Magister Commercii (Industrial Psychology) - MCom(IPS) / Achieving organisational effectiveness and sustainable growth is the ultimate goal of organisations in their quest to deliver the services required by society. The achievement of organisational effectiveness is not a random event; organisations rely on their employees' ability to go the extra mile by exhibiting some organisational citizenship behaviours. In order to elicit organisational citizenship behaviours, organisations need leaders who can cultivate some commitment in employees which can arguably lead to the enactment of organisational citizenship behaviours. The culture of an organisation is often determined by the beliefs, values and behaviour of the leader. A paternalistic leadership style is likely to create a culture in which caring for subordinates is crucial, moral integrity is greatly esteemed and authority is respected. When this type of culture is evident in the organisation certain desirable behavioural patterns will come forth from the employees. The purpose of the current research study is to answer the question, "Does paternalistic leadership have a significant influence on organisational commitment and organisational citizenship behaviour among employees working in selected organisations in the Western Cape?". In order to answer the research question explaining the hypothesised relationships, the manner in which paternalistic leadership affect organisational commitment and organisational citizenship behaviour was discussed culminating in a theoretical model which was developed and tested in the present study. The study was conducted using employees drawn from selected organisations in the Western Cape Province of South Africa. The participants were asked to complete three questionnaires comprising the Paternalistic Leadership questionnaire developed by Cheng, Chou and Farh (2000); an adapted version of the Organisational Commitment questionnaire by Allen and Meyer (1991) and the Organisational Citizenship Behaviour questionnaire Podsakoff, Mackenzie, Moorman and Fetter (1990). Out of 300 questionnaires that were distributed to the employees, 230 (n=230) completed questionnaires were returned. Item and dimensionality analyses were conducted on all of the dimensions using SPSS version 23. Subsequently, confirmatory factor analysis was executed on the measurement models of the instruments used. The proposed model was evaluated using structural equation modelling (SEM) via the LISREL version 8.80 software. It was found that both the measurement and structural models fitted the data reasonably well. The results indicated positive relationships between benevolent leadership and organisational commitment; authoritarian leadership and organisational commitment; moral leadership and OCB; and organisational commitment and OCB. There was, however, no significant relationship between moral leadership and organisational commitment; benevolent and OCB. Due to the fact that a few studies on paternalistic leadership exist in South Africa this study adds to the board of knowledge on paternalistic leadership and how it affects employee commitment and OCB. The practical implications of the study and limitations are discussed as well as the direction for future studies.

Thesis (M.Com. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2006.

During the last few decades economic changes leading to transformations in the labour market have taken place in the industrialised world (Mauno & Kinnunen, 1999). These changes have had to be implemented as a result of economic recession, new information technology, industrial restructuring and accelerated global competition (Hartley, Jacobson, Klandermans & Van Vuuren, 199 1 ; Hellgren, Sverke & Isakson, 1999). South African organisations, to remain competitive in these harsh conditions, have been forced to improve organisational effectiveness and streamline operations (Human, Buitendach & Heyrnans, 2004). Many have had to engage in downsizing and restructuring in order to reduce labour costs and to improve competitiveness. These efforts usually result in the reduction of a large number of staff (Labuschagne, 2005). In addition to having adverse effects for those people who lose their jobs, it may also lead to increased stress among the survivors (Ashford, 1988; Ketz de Vries & Balazs, 1997). The primary objective of this research was to investigate the relationship between job insecurity, organisational citizenship behaviours and affective organisational commitment. Constructs were measured by means of the Job Insecurity Questionnaire (JIQ), the Organisational Citizenship Behaviours Questionnaire (OCB), the Organisational Commitment Questionnaire (OC) and a biographical questionnaire. A cross-sectional survey design was conducted among the 80 employees of a privately-owed franchise store of a large retail supermarket. A response of 66 completed questionnaires was received. / Thesis (M.Com. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2006.

During the last few decades economic changes leading to transformations in the labour market have taken place in the industrialised world (Mauno & Kinnunen, 1999). These changes have had to be implemented as a result of economic recession, new information technology, industrial restructuring and accelerated global competition (Hartley, Jacobson, Klandermans & Van Vuuren, 199 1 ; Hellgren, Sverke & Isakson, 1999). South African organisations, to remain competitive in these harsh conditions, have been forced to improve organisational effectiveness and streamline operations (Human, Buitendach & Heyrnans, 2004). Many have had to engage in downsizing and restructuring in order to reduce labour costs and to improve competitiveness. These efforts usually result in the reduction of a large number of staff (Labuschagne, 2005). In addition to having adverse effects for those people who lose their jobs, it may also lead to increased stress among the survivors (Ashford, 1988; Ketz de Vries & Balazs, 1997). The primary objective of this research was to investigate the relationship between job insecurity, organisational citizenship behaviours and affective organisational commitment. Constructs were measured by means of the Job Insecurity Questionnaire (JIQ), the Organisational Citizenship Behaviours Questionnaire (OCB), the Organisational Commitment Questionnaire (OC) and a biographical questionnaire. A cross-sectional survey design was conducted among the 80 employees of a privately-owed franchise store of a large retail supermarket. A response of 66 completed questionnaires was received. / Thesis (M.Com. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2006.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Leaders are often thought of as being the top management team of the organisation, illuminating the way forward for individuals by directing organisational activities towards a shared vision (Fernald, Solomon & Tarabishy, 2005). As organisations are constantly facing challenges in establishing a profitable presence in a competitive marketplace, effective leadership is one difference between organisations that successfully meet the challenges and those that do not (Wherry, 2012). In order for any organisation to cope with the demands of a dynamic and ever changing environment, it is necessary for management to move towards a leadership style that allows for the empowerment of employees (Carson & King, 2005). Scholars have identified a form of leadership termed “authentic leadership” where authentic leaders display traits such as honesty, sincerity, high moral standards, ethics and trustworthiness (Avolio et al., 2004; May 2004). According to George (2003), authentic leaders are self-aware and transparent therefore this behaviour sends a strong message to their followers influencing what they, the follower, attend to, how they view themselves and ultimately how they behave. Within organisations where authentic leaders are present, the importance of employee initiative and cooperation become very important (Le Pine, Erez & Johnson, 2002). The individual or employee initiative and cooperation can be viewed as in role (within formal job descriptions) or extra role (outside of formal job description) behaviour. Extra-role behaviour is also defined as organisational citizenship behaviour. This research study investigated if the dimensions of authentic leadership (self-awareness, moral perspective, balanced processing and relational transparency) had an effect on the dimensions of organisational citizenship behaviour (altruism, conscientiousness, sportsmanship, courtesy and civic virtue). The population for this study was a provincial government department within the Western Cape. A non-probability sample based on the method of convenience was utilised of which 131 respondents completed three sets of questionnaires namely; a Biographical questionnaire, Authentic Leadership Questionnaire (Avolio, Gardner & Walumbwa, 2007) and the Organisational Citizenship Questionnaire (Podsakoff, Mackenzie & Fetter, 1990). Statistical analyses involved both descriptive (measures of central tendency and dispersion) and inferential statistics (correlation and multiple regression). The findings indicated that a moderate to weak relationship exists between the dimensions of authentic leadership (self-awareness, moral perspective, balanced processing and relational transparency) and the dimensions of organisational citizenship behaviour (altruism, conscientiousness, sportsmanship, courtesy and civic virtue). Organisational citizenship behaviour of the employees within the organisation is not largely influenced by their leader’s authentic leadership style. Therefore, other factors such as work ethic, organisational commitment, work motivation or personality may have greater influence on organisational citizenship behaviour than authentic leadership. However, a few limitations associated with the study were identified and it is suggested that a qualitative approach be implored as well as other provincial, local or national government departments in the Western Cape be used to contribute to greater representativeness and generalisability. Variables identified in this study are embodied in the human resource functions of the organisation and managers should utilise the findings of this study to better understand human behaviour within the workplace.

Magister Commercii - MCom / The term organisational citizenship behaviour (OCB) was first explored by Bateman and Organ (1983) to refer to particular behaviours that may benefit an organisation and gestures that cannot be enforced by means of formal role obligations nor be elicited by contractual guarantee of recompense. Organ (1988) proposes that OCB may have a positive impact on employees and organisational performance. Incumbents who are experiencing satisfaction from performing their jobs are likely to be better ambassadors for the organisation and be committed to their organization (Buitendach, 2005).

Magister Commercii (Industrial Psychology) - MCom(IPS) / In academic sector, especially the Universities and many other organizations, the human factor is the most important element of the organization and its functions exert a huge influence on the effectiveness, efficiency and success of the organization. Therefore, discretionary behaviours such as OCB among employees in such organizations like any other organizations are crucial for organizational effectiveness and performance. Thus, improving the organizational citizenship behaviours of employees in such organizations in order to promote organizational effectiveness, performance and success is one of the fundamental challenges and principal tasks facing managers. The primary aim of this study is to examine and understand the influence of transformational leadership and organizational climate on organizational citizenship behaviour among support staff. .The secondary objective is to make recommendations to organizations on the importance of transformational leadership in promoting OCB thereby providing recommendations to OD and HR practitioners on the best practice on the pro-organizational behaviour.

No / This study focuses on to explore the impact of social power on organizational citizenship behavior (OCB) and the role of OCB as a mediator of the relationship between social power and personal and organizational effectiveness. Data were collected by administering self rated questionnaires to male middle-level executives (N = 250) in face to face conditions from motor cycle manufacturing organisations based in northern India. The mediator analysis (by using AMOS) showed that all the fit indexes were in the acceptable range which indicates that OCBs have mediated significantly between social power and effectiveness. Other results as analyzed through multiple regression analysis showed the significant impact of social power on the dimensions of OCB and effectiveness as it was hypothesized. The study suggests the potential benefits of using positive forms of social power by supervisors as part of their managerial style in order to enhance OCBs and in turn increase personal and organizational effectiveness. This study advances the research on the concept of OCB and social power in an Indian work context.

Construction is complex and comprises a multitude of knowledge-driven activities and business interests from participating organisations with the people involved being subject to different organisational and disciplinary practices. People are fundamental to success because human capabilities in learning, innovating and changing creative directions are vital to long term development of organisations. In the last two decades, researchers have found that human resource (HR) management has positive effects on the organisational performance. However, the processes through which HR management lead to organisational performance are contested. This research proposes a framework to investigate the effects of employees' behaviours and organisational learning on organisational performance and the impacts of HR practices on those effects in the context of Chinese construction enterprises. The research design adopts a multi-method approach, integrating positivism and interpretivism, to understand the complex relationship between HR practices, organisational learning, individual behaviour, and organisational performance. By consulting two experienced academic researchers and industry experts, the pilot study improves the understanding and implementation of the measurement instruments employed. Both quantitative and qualitative approaches are adopted in data collection and analysis: 326 valid respondents through questionnaire survey are received, and structural equation modelling is adopted to test individual behaviour and organisational learning as mediating variables of the relationship between HR practices and organisational performance respectively. Middle-level managers in Chinese construction firms are interviewed, and a cognitive map is produced to reveal the possible mediating variables and the cause-effect relationships between organisational learning and individual behaviour. The cause-effect route identified from the cognitive map is tested by structural equation modelling method, i.e., individual in-role behaviour as a mediating variable between organisational learning and performance. In conclusion, from the theoretical perspective, the results reveal the following. (1) Individual in-role behaviour has highly significantly positive effect on organisational performance. Organisational learning has very highly significantly positive effect on organisational performance. Both individual in-role behaviour and organisational learning have mediating effects on the relationship between HR practices and organisational performance. (2) HR practices positively affect individual in-role behaviour indirectly through organisational learning. Individual in-role behaviour mediates the relationship between organisational learning and organisational performance. (3) HR practices also affect organisational performance via the path-way of social capital, individual perceived organisational support, organisational citizenship behaviour (OCB), and co-worker productivity. For the practical implications, Chinese construction companies should implement the following to improve organisational performance. (1) Recognize the importance of employees' in-role behaviour, and design HR practices to motivate employees to apply their knowledge, skills and abilities in job-related performance, and to retain qualified and experienced staff. (2) View organisational learning as an important component of competitive advantage in the process of organisational development, and motivate and enhance organisational learning by the employment of HR practices and the creation of social capital. (3) Recognize the importance of OCBI (i.e. organisational citizenship behaviour directed toward the benefit of other individuals), and try to elicit employees' OCBI by improving employees' perceived organisational support.

The underlying theme that draws together all the chapters presented in this thesis is that surveillance, like any feature of our social world, is not imposed in a vacuum; and that information pertaining to the origin and purpose of surveillance is vital in determining how it will be perceived and evaluated (and how it will then impact on behaviour). The key aims of this thesis are, first, to demonstrate how a social identity approach can account for varying reactions to surveillance originating from different sources; second, to investigate how various contextual features exert their impact, resulting in the disparate perceptions of surveillance that exist in our society; and finally, to demonstrate how the imposition of surveillance can itself impact on the broader social context, including the relationship that is understood to exist between those watching and those being watched. These aims are broken down into ten research questions that are addressed in seven chapters. Chapter 1 reviews the literature on perceptions of surveillance and that on social identity, and attempts to illustrate how they may be theoretically combined, resulting in the advancement of both fields. In Chapter 2, we present two studies which demonstrate a negative relationship between shared identity and the perception of surveillance as an invasion of privacy. This relationship was mediated by perceptions that the purpose of surveillance was to ensure safety. In Chapter 3, two studies demonstrate how level of surveillance moderates followers’ responses to leaders with whom they either share identity, or not. Imposing high surveillance where identity was shared with a leader undermined perceptions of the leader as a team member and affected willingness to work for the group, reducing levels to that of leaders without a shared identity. Chapter 4 presents a study that aimed to investigate the role of social identity and surveillance in affecting both discretionary behaviour and task performance. High surveillance led to higher productivity on a task, but this was associated with lower quality of work. Additionally, when identity was shared with the person in charge, helping this person was detrimentally affected by high, as opposed to low, surveillance; whereas no such differences were found where identity was not shared. Chapter 5 presents two studies which showed that framing surveillance as targeting the in-group led to outcomes such as increased privacy invasion, lower acceptability of surveillance, and reduced levels of trust in the implementers of surveillance, as compared to when surveillance was framed as targeting an out-group. However, a third study failed to replicate these results. In Chapter 6, we address how level of threat in the environment can affect evaluations of surveillance. Two studies showed that high levels of threat led to surveillance being seen as less privacy-invading, more necessary, and as having a safety purpose. Finally, in Chapter 7, we review and integrate our findings, discuss the limitations of the research, and consider the implications it has, both theoretically and practically. We conclude that, overall, the findings presented in this thesis support the notion that the source of surveillance and the perceived purpose for it are integral to the perception and interpretation of the surveillance.