The success of the future for South African organisations relies heavily on its leadership, rather than on its management. Transformational leadership is critical to modem business, especially within the South African context. Transformational leadership is essentially about instilling a sense of purpose. in those who are led, and encouraging commitment by empowering employees through growth and development. This enables employees the opportunity to adapt and grow within organizations. The leader promotes change by creating a motivational climate which enhances growth, development, commitment, goal achievement and enjoyment. In order to facilitate the requirements of such an environment the employee needs social support that would enable job autonomy and ultimately job satisfaction. The objective of this study was to investigate the moderating effect of social support between job autonomy and job satisfaction, and to see if job satisfaction of employees in a large banking group can be predicted by their experience of job autonomy and social support in the workplace. The study was conducted within one of South Africa's leading financial institutions. In order to achieve the study objectives, data was collected from a sample (n=178) which consisted of employees ranging from junior management (CIT levels) to middle management (MIP levels). Descriptive and inferential statistics were used to analyse the data. Stepwise multiple regression analyses were carried out to determine whether the independent variables hold any predictive value regarding the dependent variable (job satisfaction). The results of the multiple regression revealed that gender had no effect in predicting participants' job satisfaction, indicating that effects for the other variables may operate similarly for males and females. It was found that participants' experience of autonomy, and the support they receive from colleagues are important in predicting their experiences of job satisfaction. However, the moderating effect of social support (from either colleagues or supervisor), was not supported in this research. This finding indicates that social support does not play a role in the translation of the experience of autonomy in job satisfaction. Further research into the moderating effects of social support between job autonomy and job satisfaction is warranted. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007

Thesis (Ph.D. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2005.

The purpose of this study was to examine the potential of three independent psychological scales (Rotter's Locus of Control, Karasek's Job Content Questionnaire [non-injury job stress], and Rosenberg's Self-Esteem Scale) to predict job satisfaction, as measured by Brayfield and Rothe's Index of Job Satisfaction, among salespersons in a small independent department store in Wichita Falls, Texas. An 82-item survey which examined the dynamics of a salesperson's work life was administered to 20 individuals who were full-time employees of the department store. Demographic data were also gathered although these factors were not entered into the regression analysis. A multiple regression procedure examined the responses of the 20 employees who participated in the study. The R-squared coefficient indicates that 41 percent of the variance in Job Satisfaction was explained by the three predictor measures. A major proportion of this unexplained variance may be in variables outside the scope of this study, e.g., salaries, vacation time, benefits, bonuses, or commissions. Results suggest that the independent variables measured by the Locus of Control Scale and the Job Content Questionnaire in combination were the best predictors of job satisfaction with a significance level of .01. The single best predictor was the Job Content Questionnaire, significant at .03. The three instruments (Locus of Control, Self-Esteem, and Job Content Questionnaire) which comprised the independent variables, reached a significance level of .03 in their prediction of job satisfaction (Brayfield-Rothe Index of Job Satisfaction). Study results indicate that a majority of the employees in the sample population were satisfied with their jobs and with the leadership style manifested by the store manager. In addition, job security was believed to be satisfactory. Inasmuch as there is a void in the literature regarding personal characteristics of salespersons as variables that interact with job satisfaction, comparisons of the findings of this research with other studies that have explored the intricacies of job satisfaction among salespersons who work in small, independent department stores cannot be made. Further research on the predictability of job satisfaction among salespersons in small, independent retail operations such as the department store investigated in this study would be useful not only to managerial staff in decision making and personnel management but would promote greater understanding of the personal characteristics of salespersons as human investment capital which has the potential to create the effective competitive edge required for survival in the new economy.

The problem of this study was to determine competencies which are necessary for effective administration by secondary school principals. The sources of data included a review of the literature and supplemental materials. The survey technique, employing a jury-validated questionnaire, was used to collect the perceptions of superintendents, principals, teachers, and college professors in the State of Texas. A total of 316 educators responded to the questionnaire. The development and findings of this study are presented in five chapters. Chapter I presents an introduction to the study. In Chapter II, a survey of the literature is reported. Chapter III contains details of the procedures employed in collecting data for the study. Chapter IV presents the data gathered through the use of the questionnaire. Chapter V presents the summary, findings, conclusions, and recommendations resulting from the study. The study identified eight general areas of competency for secondary school principals. Those competency areas were (1) organization and administration, (2) curriculum design and improvement, (3) the instructional process, (4) business and financial management, (5) student management, (6) personnel management, (7) facilities, equipment, and supplies, and (8) communications. A total of ninety-five competencies was identified from the literature and from communications with college professors and practicing school administrators. The six-member jury panel validated ninety-one competencies for inclusion on the survey questionnaire. Eighty-eight of the ninety-one competencies submitted to the educator sample achieved the criterion level for acceptance. An analysis of variance procedure revealed that significant differences among group means appeared at the .01 level on eleven of the competency statements. The competency-based preparation and certification concept appears to be sound and to be in harmony with other movements in American education. Many operational aspects need additional refinement; however, the concept holds considerable promise for improvement upon the traditional approaches to the preparation and certification of educators. The movement is widespread and is gaining momentum rapidly. Competency-based programs are in operation in colleges and universities in over half of the states. Certain competencies are common to the various educator roles. It appears possible to identify those common competencies and to establish them as a core of educator competencies at the state or university level. The cognitive and psychomotor learning domains are quite visible in operative programs. Competencies in the affective learning domain are poorly developed in most cases. The following recommendations resulted from the study: (1) attempts to establish sets of competencies should include input from a broad cross-section of the education profession in each phase of development and validation, (2) additional research should be conducted to more precisely define those affective variables necessary for educator success, (3) a set of core competencies which are common to the various educator roles should be identified and validated, and the demonstration of competence in these areas should become requisite for all educators seeking certification, (4) the variable of time should become a larger part of competency-based programs, and participants who demonstrate minimum acceptable competence should not be required to remain in attendance for predetermined periods of time, (5) operative competency-based programs should include provision for continuous evaluation and modification based upon evaluation findings, and (6) each educator preparation institution in Texas should design and operate a competency-based program to determine feasibility of the approach at that institution.

The purpose of this study was to classify unemployment by clearly defined, objectively measured categories which produced a consistent, empirical model identifying the structure of unemployment in Texas during the period 1973 to 1978. The models employed univariate hierarchical regression of Texas montly unemployment rates and changes in unemployment rates on measures of seasonality, cyclical fluctuations, the match of qualified applicants to available openings, and the interaction of these terms. The results of these models were reported.

A job satisfaction questionnaire measuring satisfaction with various job aspects was administered to 458 male equipment operators in 30 district offices of a North Texas based petroleum services company to determine whether mean district scores on any of nine sub-scales developed through factor analysis or on the composite overall satisfaction scale were predictive of subsequent district turnover rate. Eight of the nine sub-scales were correlated with district turnover rate at the .05 level or better. Overall satisfaction was also significantly related to district turnover rate (r = .57, p < .001). It was concluded that the instrument is a valid indicator of subsequent employee turnover rate in the population studied. However, a cross-validation was suggested to determine whether the relationships can be generalized to other populations.

The main objective of this study was to determine the relationships between sets of key variables, as portrayed in the theoretical model. This model suggested inter alia, that selected personality variables are the mediators of the relationship between job satisfaction and organisational culture. The final empirical predictive model revealed that the selected personality variables were not the mediators of the relationship between job satisfaction and organisational culture. The methodology of the study has been designed to answer the research questions. The research design is a quantitative design and the application of measuring instruments generated primary data. Five different questionnaires have been applied, namely the Minnesota Satisfaction Questionnaire, Five Factor Personality Inventory, Sense of Coherence Questionnaire, Self-Efficacy Scale and the Organisational Culture Scale. An ex post facto approach to data analysis has been used for retrospectively exploring the inter-relationships between the data sets. A two-stage process of data analysis has been followed. The objective of the first phase is to establish scale reliabilities before proceeding to the second phase. The objective of the second phase is to establish the nature of the relationships between key variables in applying multi-variate statistical techniques (e.g. multi factor analysis of variance (ANOVA) and General Linear Modeling (GLM) and to develop an empirical theoretical model for predicting organisational culture. In phase one, the statistical procedures applied include descriptive statistics, tests for sampling adequacy and tests for sphericity, in order to establish if the inter-correlation matrices were suitable for further factor analysis. The factor analyses are followed by iterative item analyses. From the descriptive scale one can infer that conscientiousness, agreeableness, goal-directedness, imposed personal demands, internal climate and intrinsic satisfaction are the best answered items. Three dimensions of the Minnesota Satisfaction Questionnaire, two dimensions of the Organisational Culture Scale, five dimensions of the Five Factor Personality Inventory and one scale each of the Sense of Coherence Questionnaire and Self-Efficacy Scale have been identified. These scales all presented high and acceptable Cronbach Alphas and the total score distributions indicate that parametric (normal distribution) inferential statistical procedures can be applied. In the second phase, inferential statistical procedures have been conducted to test the hypotheses. In applying bi-variate analyses (i.e. analyses of variance) the relationship between biographical variables, job satisfaction and organisational culture has been established. The main findings of this part of the research can be summarised as follows: • Significant differences in the mean scores between the race groups – Blacks compared to the Coloured/Asians and Whites - and imposed personal demands were found. • Significant differences in the mean scores between the education groups – Basic diploma and specialised diploma and Basic diploma with additional qualifications – and intrinsic satisfaction were found. • Significant differences in the mean scores between the home language groups and job satisfaction dimensions – personal demands and extrinsic satisfaction -- were found. A similar statistical procedure has been applied by using the GLM, in which all the biographical variables and personality variables were included in the equation to predict job satisfaction. The findings are: • Selected personality variables (Five Factor Model) predicted job satisfaction and, in certain cases, the personality variables were moderated by a biographical variable, namely hospital type. In applying the GLM to determine job satisfaction as predictor of organisational culture, the following results have been obtained: • Imposed Personal Demands did predict organisational culture – with regard to goal-directedness, however, a negative regression line was shown. • Extrinsic Satisfaction predicted organisational culture – goal-directedness and internal climate depended on diploma and specialised diploma. In applying the GLM to determine the selected personality variables as the mediators of the relationship between job satisfaction and organisational culture, no empirical significant results have been achieved. With regard to the relationship between biographical variables, selected personality variables and organisational culture, it has been found that personality variables did predict organisational culture (goal-directedness and internal climate). The biographical variables acted as moderators of the personality variables. The hypothesised difference between the five-work units’ organisational cultures revealed no statistical significant differences in the mean scores. In applying the GLM, it was found that the CTICU was a moderator of conscientiousness in the prediction of the internal climate. It was found that the biographical variables, hospital type, educational level and unit of work, were the moderators of selected personality variables in the prediction of job satisfaction and organisational culture. It was found that the job satisfaction dimensions explained more variance in the prediction of organisational culture, opposed to the selected personality variables that primarily predicted job satisfaction and secondarily perceived organisational culture. However, a moderating effect was present in this prediction. The findings have some theoretical value as the nursing professionals were included for the first time in a study of this nature. A more sophisticated multi-variate General Linear Model (GLM) was applied for the prediction of job satisfaction and organisational culture. Different predictors explained the variance in job satisfaction and organisational culture, which resulted in a parsimonious predictive empirical model. The model also illustrates possible significant moderating effects between the different predictor variables. The model serves as a good point of departure for understanding and explaining organisational culture. A final review of the research indicated clearly that all the literature and empirical objectives, as set out in the beginning of the study, have been met at the end of this research. A final integrated multivariate empirical model for subjective organisational culture was the result. / Prof. G. Roodt

Analyzing the development of the consequences of voluntary job changes in Germany between 1985 and 2013, the study focuses on income gains and job satisfaction increases. Drawing on arguments of the job-search literature on the one hand and the proliferation of choices on the other we investigate whether the returns of job changes have increased or decreased. Results show that income gains have decreased over time while the job satisfaction surplus has remained stable. We further conclude that in determining the outcomes of job changes over time, structural factors seem to be more important than individual ones.

Counterproductive work behavior (CWB) is deliberate behavior by employees that harms the interests of their organization or its members. Previous research suggests that job stress, including a variety of individual job stressors, lead to CWB (e.g., Penney & Spector, 2005; Fox, Spector, & Miles, 2001; Spector, Fox, & Domagalski, 2006) and that CWB is an ineffective coping strategy for dealing with job stress (Shoss, Jundt, Kobler, & Reynolds, 2015). Job crafting is a form of individual-level job redesign that has been shown to reduce the negative effects of stress, but less is known about job crafting’s relationship with CWB or whether it could function as a more effective coping mechanism for job stress. The purpose of this study was to examine the role of job crafting as a moderator of the relationship between job stress and CWB. Additionally, this study examined job crafting’s relationship to CWB and to five common job stressors: interpersonal conflict, workload, job insecurity, role ambiguity, and organizational constraints. Three hundred participants completed a two-part online study through Amazon Mechanical Turk, the first of which assessed participants’ experience of the job stressors of interpersonal conflict (Interpersonal Conflict at Work Scale; Spector & Jex, 1998), workload (Quantitative Workload Inventory; Spector, 1998), organizational constraints (Organizational Constraints Scale; Spector & Jex, 1998), job insecurity (Job Insecurity Scale; Mauno, Leskinen, & Kinnunen, 2001), and role ambiguity (Role Ambiguity Scale; Rizzo, House, & Lirtzman, 1970). The first study session also assessed participants’ work locus of control (Work Locus of Control Scale; Spector, 1988) and negative affectivity (Negative Affectivity subscale of the Positive and Negative Affect Schedule; Watson, Clark, & Tellegen, 1988). The second study session was conducted five days after the first study session and assessed participants’ frequency of engagement in CWB (CWB-Checklist; Spector et al., 2006) and frequency of job crafting (Job Crafting Scale; Tims, Bakker, & Derks, 2010). Correlation and hierarchical regression analyses were utilized to test for relationships among these variables and moderation effects. The results showed that composite job stress (the combined, average score across each of the job stressor scales) and each of the five job stressors individually were significantly, positively correlated with CWB. However, within the hierarchical regression analyses, only composite job stress, interpersonal conflict, workload, and role ambiguity were significant predictors of CWB. In addition, job crafting did not predict CWB or moderate the effects of composite job stress or any of the five individual job stressors on CWB. These results suggest that job stress does lead to CWB, but job crafting is likely neither an effective coping mechanism for job stress nor an effective means of reducing CWB in organizations.

<p>This research examines the relationships between the satisfaction of psychological needs (belongingness and distinctiveness) on affective and cognitive attitudes (job satisfaction and commitment) with an emphasis on identifying key differential and moderating effects. This study hypothesizes the direct effects of need satisfaction and moderating effects of the source (individual & group) and domain (work & non-work) of need satisfaction. Hypotheses were tested with a cross-sectional survey of alumni from a regional college in the mid-Atlantic United States. Results indicated that satisfying the needs for belongingness and distinctiveness whether through source (individual vs. group) or by domain (work vs. non-work) have a positive impact on job attitudes. However, the results for the moderating and differential effects along with post-hoc analyses provides additional insights. Overall, this study found that the satisfaction of psychological needs have important direct effects on affective and cognitive job attitudes. Results indicated that the source of need satisfaction (individual and group) and the domain in which a need is satisfied do moderate the relationship between psychological need satisfaction and specific cognitive and affective job attitudes. In many circumstances, the moderating effect was not as expected. Additionally, the context of virtuality had a significant impact on only a few relationships. Post-hoc analyses showed that the relationship among the variables in this study are more complex than hypothesized and should be evaluated more fully. </p>