organisational commitment, except for affective commitment and total commitment which were not significant.&nbsp / Furthermore, results indicate that statistically significant differences exist based on the biographical characteristics (namely, gender, race, tenure, marital status, age and job level) but these characteristics do not significantly explain the variance in organisational commitment for this organisation. A limitation of the research is that the sampling composition and research design preclude the results of this study being generalised to other organisations and it is recommended that a stratified random sampling design be utilised for future research.</p>

People are without a doubt our most important asset. It is imperative that companies develop their people to unleash their full potential, which will in turn be a benefit to the company. The future of successful, competitive companies will depend on the work force of that company. The context that organisations operate within has undergone a change from a hierarchical structure to one of building of human capital. This means that organisations need leadership as a vehicle to ensure successful empowerment. It is essential that leaders utilise and develop the potential of their people. This study conceptualises empowerment from a psychological and organizational perspective. Empowerment is defined and divided into the categories of leadership empowering behaviour, motivational empowerment (psychological empowerment) and structural empowerment. The psychological perspective measures the four cognitions (meaning, competence, self-determination and impact) that provide employees with a sense of empowerment. The objective of this study is to determine the levels of psychological empowerment, leader-empowering behaviour, organisational commitment and job satisfaction. Data were gathered from 90 employees of the financial division within a recruitment company. The research results of the empirical study were reported and discussed according to the empirical objectives. The descriptive statistics and the internal consistency of the measuring instruments of the total population were highlighted. Thereafter reliability and validity of the measuring instruments were discussed. A correlation design was applied to determine the relationship between the constructs. The Cronbach Alpha coefficient and factor analysis was determined for the measuring instrument and the Pearson correlation was computed. A regression analysis has been conducted to determine to what extent psychological empowerment and leader empowering behaviour predicts job satisfaction and organisational commitment. Results of the empirical study indicated that differences exist between organizational levels, tenure, age and gender groups in terms of psychological empowerment, leader empowering behaviour, job satisfaction and organisational commitment experienced. Employees reflected a positive experience with regard to psychological empowerment, job satisfaction and organisational commitment whereas leader empowering behaviour is not experienced at a positive level. Recommendations are based on the research results. The implications of psychologically empowered employees for organisations were discussed. The recommendations focus on management and leader development, career development, career counselling, creating a motivational climate, performance and team development. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2004.

Thesis (MBA.) -- University of Limpopo, 2015 / This research report investigated job satisfaction and organisational commitment in a changing environment at Sefako Makgatho Health Sciences University (SMU). The desire to this enquiry was a result of the recent de-merger and name change experienced at the University hence the researcher developed curiosity to determine if employees are still satisfied with their jobs and whether they are still committed to work for the organisation. The research also investigated the perceptions of employees regarding management of change at SMU. Evidence from the obtained data shows that employees are generally satisfied to work for SMU hence it seems to suggest that they are also committed to work for SMU. The research was quantitative in nature utilising convenient sampling method. A convenient sample size of (114) was utilised in the execution of this research. The sample was drawn from both administrative and academic staff of the institution. Sections A, B and C of the questionnaire were analysed using SPSS version 22 and section D of the questionnaire was analysed using thematic analysis.