The contemporary working environment is characterised by constant change and increased cognitive and emotional demands on employees. At the same time, long-term employment is no longer guaranteed and often employees are not loyal to one organisation throughout their careers. These changes alter and threaten the viability of the employment relationship. Employees still provide a competitive edge for organisations and their expectations should be managed in such a way that the current organisation remains the employee’s employer of choice. If employers fail to achieve this, employees will be less satisfied and voluntary turnover will result, with detrimental effects on the organisation, both directly and indirectly. In order to ensure the retention of valuable employees, organisations need to identify the predictors of employees’ intention to leave and the nature of the relationships between these factors. Previous studies focused on evaluating the content of the psychological contract and its relation to employee well-being and intention to leave. However, the focus should be less on what employees expect from employers and more on whether these expectations are being fulfilled, now and in future, and whether employees perceive it as fair. Although numerous studies have been conducted on the outcomes of the psychological contract, the evaluation of the state of the psychological contract and its predictive ability remains largely unexplored. More research is also needed to identify mediators in the psychological contract domain. Employability emerged as a coping resource for employees in times of uncertainty. Unfortunately, the more employable employees are, the more likely they will leave the organisation. Due to the assumed positive relationship between employability and performance, organisations should aim to enhance the employability of their employees but at the same time they should seek ways to retain these employees. Empirical research on the outcomes of perceived employability is limited and more research is also needed to identify moderators. The objectives of the study were 1) to determine whether the state of the psychological contract (as perceived by the employee) mediates the relationship between employees’ well-being and their intention to leave the organisation; and 2) to determine whether the state of the psychological contract (as perceived by the employee) moderates the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. Structural equation modelling was used to establish the significance of the relationship between the variables simultaneously. Two structural models were evaluated; one with employee well-being as mediator and one with the state of the psychological contract as moderator. The results indicated that employee well-being partially mediates the negative relationship between the state of the psychological contract and intention to leave. The state of the psychological contract played a significant role in predicting individual outcomes. The results also indicated that perceived employability had a positive relationship with intention to leave. This is in line with previous international studies. Contrary to what was expected, no significant relationship was found between perceived employability and employee well-being. Furthermore, the state of the psychological contract did not moderate the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. The results highlighted the importance of well-being as a factor in employees’ intention to leave the organisation. Recommendations were made for organisations and futher reseach. / Thesis (MCom (Human Resource Management))--North-West University, Potchefstroom Campus, 2013.

The contemporary working environment is characterised by constant change and increased cognitive and emotional demands on employees. At the same time, long-term employment is no longer guaranteed and often employees are not loyal to one organisation throughout their careers. These changes alter and threaten the viability of the employment relationship. Employees still provide a competitive edge for organisations and their expectations should be managed in such a way that the current organisation remains the employee’s employer of choice. If employers fail to achieve this, employees will be less satisfied and voluntary turnover will result, with detrimental effects on the organisation, both directly and indirectly. In order to ensure the retention of valuable employees, organisations need to identify the predictors of employees’ intention to leave and the nature of the relationships between these factors. Previous studies focused on evaluating the content of the psychological contract and its relation to employee well-being and intention to leave. However, the focus should be less on what employees expect from employers and more on whether these expectations are being fulfilled, now and in future, and whether employees perceive it as fair. Although numerous studies have been conducted on the outcomes of the psychological contract, the evaluation of the state of the psychological contract and its predictive ability remains largely unexplored. More research is also needed to identify mediators in the psychological contract domain. Employability emerged as a coping resource for employees in times of uncertainty. Unfortunately, the more employable employees are, the more likely they will leave the organisation. Due to the assumed positive relationship between employability and performance, organisations should aim to enhance the employability of their employees but at the same time they should seek ways to retain these employees. Empirical research on the outcomes of perceived employability is limited and more research is also needed to identify moderators. The objectives of the study were 1) to determine whether the state of the psychological contract (as perceived by the employee) mediates the relationship between employees’ well-being and their intention to leave the organisation; and 2) to determine whether the state of the psychological contract (as perceived by the employee) moderates the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. Structural equation modelling was used to establish the significance of the relationship between the variables simultaneously. Two structural models were evaluated; one with employee well-being as mediator and one with the state of the psychological contract as moderator. The results indicated that employee well-being partially mediates the negative relationship between the state of the psychological contract and intention to leave. The state of the psychological contract played a significant role in predicting individual outcomes. The results also indicated that perceived employability had a positive relationship with intention to leave. This is in line with previous international studies. Contrary to what was expected, no significant relationship was found between perceived employability and employee well-being. Furthermore, the state of the psychological contract did not moderate the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. The results highlighted the importance of well-being as a factor in employees’ intention to leave the organisation. Recommendations were made for organisations and futher reseach. / Thesis (MCom (Human Resource Management))--North-West University, Potchefstroom Campus, 2013.

It is important that organisations are aware of factors that might affect the levels of well-being of employees, as employees are instrumental to the achievement of organisational goals. Well-being of employees can be conceptualised in terms of burnout and engagement. Studies have shown that different factors contribute to the employee experience of burnout and engagement. These factors include job demands and resources and psychological conditions (psychological meaningfulness, psychological availability and psychological safety). Although various studies regarding burnout and engagement can be found in literature, three research gaps have been identified from the studies. First, a reliable and valid instrument is needed to measure job demands and resources in a specific organisation. Second, given the cost of some measures of burnout, inadequacies in conceptualisation of the burnout construct and the inadequate psychometric properties of others, an inexpensive measure is needed which can be used to measure burnout in a valid and reliable way. Third, no studies seem to be found which focus on the effects of job demands and resources on burnout and engagement via specific psychological conditions (i.e. psychological meaningfulness, availability and safety). The general objective of this research therefore was to investigate the well-being of employees in a South African agricultural research organisation. It focused on job demands, job resources, burnout, work engagement and psychological conditions. The objective of the first study was to investigate the job demands and resources of employees in a South African agricultural research organisation. The study specifically examined the validity and reliability of a scale adapted to measure job demands and resources of the employees and established the prevalent job demands and resources of the employees. Differences that may exist based on the employees‟ demographic variables were also investigated. The aim of the second study was to provide an overview of current burnout measures that are used in the literature. From the literature, gaps were identified and used to develop a new Burnout Scale for use with employees within a South African agricultural research organisation. The research then examined the construct validity, reliability, construct equivalence and item bias of the newly-developed Burnout Scale. The research also investigated whether any differences in burnout existed in relation to the employees‟ demographic variables. The third study investigated the relationships between specific job demands, job resources, psychological conditions, burnout, and work engagement by testing a structural model of burnout and engagement in a sample of employees within a South African agricultural research organisation. The research method for each of the three articles consisted of a brief literature review and an empirical study. A non-probability availability sample of 443 agricultural employees was used. A cross-sectional design, with a survey as the data collection technique, was used. Measuring instruments that were utilised included an adapted Job Demands-Resources scale (AJDRS), a self-developed Burnout Scale (BS), a self-developed Work Engagement Scale (WES), an adapted Psychological Conditions Questionnaire (PCQ), and a biographical questionnaire. The statistical analyses were carried out with the help of the SPSS programme (IBM SPSS statistics, version 21) and MPLUS version 7.11 (Muthén, & Muthén 1998-2013). The statistical methods utilised in the three articles included descriptive statistics, Cronbach alpha coefficients, principal factor analysis, Pearson product-moment correlation coefficients, MANOVA, ANOVA, differential item functioning (DIF), and structural equation modelling. Evidence was established for the factorial validity and reliability of the AJDRS. The results indicate that the job demands experienced by employees in an agricultural research organisation are: overload and job insecurity; while job resources were: organisational support, growth opportunities, control, rewards, and physical resources (equipment). It was furthermore found that there were differences in the perceived job demands and resources of employees. In addition, the BS was found to consist of three reliable factors, i.e. fatigue, emotional exhaustion/withdrawal, and cognitive weariness. The results also showed construct equivalence for the Burnout construct, and no item bias for the language groups examined. Age was found to affect the level of perceived burnout of the employees. Furthermore, job resources (growth opportunities, control, and organisational support) were found to be positively associated with engagement, while lack of resources and job demands (overload) are positively associated with burnout of employees. Psychological meaningfulness, safety and availability are positively associated with work engagement, and negatively associated with burnout. The psychological conditions of availability, safety, and meaningfulness mediated the relationship between job resources and work engagement, as well as between lack of job resources and burnout. Psychological availability and meaningfulness mediated the relationship between job demands and burnout; however, the mediation effect of psychological safety on the relationship between job demands and burnout could not be established. Recommendations are made for practice, as well as future research. / PhD (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

It is important that organisations are aware of factors that might affect the levels of well-being of employees, as employees are instrumental to the achievement of organisational goals. Well-being of employees can be conceptualised in terms of burnout and engagement. Studies have shown that different factors contribute to the employee experience of burnout and engagement. These factors include job demands and resources and psychological conditions (psychological meaningfulness, psychological availability and psychological safety). Although various studies regarding burnout and engagement can be found in literature, three research gaps have been identified from the studies. First, a reliable and valid instrument is needed to measure job demands and resources in a specific organisation. Second, given the cost of some measures of burnout, inadequacies in conceptualisation of the burnout construct and the inadequate psychometric properties of others, an inexpensive measure is needed which can be used to measure burnout in a valid and reliable way. Third, no studies seem to be found which focus on the effects of job demands and resources on burnout and engagement via specific psychological conditions (i.e. psychological meaningfulness, availability and safety). The general objective of this research therefore was to investigate the well-being of employees in a South African agricultural research organisation. It focused on job demands, job resources, burnout, work engagement and psychological conditions. The objective of the first study was to investigate the job demands and resources of employees in a South African agricultural research organisation. The study specifically examined the validity and reliability of a scale adapted to measure job demands and resources of the employees and established the prevalent job demands and resources of the employees. Differences that may exist based on the employees‟ demographic variables were also investigated. The aim of the second study was to provide an overview of current burnout measures that are used in the literature. From the literature, gaps were identified and used to develop a new Burnout Scale for use with employees within a South African agricultural research organisation. The research then examined the construct validity, reliability, construct equivalence and item bias of the newly-developed Burnout Scale. The research also investigated whether any differences in burnout existed in relation to the employees‟ demographic variables. The third study investigated the relationships between specific job demands, job resources, psychological conditions, burnout, and work engagement by testing a structural model of burnout and engagement in a sample of employees within a South African agricultural research organisation. The research method for each of the three articles consisted of a brief literature review and an empirical study. A non-probability availability sample of 443 agricultural employees was used. A cross-sectional design, with a survey as the data collection technique, was used. Measuring instruments that were utilised included an adapted Job Demands-Resources scale (AJDRS), a self-developed Burnout Scale (BS), a self-developed Work Engagement Scale (WES), an adapted Psychological Conditions Questionnaire (PCQ), and a biographical questionnaire. The statistical analyses were carried out with the help of the SPSS programme (IBM SPSS statistics, version 21) and MPLUS version 7.11 (Muthén, & Muthén 1998-2013). The statistical methods utilised in the three articles included descriptive statistics, Cronbach alpha coefficients, principal factor analysis, Pearson product-moment correlation coefficients, MANOVA, ANOVA, differential item functioning (DIF), and structural equation modelling. Evidence was established for the factorial validity and reliability of the AJDRS. The results indicate that the job demands experienced by employees in an agricultural research organisation are: overload and job insecurity; while job resources were: organisational support, growth opportunities, control, rewards, and physical resources (equipment). It was furthermore found that there were differences in the perceived job demands and resources of employees. In addition, the BS was found to consist of three reliable factors, i.e. fatigue, emotional exhaustion/withdrawal, and cognitive weariness. The results also showed construct equivalence for the Burnout construct, and no item bias for the language groups examined. Age was found to affect the level of perceived burnout of the employees. Furthermore, job resources (growth opportunities, control, and organisational support) were found to be positively associated with engagement, while lack of resources and job demands (overload) are positively associated with burnout of employees. Psychological meaningfulness, safety and availability are positively associated with work engagement, and negatively associated with burnout. The psychological conditions of availability, safety, and meaningfulness mediated the relationship between job resources and work engagement, as well as between lack of job resources and burnout. Psychological availability and meaningfulness mediated the relationship between job demands and burnout; however, the mediation effect of psychological safety on the relationship between job demands and burnout could not be established. Recommendations are made for practice, as well as future research. / PhD (Industrial Psychology), North-West University, Potchefstroom Campus, 2014