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.

Work-life balance is a dominant discourse in contemporary Western society. It has been built on a language of large organizations, hence has not been widely considered in relation to the small-medium enterprise sector. As a consequence, scant research has been conducted on the experiences of immigrant entrepreneurs and work-life balance within the small-medium enterprise sector in New Zealand, a country largely populated with migrants and small businesses which account for 96 per cent of the total enterprises. This study aims to fill this gap by firstly exploring the interpretations of the concept of work-life balance by Chinese immigrant entrepreneurs and, secondly, the main challenges they face in achieving work-life balance. This is done by drawing on literatures including those on work-life balance, small-medium enterprises, and immigrant entrepreneurship theories. Primary research was conducted using a critical interpretive approach where the researcher is an insider to the study. This philosophical and methodological approach makes it possible to give a minority group a voice to effect social change and gain further research attention. Fifteen Chinese business owners, chosen from a variety of industries within the Auckland region, participated in this study. A qualitative methodological technique and semi-structured interviews were used to collect the data for the case study on these entrepreneurs. The results indicate that the majority do not enjoy a sense of work-life balance because they take on filial obligations important for their own culture. They need to work hard to generate financial profit for the benefit of family. About half of them work more than 60 hours per week and three works longer than 70 hours weekly. The motivation for them to work in this way is to provide their family with desirable housing and to enable their children to meet higher education goals. This study challenges the applicability of the work-life balance discourse among the immigrant entrepreneurs who perceive the concept differently based on their cultural values. The results emphasise the need for business case studies from Chinese immigrant entrepreneurs and research attention on contemporary human resource topics to be given to minority groups.

<p>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). Silverthorne (2005, p. 171) considers job satisfaction to be important for effective organisations and defines job satisfaction as &ldquo / ... a pleasurable or positive emotional state resulting from the appraisal of one&rsquo / s job&rdquo / . Previous research indicates that individuals are most likely to go beyond their formal job requirements when they are satisfied with their jobs or committed to their organisations, when they are given intrinsically satisfying tasks to complete, and/or when they have supportive or inspirational leaders. Research into Organisational Citizenship behaviour (OCB) has primarily focused on the effects of OCB on individual and organisational performance. Several empirical studies report that OCB produces various tangible benefits for employees, co-workers, supervisors and organisations in a variety of industries (Ackfeldt &amp / Leonard, 2005). It essentially refers to prosocial organisational behaviour that goes beyond what is expected in role descriptions. Bolino, Turnley and Niehoff (2004) claim that three basic assumptions have characterised OCB research. Firstly, they argue that OCB research stemmed from non-self-serving motives such as organisational commitment and job satisfaction. Moreover, they maintain that OCB has led to a more effective functioning of organisations and finally that OCB benefited employees by making organisations more attractive to work in. Murphy, Athansou and King (2002) reported positive relationships between OCB and job satisfaction. Chiu and Chen (2005) investigated the relationship between job characteristics and OCB and recommend that managers enhance employees&rsquo / intrinsic job satisfaction to promote the display of OCB. Most research studies have investigated OCB as an outcome variable with job satisfaction as one of its antecedents. Although the majority of researchers contend that OCB is an outcome of job satisfaction, some research indicates that the two variables can function as antecedents or consequences or there may well be a reciprocal relationship between the two variables. This study endeavours to elucidate the factors that are postulated to produce job satisfaction and organisational citizenship behaviour, based on a sample of 133 employees in a retail organisation in the Western Cape. The results indicate that there are significant relationships between biographical characteristics and job satisfaction, between the dimensions of OCB and job satisfaction and between the job satisfaction dimensions and OCB.</p>

<p>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). Silverthorne (2005, p. 171) considers job satisfaction to be important for effective organisations and defines job satisfaction as &ldquo / ... a pleasurable or positive emotional state resulting from the appraisal of one&rsquo / s job&rdquo / . Previous research indicates that individuals are most likely to go beyond their formal job requirements when they are satisfied with their jobs or committed to their organisations, when they are given intrinsically satisfying tasks to complete, and/or when they have supportive or inspirational leaders. Research into Organisational Citizenship behaviour (OCB) has primarily focused on the effects of OCB on individual and organisational performance. Several empirical studies report that OCB produces various tangible benefits for employees, co-workers, supervisors and organisations in a variety of industries (Ackfeldt &amp / Leonard, 2005). It essentially refers to prosocial organisational behaviour that goes beyond what is expected in role descriptions. Bolino, Turnley and Niehoff (2004) claim that three basic assumptions have characterised OCB research. Firstly, they argue that OCB research stemmed from non-self-serving motives such as organisational commitment and job satisfaction. Moreover, they maintain that OCB has led to a more effective functioning of organisations and finally that OCB benefited employees by making organisations more attractive to work in. Murphy, Athansou and King (2002) reported positive relationships between OCB and job satisfaction. Chiu and Chen (2005) investigated the relationship between job characteristics and OCB and recommend that managers enhance employees&rsquo / intrinsic job satisfaction to promote the display of OCB. Most research studies have investigated OCB as an outcome variable with job satisfaction as one of its antecedents. Although the majority of researchers contend that OCB is an outcome of job satisfaction, some research indicates that the two variables can function as antecedents or consequences or there may well be a reciprocal relationship between the two variables. This study endeavours to elucidate the factors that are postulated to produce job satisfaction and organisational citizenship behaviour, based on a sample of 133 employees in a retail organisation in the Western Cape. The results indicate that there are significant relationships between biographical characteristics and job satisfaction, between the dimensions of OCB and job satisfaction and between the job satisfaction dimensions and OCB.</p>

Work-life balance is a dominant discourse in contemporary Western society. It has been built on a language of large organizations, hence has not been widely considered in relation to the small-medium enterprise sector. As a consequence, scant research has been conducted on the experiences of immigrant entrepreneurs and work-life balance within the small-medium enterprise sector in New Zealand, a country largely populated with migrants and small businesses which account for 96 per cent of the total enterprises. This study aims to fill this gap by firstly exploring the interpretations of the concept of work-life balance by Chinese immigrant entrepreneurs and, secondly, the main challenges they face in achieving work-life balance. This is done by drawing on literatures including those on work-life balance, small-medium enterprises, and immigrant entrepreneurship theories. Primary research was conducted using a critical interpretive approach where the researcher is an insider to the study. This philosophical and methodological approach makes it possible to give a minority group a voice to effect social change and gain further research attention. Fifteen Chinese business owners, chosen from a variety of industries within the Auckland region, participated in this study. A qualitative methodological technique and semi-structured interviews were used to collect the data for the case study on these entrepreneurs. The results indicate that the majority do not enjoy a sense of work-life balance because they take on filial obligations important for their own culture. They need to work hard to generate financial profit for the benefit of family. About half of them work more than 60 hours per week and three works longer than 70 hours weekly. The motivation for them to work in this way is to provide their family with desirable housing and to enable their children to meet higher education goals. This study challenges the applicability of the work-life balance discourse among the immigrant entrepreneurs who perceive the concept differently based on their cultural values. The results emphasise the need for business case studies from Chinese immigrant entrepreneurs and research attention on contemporary human resource topics to be given to minority groups.

Magister Commercii (Industrial Psychology) - MCom (IPS) / Organisational citizenship behaviour (OCB) has been documented as an important work outcome that correlates positively with positive job performance. Engagement in OCBs is not a random event, and it depends on a myriad of factors that include the organisation's ability to put in place measures to develop employees' emotional intelligence. Change-oriented leadership plays a pivotal role in fostering emotional intelligence and the engagement in OCBs as the 21st century organisation strives to adapt to changes in the external environment. The primary goal of the study was to conduct an investigation of the relationships between change-oriented leadership, emotional intelligence and OCB. The secondary aim of the study was to validate a theoretical model explaining the structural relationships between these variables in a South African University. A convenience sample consisting of 206 support staff at a selected university in the Western Cape Province was drawn. Generally, high levels of reliability were found in the sub-scales of the latent variables. In addition, the unidimensionality of the sub-scales was tested using exploratory factor analyses (EFA). The overall measurement and structural models were ascertained using confirmatory factor analysis (CFA) and structural modelling, respectively, using the LISREL 8.80 software. The Reasonable model fit was found for the overall measurement model of the specific latent variables through confirmatory factor analyses (CFA). Structural equation modelling (SEM) also showed reasonable model fit for the structural model.