The Three-Component Model of organizational commitment (TCM) by Meyer and Allen (1991, 1997) is widely regarded as the most dominant model in organizational commitment research (Cohen, 2003, 2007). However, recent research by Solinger et al. (2008) questioned the legitimacy of the TCM as a general model of organizational commitment. More specifically, the authors criticized the TCM for grouping affective commitment as an attitude toward target with continuance and normative commitment as attitudes toward behaviors under one general label of attitudinal construct. Based on the Theory of Reasoned Action (TRA; Ajzen & Fishbein, 1980), Solinger et al. (2008) argued that we should consider organizational commitment strictly as an attitude toward the organization (i.e., affective commitment). Based on Eagly and Chaiken's (1993) composite attitude-behavior model, the current study tested the reconceptualization of organizational commitment as a unidimensional construct reflecting employees' attitudes toward the organization (i.e., affective commitment) in predicting several organizational behaviors (i.e., considerate voice, production deviance, and behavioral engagement). In addition, I also investigated whether these organizational behaviors could be better explained by adding different classes of behavioral expectancies (i.e., utilitarian, normative and self-identity expectancies) as antecedents. Finally, I tested the mediating roles of attitude toward behaviors in the relationship between affective commitment and three behavioral expectancies and the three organizational behaviors. A sample of 258 employees in a large-sized organization in China was obtained for this study. The results suggested that none of the hypotheses of the current study was supported by the evidence in the current study. In particular, affective commitment and three classes of behavioral expectancies did not significantly predict their corresponding behaviors. In addition, I also did not find the evidence for the indirect effects from affective commitment and the behavioral expectancies on the behaviors. Several alternative explanations were provided for the results. Among those, the lack of compatibility between affective commitment and the behaviors, the existence of moderators (e.g. national culture), the lack of necessary control to perform the behaviors successfully are key factors that might lead to the current findings. Although none of the hypotheses was supported, I found limited empirical supports for the reconceptualization of organizational commitment strictly as the attitude toward the organization and that organizational behaviors could be better explained by adding appropriate behavioral expectancies to the model (Solinger et al., 2008). Finally, theoretical and practical implications of the current study as well as directions for future research are discussed.

Horizontal workplace aggression is a workplace stressor that can have serious negative outcomes for employees and organizations. In the current study, hierarchical regression analyses were used to investigate the hypotheses that horizontal workplace aggression has a relationship with turnover intentions, work-to-family conflict and family-to-work conflict. Coworker social support was investigated as a potential moderator in these relationships. Surveys measuring these constructs were administered to a group of 156 direct-care workers (specifically, certified nursing assistants, or CNAs) in a long-term assisted living facility corporation in the Northwestern United States. Results indicated that horizontal workplace aggression had a significant and positive relationship with work-to-family conflict, family-to-work conflict, and turnover intentions, and that coworker social support significantly moderated the relationship between horizontal workplace aggression and work-to-family conflict, though not in the hypothesized direction. No other hypothesized moderations were significant. Potential explanations, practical implications and directions for future research are discussed.

The purposes of this study were to determine whether school board presidents' perceptions regarding competency-based testing in Texas were related to the (1) size of the school district represented by those surveyed, and (2) length of service of the board presidents. The dissertation includes an introductory chapter, a review of related literature, the procedures for collection and treatment of data, the presentation of data, and the summary, conclusions, and recommendations.

As the capacity of public leaders to bring about change is increasingly questioned, public agencies have come under pressure to transform and innovate. More research is needed to identify how leaders who promote innovation, creativity, and adaptability affect the performance of public organizations. Constant improvement of organizations and individuals encourages leaders to innovate, evaluate risks as opportunities, and tackle the status quo. This raises the significance of how transformational leadership contributes to organizational performance and reacts to public agencies‘ environment, and how it might reorganize them. The present study examines the relationship between transformational leadership behaviors and perceived leadership effectiveness in public organizations, particularly Federal Emergency Management Agency (FEMA). The study specifically focuses on FEMA as an independent agency and as an agency under the Department of Homeland Security. It also measures transformational leadership behaviors and explores how they relate to public employees‘ perceptions of leadership effectiveness as reported by the 2002, 2006, and 2008 Federal Human Capital Surveys (FHCS). Confirmatory factor analysis was conducted to validate the construct validity for the perceived leadership iv effectiveness measurement model. Structural equation modeling was conducted to examine the study hypotheses. This study has found that transformational leadership behaviors—idealized influence, intellectual stimulation, and inspirational motivation— all have a significant relationship with perceived leadership effectiveness. Each dimension of transformational leadership has a positive effect on employees‘ perceptions of leadership effectiveness, with intellectual stimulation having the highest effect. The standardized regression weights of exogenous variables are: .24 for idealized influence, .48 for intellectual stimulation, and .29 for inspirational motivation. Overall, these predictor variables accounted for 86% of the variance in perceived leadership effectiveness. Findings of the study reveals several organizational, managerial, and policy implications relating to increasing the effects of transformational leadership behaviors on employees‘ perceived leadership effectiveness and organizational performance. The study points out the significance of communication and information sharing, and providing sufficient opportunities to do a better job in public organizations. The findings also confirm that the leaders are required to obtain inspirational motivation behaviors and use them to give a feeling of personal empowerment to the employees

This study explored union leaders' attitudes and perceptions about Employee Assistance Programs (EAPs) in the united states. Three hundred and five union leaders who were participants in a union leadership training program completed the survey instrument. This study explored a number of research questions that add to the descriptive knowledge about EAPs and tested four groups of hypotheses concerning union leaders' view of EAPs. The first two hypotheses examined the readiness of union leaders to cooperate with management on the EAP. The second hypothesis examined the factors that affect the readiness to cooperate variables. The results revealed that the majority of union leaders perceive EAPs as increasing human capital rather than as a form of management control. The readiness to cooperate was found to be affected by the presence of training, written materials, and whether the EAP was in collective bargaining agreement. Generally, the demographic characteristics of union leaders did not have an impact on their views of EAPs. Replication of the research of Trice and Beyer (1982) was conducted and little similarity was found with their earlier findings. The results revealed that EAPs were relatively new in this population, were generally sponsored by the company and the actual services delivered by EAP providers. Union leaders perceived the drug problem in America as serious but saw it as less serious in their locals. Drug testing was being conducted at most of the companies and one half of the companies referred workers who tested positive to the EAP for assistance. / Ph. D.

Submitted in fulfillment of the requirement for the degree of Masters in Technology specialising in Human Resource Management, Department of Human Resource Management, Durban University of Technology, Durban, South Africa, 2015. / The study arose as a result of a merger between the former Technikon Natal and former M.L. Sultan Technikon, culminating in the formation of a new institution in 2002, called the Durban Institute of Technology (now known as the Durban University of Technology). The focus of the study was on the impact of mergers on lower level employee motivation and staff morale at the Durban University of Technology. Furthermore, the study focused on examining the perceptions of lower level employees towards the merger process which included the pre-merger, during and post-merger phases. A mixed methods research design was used in this study. The quantitative sample was n=50. In addition, six in-depth interviews were conducted for the qualitative part of the study. This study concluded that the merger had a negative impact on the perceptions of lower level employees regarding the merger process in the post-merger phase. The results indicated that staff morale of lower level employees was low post-merger. Some lower level employees proved to be less satisfied than others who adopted the new changes as a result of the merger. Interestingly, the results indicated a high level of motivation amongst lower level employees post-merger. Minimal communication originated from top management to lower level employees. It was recommended, amongst other suggestions that communication and training should be strengthened amongst lower level employees, supervisors and management in higher education institutions. Whilst lower level employees may have low skills and education, an attempt should be made to involve lower level employees early on and throughout higher education mergers.

The primary objectives of the study were as follows: (1) to explore the relationship between career anchors (as measured by the Career Orientations Inventory), organisational commitment (as measured by the Organisational Commitment Questionnaire) and turnover intention (as measured by a three-item questionnaire, developed by Mobley, Horner, and Hollingsworth, 1978); and (2) to determine whether employees from different gender, race, employment positions and age groups differ significantly in their career anchors, organisational commitment and turnover intention. A quantitative survey was conducted on a non-probability sample of 343 employed adults at managerial and general staff levels in the South African retail sector. The results of this study suggest that there was a significant but weak relationship between employees‟ career anchors and their organisational commitment. Career anchors were also found to be significantly related to organisational commitment and turnover intention; with entrepreneurial creativity, lifestyle and service/dedication to a cause career anchors being the best predictors of these two variables. The relationship between organisational commitment and turnover intention was significant and negative, with affectively and normatively committed participants being more likely to remain with the organisation (i.e. having lower turnover intentions). In addition, the findings indicate that although gender has no relationship with turnover intention, race, employment position and age do. African, general staff and 30 years and younger participants indicated higher intentions to leave the organisation. / Industrial & Organisational Psychology / M. Comm. (Industrial and Organisational Psychology)

D. Tech. Human Resources Management / The aim of this research is to identify the factors that impact on employee engagement of academic staff in further education and training (FET) colleges in South Africa. It also looks at how to develop a successful employee engagement framework for FET colleges.

M.Phil. / The mining industry in South Africa is in a process of transformation, which can be ascribed to various influences. First and foremost is the process of the conversion of mineral rights, employment equity and black economic empowerment. The ethnic distribution of mining employees at the time of the study reflected that Managers were predominantly white, the majority of Shift bosses were white and Miners were predominantly black. Central to the transformation process is maintaining and improving production output in a safe manner. Leadership in addition also impacts on health and safety in the workplace and the process to transform the organisation to world- class status commences with leadership. Transforming health and safety in the organisation to world-class status is a leadership imperative. The fatality rates in South African mines are continuously being addressed not only through initiatives from the Chamber of Mines of South Africa, but also through the various mining houses. The introduction of the Mine Health and Safety Act and Regulations 29 of 1996 made a profound impact on health and safety management on South African Mines. The introduction of blasting certificate holders replaced the scheduled person (contract miner). Various mining houses grasped the opportunity and trained their own miners from previously disadvantaged communities. This also assisted in achieving transformation objectives. The fatalities on platinum mines in South Africa since 1995 have remained constant up to 2007 although a slight decrease is reported. Nevertheless, injuries and fatalities in South African mines are attracting negative attention from society and the investment community. This is not in the interest of the mining industry. Research indicates that unsafe behaviour contributes 87% and more to incidents and injuries (including fatalities) on mines. The study of behaviour as a contributing factor in organisational safety is a relatively young science since the first reported studies in the 1980's. Research in this domain strives to develop an understanding of behaviour as a contributing factor in organisational safety.

by Yu Tak-Wai. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1999. / Includes bibliographical references (leaves [77-104]). / ACKNOWLEDGEMENTS --- p.i / ABSTRACT --- p.iii / LIST OF ILLUSTRATIONS --- p.iv / LIST OF TABLES --- p.v / Chapter CHAPTER I --- INTRODUCTION --- p.3 / Chapter 1.1 --- Background of the Study --- p.3 / Chapter 1.2 --- Significance of the Study --- p.6 / Chapter 1.3 --- Objectives of the Study --- p.7 / Chapter 1.4 --- Outline of the paper --- p.9 / Chapter CHAPTER II --- LITERATURE REVIEW --- p.10 / Chapter 2.1 --- Overview --- p.10 / Chapter 2.2 --- Market Orientation --- p.10 / Chapter 2.2.1 --- Definition --- p.10 / Chapter 2.2.2 --- Relationship with Role Clarity --- p.15 / Chapter 2.2.3 --- Relationship with Organizational Commitment and Job Satisfaction --- p.16 / Chapter 2.3 --- Role Clarity --- p.16 / Chapter 2.3.1 --- Definition --- p.16 / Chapter 2.3.2 --- Relationship with Job Performance --- p.19 / Chapter 2.3.3 --- Relationship with Job Satisfaction --- p.19 / Chapter 2.3.4 --- Relationship with Organizational Commitment --- p.20 / Chapter 2.3.5 --- Relationship with Job Satisfaction and Organizational Commitment --- p.21 / Chapter 2.4 --- Job Performance --- p.21 / Chapter 2.4.1 --- Definition --- p.21 / Chapter 2.4.2 --- Relationship with Job Satisfaction --- p.23 / Chapter 2.4.3 --- Relationship with Organizational Commitment --- p.23 / Chapter 2.4.4 --- Relationship with Job Satisfaction and Organizational Commitment --- p.24 / Chapter 2.4.5 --- Relationship with Turnover Intention --- p.24 / Chapter 2.5 --- Job Satisfaction --- p.25 / Chapter 2.5.1 --- Definition --- p.25 / Chapter 2.5.2 --- Relationship with Job Performance --- p.27 / Chapter 2.5.3 --- Relationship with Organizational Commitment --- p.28 / Chapter 2.5.4 --- Relationship with Turnover Intention --- p.30 / Chapter 2.6 --- Organizational Commitment --- p.31 / Chapter 2.6.1 --- Definition --- p.31 / Chapter 2.6.2 --- Affective Commitment --- p.31 / Chapter 2.6.3 --- Continuance Commitment --- p.32 / Chapter 2.6.4 --- Normative Commitment --- p.33 / Chapter 2.6.5 --- Relationship with Job Performance --- p.33 / Chapter 2.7 --- Turnover intention --- p.35 / Chapter 2.7.1 --- Definition --- p.35 / Chapter 2.7.2 --- Relationship with Organizational Commitment --- p.36 / Chapter 2.7.3 --- Relationship with Job Satisfaction --- p.37 / Chapter 2.7.4 --- Relationship with Job Satisfaction and Organizational Commitment --- p.39 / Chapter CHAPTER III --- CONCEPTUAL MODEL --- p.40 / Chapter 3.1 --- Conceptual Model --- p.40 / Chapter 3.2 --- Hypotheses --- p.41 / Chapter CHAPTER IV --- METHODOLOGY --- p.44 / Chapter 4.1 --- The research design --- p.44 / Chapter 4.2 --- The sampling frame --- p.44 / Chapter 4.3 --- Data collection procedures --- p.47 / Chapter 4.4 --- The instrument --- p.48 / Chapter 4.5 --- Pretest --- p.55 / Chapter CHAPTER V --- DATA ANALYSIS AND RESULTS --- p.57 / Chapter 5.1 --- Data Analysis Procedures --- p.57 / Chapter 5.2 --- Scales Assessment --- p.57 / Chapter 5.3 --- Structural Equation Modeling --- p.58 / Chapter 5.4 --- The Original Conceptual Model --- p.62 / Chapter 5.4.1 --- Structural Equation Model Results --- p.62 / Chapter 5.5 --- The Modified Conceptual Model --- p.64 / Chapter 5.5.1 --- Structural Equation Model Results --- p.65 / Chapter 5.6 --- Discussion --- p.67 / Chapter CHAPTER VI --- CONCLUSION --- p.69 / Chapter 6.1 --- Managerial Implications --- p.69 / Chapter 6.2 --- Limitations of the study --- p.71 / Chapter 6.3 --- Directions for future research --- p.74 / BIBLIOGRAPHY / APPENDIX