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Bibliography: leaves 100-114. / The productivity and manpower situation in South Africa was reviewed. The necessity to involve workers at all levels in organizations was emphasized. The definition of "productivity", and the role of the human resources development (HRD) specialist was noted. The concept of "organizational culture" and the relationship to "climate" was discussed. The literature surrounding worker alienation, and the attempts to overcome this by means of participative work redesigns aimed at "worker development" was reviewed. The serious reservations which the organized labour movement has towards "participation" and designs such as quality circles (QC's) were noted and discussed. QC's themselves were introduced with an overview of their origins. The "trade war" between Japan and the West was mentioned, with particular note taken of the role of QC's and their subsequent usage and success world-wide. The critical importance of management commitment and a participative climate for the success of QC programs was emphasized. The present study was undertaken within a QC program in a large engineering company, and consisted of 187 experimental subjects QC members and 63 control subjects (non-SC members). Subjects were measured on the independent variable Organizational Climate which consisted of Trust a Involvement, Motivators, Communications, Decision making, Control Data, and Average Climate. These factors were obtained by means of performing a factor analysis on Likert's (1961) data from his Organizational Climate Scale. The dependent variable Personal Growth consisted of Life Satisfaction, Self-esteem, Powerlessness, Locus Of Control (LOC) and Purpose In Life (PIL). It was hypothesized that QC members would show more personal growth than non-QC members, but that this would be mediated by organizational climate and time spent as a QC member. The validity and reliability of the study were discussed. The results indicated that QC members were higher on life Satisfaction and Self-Esteem than non-members (P < 0.01). Both groups reported significantly more participativeness of climate over the previous 12 months, but QC members reported a greater increase. A significant (P <0.01) correlation was found between most Organizational Climate indices and Personal growth measures. It was concluded that QC participation brings about increased Personal growth, and that this growth extends to non-QC members in the same work area. A critical mediating variable however appears to be Organizational Climate, which must be truly participative if any intervention such as QC's is to succeed. This is consistent with the findings of other authors. The need for further research was discussed, and the role of climate was re-emphasized by way of conclusion.

Bibliography: leaves 317-338. / Retrenchment is a widespread and frequently used strategy adopted by management to deal with the economic demands faced by organisations. The lack of a theoretical framework, however, has limited the understanding of the phenomenon. The impact of retrenchment on managers and their role in implementation has been particularly neglected, despite the fact that they are central to this process. The present study addressed the development of a dynamic retrenchment process model which could address these limitations. Development of the model was based on qualitative analysis of interview data from a sample of 50 managers involved in retrenchment announcements, in combination with other concepts and findings relating to the phenomenon, and elements of role theory. The model reflected a five phase retrenchment process-moving through decision making, design and planning, the announcement, a post-announcement phase, and concluding with an aftermath phase. The nature of the model components and the relationship between them was then examined in more depth using both qualitative and quantitative techniques. To facilitate the analysis of role dynamics, a multi-dimensional role conflict measure was developed and applied. Qualitative analysis showed indications of all types of role conflict and of role ambiguity during the retrenchment, but these manifested themselves differently during the various phases of retrenchment. Quantitative analysis demonstrated moderate relationships between person-role conflict and role ambiguity, and organisational commitment. Person-role conflict, interrole conflict and role ambiguity were also all related to a measure of mental health. Role ambiguity was the only variable displaying a significant relationship with job involvement. Qualitative analysis suggested moderating effects of personality, coping, and social support during the retrenchment process. Qualitative analysis also displayed support for the existence of adverse physiological, psychological, affective and performance outcomes resulting from involvement in the retrenchment process. The present study emphasises the importance of viewing organisational phenomena in the context of a process which changes over time. Each phase of retrenchment generates its own dynamics and demands and needs to be understood within that context. While general measures at the end of such a process give an indication of what has happened, they lack the ability to diagnose and explain perceptions and behaviour that drive the phenomenon. Also, the present study demonstrates the usefulness of specific types of role conflict in analysing the reactions of managers. Further, the study highlights the role of the psychological contract in regulating relationships and behaviour within the organisation. Both the strength of the relationship between manager and employee, as well as that between manager and organisation are demonstrated in the research. Given that retrenchment is likely to continue, the need for organisations to address specific issues within the retrenchment process is emphasised, and steps that can be taken to enhance the prospects of retrenchment assisting in organisational renewal are discussed.