Since the dispensation of the democracy in 1994, the South African labour market has been inclusive to the race that previously was excluded in certain positions in the private sector. Black professionals, managers and senior managers have since increased in the market and they became in demand due to the introduction of the Equity laws by the government of South Africa. The purpose of this study was to investigate the reason why black professionals do not stay or develop loyalty with the private sector organisation that employ them within the Nelson Mandela Bay region. Factors that could affect the reason to stay or not with these private organisations were identified and researched. These factors are, Employment Equity, Career Development, Diversity Management, Trust, Transformation and Management Style. Literature review on the views of scholars about these factors was done. A questionnaire to investigate these factors was distributed to black professionals that still work for the private organisations in the Nelson Mandela Metro and to the ones that opted not to stay. Interviews were also conducted with the professionals that are specialists in the field of human resources. The following are the main findings of the study. Racial prejudice towards black professionals is evident in these organisations. There is lack of equity and affirmative action is not implemented properly, which assists in the decision not to stay with these organisations. Career development is determined by race, meaning those who are developed are chosen by their race. The lack of career development is also perpetuated by the lack of proper strategies and the respondents feel that these strategies need to be reviewed. The lack of career development also contributes to the decision whether to stay or not. Trust between the black professionals and their superiors is not a problem. The black professionals are happy with how their superiors support them and how they reward them. Racial discrimination plays a role in the superior’s ability to manage diversity and this also contributes in the decisions whether to stay or not with private organisations. The lack of the diversity management influenced by racial prejudice, gives enough reasons to the black professionals to leave the organisations. Lack of transformation is evident. It seems that black professionals are only given manager or senior manager positions only to comply with the laws of the country. The respondents seemed to be happy with the management style of their superiors.

In this economically challenging era, companies have got to find the best system that can help to enhance productivity. A very important method is by encouraging takeholders through various forms of incentives. The gain-sharing incentive has been adopted by many organisations today to enhance staff loyalty and productivity. A gain-sharing programme ensures that both the organisation and team members benefit from the expected performances, rather than an individual or group incentive which is given based on a specific finite goal which could be achieved at the cost of other key critical business need. A couple of years ago Autocast Aluminium decided to enhance employee performance by initiating the gain-sharing incentive programme. After the programme was rolled out, the organisation is yet to examine the extent to which it enhances job satisfaction in the organisation. The primary objective or aim of the study is to examine the extent to which gain-sharing at Autocast meets the purpose for which it was created. The sample of the study was 176 of the employees at Autocast Aluminium; however 130 questionnaires were distributed. A total of 88 questionnaires were returned, of which 80 were usable, whilst eight were scrapped due to more half of the questionnaire having missing data. This resulted in a 68 % response rate. A framework has been developed to measure to what extent does the programme enable employees to feel satisfied with their jobs. The empirical results revealed that out of six independent variables tested: fair payment, involvement, personal growth, communication, job security and leadership style, only three that plays significant role on employee job satisfaction. These are fair payment, communication and leadership style.

The purpose of this study is to investigate the influences, outcomes and degree of employee engagement, as it relates to business success of Johnson Controls. The research was conducted by questionnaire using a sample of 120 employees of Johnson Controls Uitenhage Plant. The sample represents 45 percent of the total population of 267 employees. The study discusses certain key influences of engagement - the degree to which employees are engaged and the resultant outcomes of employee engagement. The result of the study proves that communication, leadership behaviours, policies, practices, recognition and rewards are real factors influencing engagement. The study also validated that productivity, safety, customer satisfaction, employee retention and quality are outcomes of engagement. A strong relationship was found to exist between employee engagement and business success. The study also found that a strong relationship exist between leadership behaviours, policies and procedures, and recognition and rewards. Communication was found to have no relationship with employee engagement.

This study investigated the impact of intrinsic motivation and job involvement, with employee retention acting as a mediating variable. As most organisations want to retain their best employees and sustain their organisational performance, this study strives to add to the body of knowledge on motivation, job involvement and employee retention, with specific reference to selected departments within the Eastern Cape Provincial Government in the South African context. Intrinsic motivation and job involvement were used as the independent variables. Employee retention is the dependent variable, which was measured using the cumulative Michigan Organisational Assessment Two-item Questionnaire (Camman, Fichman & Klesh, 1979) and a third assessment item from Landau & Hammer (1986). A quantitative relational design was employed to investigate the degree to which intrinsic motivation and job involvement predict an employee’s intention to quit their job. The data were collected through a self administered questionnaire from a convenience sample of 160 employees within the selected government departments in the study. The empirical results obtained from the data; using the Pearson correlation coefficients, indicated significant relationships between intrinsic motivation, job involvement and employee retention. Evidence was further found that employees’ intrinsic motivation and job involvement influenced the extent of employees’ intention to quit. Furthermore, a multiple regression analysis of the data indicated that intrinsic motivation is the strongest predictor of employee retention, followed by job involvement.

This study is about the investigation of the impact of organisational culture on employee commitment during an acquisition process in an insurance organisation. A sample of 318 employees was selected from a population of +/-600 in a South African insurance organisation. The sample was categorised between employees in non-management as well as those in management positions. Managers were further categorised as junior managers and middle managers. These participants were selected based on the fact that they were not involved in the strategic decision-making processes during the acquisition. Thus they had no input in the decision making regarding the acquisition process. Employees on senior management level and above did not form part of the study because they were involved in the acquisition process's strategic decision-making. The sample was also based on employees who were already employed by the organisation when the acquisition process was finalised. The acquisition process started in 2013 and was finalised in 2017. The descriptive correlation research method was used for the study. The methodological approach adopted was the quantitative approach analysed based on descriptive statistics followed by inferential statistics using the SPSS 2017 (version 25). Analysis of data was done using Pearson correlation coefficient, regression analysis, independent T-test and ANOVA. The internal consistency of the measuring instruments was determined using the Cronbach's alpha. Questionnaires, namely the Organisational Culture Questionnaire (OCQ) and Organisational Commitment Scale (OCS), were used to measure organisational culture and employee commitment, respectively. The results revealed a high level of internal consistency across the scale and the items of the OCQ (EC & PC) and OCS variables. The conclusions of the empirical study describe the impact of organisational culture on employee commitment during an acquisition process. The empirical study indicated that the impact of preferred organisational culture on employee commitment is insignificant. However, the impact of existing organisational culture on employee commitment is significant. The findings further indicated that the dominant existing culture is the role culture whilst the dominant preferred culture is the power culture. Affective commitment was found to be dominant in terms of employee commitment. The limitations of this study are presented together with recommendations for future research. The recommendations for the profession of industrial and organisational psychology highlight pertinent aspects for practicing psychologists and managers in this field. Based on the study's findings, organisations are advised to diagnose their cultures and determine how it affects their employees’ commitment in addition to other recommendations provided. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

This study investigates the impact of motivations, personal values and managerial skills of managers on the performance of Small and medium enterprises (SMEs) in South Africa. The failure rate of SMEs in South Africa is very high and it is of great importance to investigate the factors that can impact on the performance of SMEs. Financial and non-financial methods were used to measure SMEs performance. Data was collected through self-administered questionnaires. Exploratory factor analysis was used to improve the research problems and enhance the validity of the research. Data analysis for this study includes descriptive statistics, Pearson correlation and regression analysis. Reliability was tested using the Cronbach‟s Alpha while validity was ensured by using a statistician and by pre-testing the research instrument in a pilot study.

Perceived organisational support and organisational commitment plays a vital role in determining turnover intention. When employees feel that their organisation supports them levels of commitment can increase. Thus, employees feel more obligated because of favourable benefits such as organisational effectiveness and reduced turnover. The purpose of the present study was to investigate the effect perceived organisational support and organisational commitment have on turnover intention. The study followed a descriptive survey method. A questionnaire, measured on a Likert Scale was used to collect data from respondents. The sample comprised 98 academic staff at the University of Fort Hare and the response rate was 56.6 percent. The results indicated that perceived organisational support and organisational commitment are negatively and significantly related to turnover intention. The study also revealed perceived organisational support and organisational commitment on turnover intention did not account for a higher variance when put together, however moderate variance was found. Perceived organisational support in this study was identified as the most effective predictor of turnover intention. In addition to managerial implications and limitations of the study, direction for future research is also suggested at the end of this study. The findings of this study will help in terms of understanding the state of organisational commitment of academics and its relationship with their intentions to leave.

Employee commitment is one of the most important aspects that help an organisation achieve its desired goals. This study investigates the possible effects of gender and age differences between managers and employees on organisational commitment among lower-level employees in selected factories in the Buffalo City Metropolitan area. The organisational commitment instrument used in this research is the Meyer and Allen (1997) organisational commitment questionnaire which contains 18 items (6 items for each scale: affective commitment, continuance commitment and normative commitment). For this purpose, a sample of 100 lower-level employees was used. The results indicated significant differences in the unexpected directions in affective commitment and continuance commitment between male employees supervised by male managers and male employees supervised by female managers; male employees were found to have higher levels of affective and continuance commitment when supervised by female managers. Female employees were found to have a higher level of normative commitment when supervised by male managers than when supervised by female managers which was also in the unexpected direction. In addition, the study showed surprising results in terms of the social or cultural hypothesis where employees supervised by male managers and older managers were not significantly different in organisational commitment to those managed by female and by younger or same-age managers.