The aim of this study was to identify how organisational support, diversity, burnout and work engagement influence organisational commitment and turnover intention, and if perceived organisational support and diversity act as moderators to influence the outcomes of these relationships. A cross-sectional survey design was used. Data (N = 4,658) was gathered from a survey data archive that contains responses to survey questions as well as the demographical data regarding the respondents that was completed during wellness audits. The South African Employee Health and Wellness Survey (SAEHWS©) was used during the gathering of the data (Rothmann & Rothmann, 2006). Statistical analysis was done by means of descriptive statistics and relationships were determined by means of the Pearson product-moment correlation coefficients (Clark & Watson, 1995). Regressions were used to predict the outcome variables of turnover intention and organisational commitment and the interaction effects were plotted, using organisational support and diversity as moderators on burnout as well as engagement. Burnout shows a strong inverse relationship with both organisational support and commitment. A strong direct relationship exists between burnout and turnover intention. On the other hand, a strong inverse relationship was found between turnover intention and organisational commitment. It was found that engagement relates positively to enhanced commitment and support, as well as decreased turnover intention. Diversity is a statistically significant predictor but does not moderate any relationship. It thus directly influences turnover intention as well as organisational commitment. However, diversity problems were also found to be positively linked with symptoms of burnout as well as an increased turnover intention A strong inverse relationship exists between diversity problems and work engagement. Organisational support was found to moderate the effect of burnout and engagement on both turnover intention and organisational commitment and seems to negate diversity problems. As conclusion, recommendations for future research are made. / MA (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

The aim of this study was to identify how organisational support, diversity, burnout and work engagement influence organisational commitment and turnover intention, and if perceived organisational support and diversity act as moderators to influence the outcomes of these relationships. A cross-sectional survey design was used. Data (N = 4,658) was gathered from a survey data archive that contains responses to survey questions as well as the demographical data regarding the respondents that was completed during wellness audits. The South African Employee Health and Wellness Survey (SAEHWS©) was used during the gathering of the data (Rothmann & Rothmann, 2006). Statistical analysis was done by means of descriptive statistics and relationships were determined by means of the Pearson product-moment correlation coefficients (Clark & Watson, 1995). Regressions were used to predict the outcome variables of turnover intention and organisational commitment and the interaction effects were plotted, using organisational support and diversity as moderators on burnout as well as engagement. Burnout shows a strong inverse relationship with both organisational support and commitment. A strong direct relationship exists between burnout and turnover intention. On the other hand, a strong inverse relationship was found between turnover intention and organisational commitment. It was found that engagement relates positively to enhanced commitment and support, as well as decreased turnover intention. Diversity is a statistically significant predictor but does not moderate any relationship. It thus directly influences turnover intention as well as organisational commitment. However, diversity problems were also found to be positively linked with symptoms of burnout as well as an increased turnover intention A strong inverse relationship exists between diversity problems and work engagement. Organisational support was found to moderate the effect of burnout and engagement on both turnover intention and organisational commitment and seems to negate diversity problems. As conclusion, recommendations for future research are made. / MA (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

The purpose of this study was to develop theoretical insight on the concepts of trust and diversity climate and to empirically test for any possible relationships between these two concepts within a tertiary institution. For the purpose of this study trust was defined as the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party. Diversity climate was defined as the employees‟ perceptions of the policies and practices that communicate the extent to which fostering diversity and eliminating discrimination is a priority in the organisation. The study took on a quantitative approach and the questionnaire used in the study was a combination of three previously validated instruments. Trust was measured through a combination of the organizational trust inventory and the behavioural trust inventory. The dimensions used to measure trust, included, propensity towards trust, ability, benevolence, integrity, trust, reliance based trust and disclosure based trust. The diversity climate was measured through a diversity climate assessment instrument that consisted of nine items. The results indicate that the employees agree that the organization is committed towards diversity management and eliminating discrimination. A correlation analysis between the dimensions of trust and diversity climate revealed that all of the trust dimensions, except for the propensity towards trust have some sort of relationship with diversity climate. The results further indicated that the group of employees that only have an education up to Matric/Grade 12 indicated a higher propensity towards trust than compared to the group that has either a diploma or a post graduate degree. Propensity towards trust and disclosure based trust dimensions revealed the only noticeable differences between the Black and White groups. There was no practical significance within the diversity climate construct for the gender, education, ethnic, employment status or level of employment groups and this should be regarded as a positive result for the institution. / MBA, North-West University, Potchefstroom Campus, 2015

The purpose of this study was to develop theoretical insight on the concepts of trust and diversity climate and to empirically test for any possible relationships between these two concepts within a tertiary institution. For the purpose of this study trust was defined as the willingness of a party to be vulnerable to the actions of another party based on the expectation that the other will perform a particular action important to the trustor, irrespective of the ability to monitor or control that other party. Diversity climate was defined as the employees‟ perceptions of the policies and practices that communicate the extent to which fostering diversity and eliminating discrimination is a priority in the organisation. The study took on a quantitative approach and the questionnaire used in the study was a combination of three previously validated instruments. Trust was measured through a combination of the organizational trust inventory and the behavioural trust inventory. The dimensions used to measure trust, included, propensity towards trust, ability, benevolence, integrity, trust, reliance based trust and disclosure based trust. The diversity climate was measured through a diversity climate assessment instrument that consisted of nine items. The results indicate that the employees agree that the organization is committed towards diversity management and eliminating discrimination. A correlation analysis between the dimensions of trust and diversity climate revealed that all of the trust dimensions, except for the propensity towards trust have some sort of relationship with diversity climate. The results further indicated that the group of employees that only have an education up to Matric/Grade 12 indicated a higher propensity towards trust than compared to the group that has either a diploma or a post graduate degree. Propensity towards trust and disclosure based trust dimensions revealed the only noticeable differences between the Black and White groups. There was no practical significance within the diversity climate construct for the gender, education, ethnic, employment status or level of employment groups and this should be regarded as a positive result for the institution. / MBA, North-West University, Potchefstroom Campus, 2015

The primary objective of this research is to review the value of business events in the performance of an organisation. Business events are categorised as part of the business tourism sector of the tourism industry. This sector is a strong financial contributor to many nations’ economies. The sector, sometimes also known as the M.I.C.E industry or meetings industry, focuses on creating business events to fit the knowledge needs of organisations across a wide range of industries. The business events are of several genre including exhibitions, training seminars, conferences, congresses and trade shows and all have been created for the purpose of helping organisations improve individual competitive advantages by learning from peers, competitors, suppliers and customers. The financial outcome of holding business tourism events is typically measured by such indicators as the number of business event venues booked, the number of business tourism visitors to a country attending business events, the number of hotel bed-nights sold that relate to business events, the number of add-on packages in the way of transport, entertainment and leisure tours used by business event attendees. Countries including South Africa have specific national policies to attract globally rotating business events to their own country. While hotels, transport and other tourism activities glean substantial financial benefit from the hosting of business events, the outcome of these events in terms of the new knowledge created for organisations is the primary objective of this research. As knowledge is intangible the value of knowledge is hard to understand in terms of past performance such as financial statements but it is seen in the literature review that there are many beneficial implications of seeking knowledge not limited to risk management through informed decision making. New knowledge has the ability to change the future work-place behaviour of employees in turn affecting the performance of an organisation. Lewin (1951) summarised that the level of   behavioural change from the influence of new knowledge attained at an event is a function of the people at the event and the environment of the event. Understanding these variables speaks directly to managing the intangible value created from business events. Thus Lewin’s formula as applied to business events is considered a link in the value chain of intangible asset creation in this research. Knowledge is an intangible asset of every organisation often documented in formal normative managerial actions such as policies, processes and databases and also held informally by individual employees who have personal skills and abilities. Measuring the change in knowledge value through an intervention such as a business event has relevance in terms of valuing the contribution of business events to improving organisational performance. A secondary objective of this research was then to review the current use of the Kirkpatrick-Phillips return-on-investment model in relation to its effectiveness in defining knowledge objectives and measuring their effect on intangible asset creation. The model is the business events sector recommended methodology to set the objectives and key performance indicators that define the degree of success of the business event for an organisation. The utility of this model in helping to manage organisational knowledge value derived from business events is reviewed. The relevance of business events to future organisational performance improvement is understood by analysing firstly an organisation’s perspective of the value of business events and then the perspective of an employee of the organisation attending business events. The findings of the literature review guided the design of both the qualitative and quantitative surveys that were used to explore the way knowledge flows from events into organisations. These surveys fulfil the third and fourth objectives of the research. To understand the flow of new knowledge through an organisation many functions and hierarchies of command, a systems thinking methodology was applied in that it is assumed that all units of the organisation add value at their own level and this value accumulates upwards towards the overall value of knowledge for the organisation in creating competitive advantages. The literature review firstly highlighted the role of creating opportunity for socialisation at events as pivotal in improving an organisation’s knowledge. Then systems methodology tool of viable systems diagnosis suggested a theoretical viable systems model of what a healthy, successful organisational knowledge system would look like. The methodology was then applied to distil the secondary data reviewed to 12 variables each composed of many other variables that act within this theoretical model. The 12 variables were included in semi-open ended questions of a qualitative research instrument that interviewed 18 managers who either design or attend business events. The qualitative responses and the system of the 12 variables were then used to guide the creation of the quantitative instrument. The quantitative research produced 354 useable questionnaires that were statistically analysed by exploratory factor analysis. The latent factors identified were used in the design of a structured equation model (SEM). The SEM indicated that organisations rely on socialisation activities such as business events to create new knowledge. The SEM also indicates that employees of an organisation may well consider business event activities from a personalised perspective of their own continued professional development needs which may not always align to those of the organisation suggesting the alignment between organisational and personal goals as critical in maximising the value attained from a business event. This research therefore made a valuable contribution in that it explored the value chain between the business events and their role in improving an individual organisation’s performance. This in turn implies from a systems thinking point of view to the overall performance of a country’s economy. A further contribution of this study is recommendations made to improve the ease of application of the Kirkpatrick-Phillips model and thus manage the process of socialisation and ultimately knowledge creation better. A pre- and post event extension to the model is recommended defined in a template to be used in an iterative manner to improve the management and capturing of the value of knowledge arising from the event and this fulfils the final objective of the research. / Thesis (PhD (Tourism Management))--North-West University, Potchefstroom Campus, 2013

The primary objective of this research is to review the value of business events in the performance of an organisation. Business events are categorised as part of the business tourism sector of the tourism industry. This sector is a strong financial contributor to many nations’ economies. The sector, sometimes also known as the M.I.C.E industry or meetings industry, focuses on creating business events to fit the knowledge needs of organisations across a wide range of industries. The business events are of several genre including exhibitions, training seminars, conferences, congresses and trade shows and all have been created for the purpose of helping organisations improve individual competitive advantages by learning from peers, competitors, suppliers and customers. The financial outcome of holding business tourism events is typically measured by such indicators as the number of business event venues booked, the number of business tourism visitors to a country attending business events, the number of hotel bed-nights sold that relate to business events, the number of add-on packages in the way of transport, entertainment and leisure tours used by business event attendees. Countries including South Africa have specific national policies to attract globally rotating business events to their own country. While hotels, transport and other tourism activities glean substantial financial benefit from the hosting of business events, the outcome of these events in terms of the new knowledge created for organisations is the primary objective of this research. As knowledge is intangible the value of knowledge is hard to understand in terms of past performance such as financial statements but it is seen in the literature review that there are many beneficial implications of seeking knowledge not limited to risk management through informed decision making. New knowledge has the ability to change the future work-place behaviour of employees in turn affecting the performance of an organisation. Lewin (1951) summarised that the level of   behavioural change from the influence of new knowledge attained at an event is a function of the people at the event and the environment of the event. Understanding these variables speaks directly to managing the intangible value created from business events. Thus Lewin’s formula as applied to business events is considered a link in the value chain of intangible asset creation in this research. Knowledge is an intangible asset of every organisation often documented in formal normative managerial actions such as policies, processes and databases and also held informally by individual employees who have personal skills and abilities. Measuring the change in knowledge value through an intervention such as a business event has relevance in terms of valuing the contribution of business events to improving organisational performance. A secondary objective of this research was then to review the current use of the Kirkpatrick-Phillips return-on-investment model in relation to its effectiveness in defining knowledge objectives and measuring their effect on intangible asset creation. The model is the business events sector recommended methodology to set the objectives and key performance indicators that define the degree of success of the business event for an organisation. The utility of this model in helping to manage organisational knowledge value derived from business events is reviewed. The relevance of business events to future organisational performance improvement is understood by analysing firstly an organisation’s perspective of the value of business events and then the perspective of an employee of the organisation attending business events. The findings of the literature review guided the design of both the qualitative and quantitative surveys that were used to explore the way knowledge flows from events into organisations. These surveys fulfil the third and fourth objectives of the research. To understand the flow of new knowledge through an organisation many functions and hierarchies of command, a systems thinking methodology was applied in that it is assumed that all units of the organisation add value at their own level and this value accumulates upwards towards the overall value of knowledge for the organisation in creating competitive advantages. The literature review firstly highlighted the role of creating opportunity for socialisation at events as pivotal in improving an organisation’s knowledge. Then systems methodology tool of viable systems diagnosis suggested a theoretical viable systems model of what a healthy, successful organisational knowledge system would look like. The methodology was then applied to distil the secondary data reviewed to 12 variables each composed of many other variables that act within this theoretical model. The 12 variables were included in semi-open ended questions of a qualitative research instrument that interviewed 18 managers who either design or attend business events. The qualitative responses and the system of the 12 variables were then used to guide the creation of the quantitative instrument. The quantitative research produced 354 useable questionnaires that were statistically analysed by exploratory factor analysis. The latent factors identified were used in the design of a structured equation model (SEM). The SEM indicated that organisations rely on socialisation activities such as business events to create new knowledge. The SEM also indicates that employees of an organisation may well consider business event activities from a personalised perspective of their own continued professional development needs which may not always align to those of the organisation suggesting the alignment between organisational and personal goals as critical in maximising the value attained from a business event. This research therefore made a valuable contribution in that it explored the value chain between the business events and their role in improving an individual organisation’s performance. This in turn implies from a systems thinking point of view to the overall performance of a country’s economy. A further contribution of this study is recommendations made to improve the ease of application of the Kirkpatrick-Phillips model and thus manage the process of socialisation and ultimately knowledge creation better. A pre- and post event extension to the model is recommended defined in a template to be used in an iterative manner to improve the management and capturing of the value of knowledge arising from the event and this fulfils the final objective of the research. / Thesis (PhD (Tourism Management))--North-West University, Potchefstroom Campus, 2013

Traditionally, organisations have focused efforts in developing their people towards improving so-called areas of deficiency, identifying the flaws of employees and putting intervention structures in place to rectify and redress these areas. Limited efforts have seen the accentuation of employees‟ strengths as a means of developing those employees‟ full potential, as prescribed in the Positive Psychology. In a balanced organisational development approach, both areas of strength and deficit should be developed in order to harness optimum human potential and growth. This balanced approach is critical, as it provides for full spectrum development of the individual and creates opportunity for the attainment of positive work-related outcomes, such as work engagement. The objective of this research study was to test a structural model of job resources in the form of organisational strengths use and organisational deficit improvement; personal resources in the form of individual strengths use and individual deficit improvement; and work engagement; to relate the conceptualised job- and personal resources to established job- and personal resources in the nomological net and to investigate possible structural paths between job- and personal resources and work engagement. This study was conducted in order to gain more knowledge and a better understanding of the outcomes of following a balanced strengths use and deficit improvement approach (SDBA), both from an organisational (job resource) and individual (personal resource) perspective. Participants in the research were sport coaches from primary and secondary schools. The Mplus and SPSS programmes were utilised for purposes of statistical analysis. A cross-sectional research approach was used. An availability sample (N = 364) of teachers who act as sport coaches in Gauteng, North-West and Free State based schools was used. Competing measurement models were used to confirm factor structures for adapted versions of the Strengths use and Deficit Improvement Questionnaire (SUDIQ), as well as the Utrecht Work Engagement Scale (UWES). These measurement models confirmed a four-factor and one-factor model structure for the adapted versions of the SUDIQ and UWES respectively. After factor structures had been confirmed, reliability of the adapted measures was assessed by means of Cronbach alpha coefficient values. The relation of the conceptualised job resources of organisational strengths use and organisational deficit improvement to established job resources was assessed by incorporating the job resources of opportunities for learning and independence at work into the study. In the case of the conceptualised personal resources, individual strengths use and individual deficit improvement were related to self-efficacy and self-esteem. This was done in order to theoretically relate these variables in the nomological net of other job resources and personal resources. Subsequently, structural equation modelling was used to investigate the relationship between the job resources of organisational strengths use and organisational deficit improvement, personal resources individual strengths use and individual deficit improvement; and work engagement. Through categorical estimation the research found individual strengths use to be the strongest predictor of work engagement, followed by individual deficit improvement and organisational strengths use. Organisational deficit improvement was proven as a statistically insignificant predictor of work engagement. After conclusions for the study were drawn, recommendations for the organisation, individual as well as for future research were made. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2013

Traditionally, organisations have focused efforts in developing their people towards improving so-called areas of deficiency, identifying the flaws of employees and putting intervention structures in place to rectify and redress these areas. Limited efforts have seen the accentuation of employees‟ strengths as a means of developing those employees‟ full potential, as prescribed in the Positive Psychology. In a balanced organisational development approach, both areas of strength and deficit should be developed in order to harness optimum human potential and growth. This balanced approach is critical, as it provides for full spectrum development of the individual and creates opportunity for the attainment of positive work-related outcomes, such as work engagement. The objective of this research study was to test a structural model of job resources in the form of organisational strengths use and organisational deficit improvement; personal resources in the form of individual strengths use and individual deficit improvement; and work engagement; to relate the conceptualised job- and personal resources to established job- and personal resources in the nomological net and to investigate possible structural paths between job- and personal resources and work engagement. This study was conducted in order to gain more knowledge and a better understanding of the outcomes of following a balanced strengths use and deficit improvement approach (SDBA), both from an organisational (job resource) and individual (personal resource) perspective. Participants in the research were sport coaches from primary and secondary schools. The Mplus and SPSS programmes were utilised for purposes of statistical analysis. A cross-sectional research approach was used. An availability sample (N = 364) of teachers who act as sport coaches in Gauteng, North-West and Free State based schools was used. Competing measurement models were used to confirm factor structures for adapted versions of the Strengths use and Deficit Improvement Questionnaire (SUDIQ), as well as the Utrecht Work Engagement Scale (UWES). These measurement models confirmed a four-factor and one-factor model structure for the adapted versions of the SUDIQ and UWES respectively. After factor structures had been confirmed, reliability of the adapted measures was assessed by means of Cronbach alpha coefficient values. The relation of the conceptualised job resources of organisational strengths use and organisational deficit improvement to established job resources was assessed by incorporating the job resources of opportunities for learning and independence at work into the study. In the case of the conceptualised personal resources, individual strengths use and individual deficit improvement were related to self-efficacy and self-esteem. This was done in order to theoretically relate these variables in the nomological net of other job resources and personal resources. Subsequently, structural equation modelling was used to investigate the relationship between the job resources of organisational strengths use and organisational deficit improvement, personal resources individual strengths use and individual deficit improvement; and work engagement. Through categorical estimation the research found individual strengths use to be the strongest predictor of work engagement, followed by individual deficit improvement and organisational strengths use. Organisational deficit improvement was proven as a statistically insignificant predictor of work engagement. After conclusions for the study were drawn, recommendations for the organisation, individual as well as for future research were made. / MCom (Industrial Psychology), North-West University, Potchefstroom Campus, 2013

A dominant focus on organisational stakeholders is currently evident in both the literature and in practice since it is argued that the success of organisations is predominantly dependent on stakeholders’ perception of the organisation. This stakeholder emphasis is evident in the inclusion of a chapter on governing stakeholder relations in the King III report and the development of various stakeholder standards in South Africa, including corporate social investment, corporate governance, corporate citizenship, corporate sustainability and the triple bottom line. Despite the recognition of the importance and necessity of building and maintaining stakeholder relations in the literature, there is a dearth of research on how to actually build these relationships. The aim of this study was to address this shortcoming by proposing a generic, integrated approach to sustainable organisation-stakeholder relationship (OSR) building with strategic stakeholders whereby strategic stakeholder identification, OSR development and OSR maintenance, which are often studied independently, would be integrated in order to constitute a new unified model. This model will promote a sustainable OSR-building process for organisation-stakeholder partnership (OSP) development.The following three building blocks for such a model were proposed: a strategic communication foundation that promotes the integration of specific corporate communication functions that is practised from a two-way symmetrical communication perspective as the basis for effective OSR building; a theoretical foundation, which is an integration of Freeman’s stakeholder concept (1984) from a normative, relational viewpoint, Ferguson’s relational paradigm for public relations (1984) and Ledingham’s (2003) theory of relationship management, encapsulated by Grunig’s (1984) excellence theory, of which the proposed OSR-building model would be a pragmatic representation; and a conceptualisation of the OSR-building model where the actual phases of the OSR-building process would be proposed to provide step-by-step guidance for OSR building. This model promotes a partnership approach with strategic stakeholders, which is based on the proposition of an OSR development continuum, which implies that an OSR could grow in intensity over time, from a foundational OSR, mutually-beneficial OSR, sustainable OSR, to ultimate organisational-stakeholder partnerships (OSPs). This model was built from a corporate communication perspective, and subsequently highlighted the contribution of corporate communication in the organisation as an OSR-building function to ensure organisational effectiveness. This study provided an exploratory literature review to constitute a conceptual framework for OSR-building of which the principles of the framework would be further explored and measured in leading listed South African organisations, by means of a quantitative web-based survey and qualitative one-on-one interviews to compose an OSR-building model that provides guidance on the process of OSR building on the basis of insights from theory and practice. / Ingevolge die argument dat die sukses van organisasies hoofsaaklik afhanklik is van die persepsies wat belangegroepe oor organisasies het, word ‘n dominante fokus tans op organisatoriese belangegroepe in die literatuur en praktyk geplaas. Die fokus op belangegroepe is sigbaar in die insluiting van ‘n hoofstuk oor die bou van belangegroepverhoudings in die King III verslag asook die ontwikkeling van verskeie belangegroepstandaarde in Suid Afrika, wat korporatiewe sosiale verantwoordelikheid, korporatiewe burgerskap, korporatiewe volhoubaarheid en drievoudige eindresultaat insluit. Ten spyte daarvan dat die belangrikheid en noodsaaklikheid van die bou en behoud van belangegroepverhoudings erken word in die literatuur, is daar ‘n tekort aan navorsing oor hoe om die verhoudings te bou. Die studie poog om dié tekortkoming aan te spreek deur middel van ‘n generiese, geϊntegreerde benadering vir volhoubare organisatoriese-belangegroepvershoudings (OBV) met strategiese belangegroepe voor te stel, waar strategiese belangegroep identifikasie, OBV ontwikkeling en OBV instandhouding, aspekte wat dikwels afsonderlik bestudeer word, geintegreer word in ‘n nuwe, verenigde model. Hierdie model sal ’n volhoubare OBV verbouiingsproses voorstel vir die ontwikkeling van organisatoriese-belangegroepvennootskappe. Drie boustene word vir die model voorgestel naamlik; ‘n strategiese kommunkasie fondasie wat die integrasie van spesifieke korporatiewe kommunikasie funksies vanuit ‘n twee-rigting simmetriese kommunikasie perspektief as basis vir die effektiewe bou van OBV insluit; ‘n teoretiese fondasie wat ‘n integrasie van Freeman (1984) se belangegroepkonsep van ‘n normatiewe, verhoudingsstandpunt, Ferguson (1984) se verhoudingsparadigma vir openbare skakelwerk en Ledingham (2003) se verhoudingsbestuursteorie insluit, omhul deur Grunig (1984) se uitnemendheidsteorie, waarvan die voorgestelde OBV model ‘n praktiese voorstelling sal wees; en ‘n konseptualisering van OBV-verbouing wat die fases van die OBV proses sal stipuleer om stap-vir-stap riglyne vir die bou van OBV voor te stel. ‘n Vennootskapsbenadering met strategiese belangegroepe word voorgestel deur die model, wat gebaseer is op die proposisie van ‘n OBV ontwikkelingskontinuum, wat impliseer dat ‘n OBV oor tyd in intensiteit kan groei van ‘n basiese OBV, wedersydse voordelige OBV, volhoubare OBV tot ‘n uiteindelike organisatoriese-belangegroepvennootskap. Die model is gebou uit ‘n korporatiewe kommunikasiestandpunt, wat gevolglik die bydrae van korporatiewe kommunikasie in die organisasie as ’n OBV-verbouingsfunksie om organisatoriese effektiwiteit te verseker, beklemtoon. Die studie bied ‘n verkennende literatuurstudie om ’n konseptuele raamwerk vir OBV-verbouing daar te stel, waarvan die beginsels van die raamwerk verder verken en gemeet is in gelysde Suid-Afrikaanse organisasies deur middel van ‘n kwantitatiewe web-gebaseerde opname en een-tot-een onderhoude om ’n OBV-verbouingsmodel te ontwikkel wat riglyne vir die proses van OBV-verbouing bied, gebaseer op beide teoretiese en praktiese insigte. / Communication Science / D. Litt. et Phil. (Communication)

A dominant focus on organisational stakeholders is currently evident in both the literature and in practice since it is argued that the success of organisations is predominantly dependent on stakeholders’ perception of the organisation. This stakeholder emphasis is evident in the inclusion of a chapter on governing stakeholder relations in the King III report and the development of various stakeholder standards in South Africa, including corporate social investment, corporate governance, corporate citizenship, corporate sustainability and the triple bottom line. Despite the recognition of the importance and necessity of building and maintaining stakeholder relations in the literature, there is a dearth of research on how to actually build these relationships. The aim of this study was to address this shortcoming by proposing a generic, integrated approach to sustainable organisation-stakeholder relationship (OSR) building with strategic stakeholders whereby strategic stakeholder identification, OSR development and OSR maintenance, which are often studied independently, would be integrated in order to constitute a new unified model. This model will promote a sustainable OSR-building process for organisation-stakeholder partnership (OSP) development.The following three building blocks for such a model were proposed: a strategic communication foundation that promotes the integration of specific corporate communication functions that is practised from a two-way symmetrical communication perspective as the basis for effective OSR building; a theoretical foundation, which is an integration of Freeman’s stakeholder concept (1984) from a normative, relational viewpoint, Ferguson’s relational paradigm for public relations (1984) and Ledingham’s (2003) theory of relationship management, encapsulated by Grunig’s (1984) excellence theory, of which the proposed OSR-building model would be a pragmatic representation; and a conceptualisation of the OSR-building model where the actual phases of the OSR-building process would be proposed to provide step-by-step guidance for OSR building. This model promotes a partnership approach with strategic stakeholders, which is based on the proposition of an OSR development continuum, which implies that an OSR could grow in intensity over time, from a foundational OSR, mutually-beneficial OSR, sustainable OSR, to ultimate organisational-stakeholder partnerships (OSPs). This model was built from a corporate communication perspective, and subsequently highlighted the contribution of corporate communication in the organisation as an OSR-building function to ensure organisational effectiveness. This study provided an exploratory literature review to constitute a conceptual framework for OSR-building of which the principles of the framework would be further explored and measured in leading listed South African organisations, by means of a quantitative web-based survey and qualitative one-on-one interviews to compose an OSR-building model that provides guidance on the process of OSR building on the basis of insights from theory and practice. / Ingevolge die argument dat die sukses van organisasies hoofsaaklik afhanklik is van die persepsies wat belangegroepe oor organisasies het, word ‘n dominante fokus tans op organisatoriese belangegroepe in die literatuur en praktyk geplaas. Die fokus op belangegroepe is sigbaar in die insluiting van ‘n hoofstuk oor die bou van belangegroepverhoudings in die King III verslag asook die ontwikkeling van verskeie belangegroepstandaarde in Suid Afrika, wat korporatiewe sosiale verantwoordelikheid, korporatiewe burgerskap, korporatiewe volhoubaarheid en drievoudige eindresultaat insluit. Ten spyte daarvan dat die belangrikheid en noodsaaklikheid van die bou en behoud van belangegroepverhoudings erken word in die literatuur, is daar ‘n tekort aan navorsing oor hoe om die verhoudings te bou. Die studie poog om dié tekortkoming aan te spreek deur middel van ‘n generiese, geϊntegreerde benadering vir volhoubare organisatoriese-belangegroepvershoudings (OBV) met strategiese belangegroepe voor te stel, waar strategiese belangegroep identifikasie, OBV ontwikkeling en OBV instandhouding, aspekte wat dikwels afsonderlik bestudeer word, geintegreer word in ‘n nuwe, verenigde model. Hierdie model sal ’n volhoubare OBV verbouiingsproses voorstel vir die ontwikkeling van organisatoriese-belangegroepvennootskappe. Drie boustene word vir die model voorgestel naamlik; ‘n strategiese kommunkasie fondasie wat die integrasie van spesifieke korporatiewe kommunikasie funksies vanuit ‘n twee-rigting simmetriese kommunikasie perspektief as basis vir die effektiewe bou van OBV insluit; ‘n teoretiese fondasie wat ‘n integrasie van Freeman (1984) se belangegroepkonsep van ‘n normatiewe, verhoudingsstandpunt, Ferguson (1984) se verhoudingsparadigma vir openbare skakelwerk en Ledingham (2003) se verhoudingsbestuursteorie insluit, omhul deur Grunig (1984) se uitnemendheidsteorie, waarvan die voorgestelde OBV model ‘n praktiese voorstelling sal wees; en ‘n konseptualisering van OBV-verbouing wat die fases van die OBV proses sal stipuleer om stap-vir-stap riglyne vir die bou van OBV voor te stel. ‘n Vennootskapsbenadering met strategiese belangegroepe word voorgestel deur die model, wat gebaseer is op die proposisie van ‘n OBV ontwikkelingskontinuum, wat impliseer dat ‘n OBV oor tyd in intensiteit kan groei van ‘n basiese OBV, wedersydse voordelige OBV, volhoubare OBV tot ‘n uiteindelike organisatoriese-belangegroepvennootskap. Die model is gebou uit ‘n korporatiewe kommunikasiestandpunt, wat gevolglik die bydrae van korporatiewe kommunikasie in die organisasie as ’n OBV-verbouingsfunksie om organisatoriese effektiwiteit te verseker, beklemtoon. Die studie bied ‘n verkennende literatuurstudie om ’n konseptuele raamwerk vir OBV-verbouing daar te stel, waarvan die beginsels van die raamwerk verder verken en gemeet is in gelysde Suid-Afrikaanse organisasies deur middel van ‘n kwantitatiewe web-gebaseerde opname en een-tot-een onderhoude om ’n OBV-verbouingsmodel te ontwikkel wat riglyne vir die proses van OBV-verbouing bied, gebaseer op beide teoretiese en praktiese insigte. / Communication Science / D. Litt. et Phil. (Communication)