It is important for organisations to develop their employees. However, organisations will not be able to keep a competitive advantage by merely focussing on the development of their employees’ weaknesses. Employees should also be provided with sufficient job resources and opportunities to develop and/or use their strengths, as this could lead to positive work-home interaction (WHI), and work engagement. The general objective of this research study was to test a structural model of job resources, an organisational strength-based approach (SBA), individual strength-oriented behaviour (SOB), and work engagement, and to investigate if positive WHI mediates between job resources, organisational SBA, individual SOB, and work engagement among South African employees. This study was conducted in order to gain more knowledge and a better understanding of the outcomes of following a SBA, both from an organisational and the employees’ standpoint within the South African context. A cross-sectional research approach was used. An availability sample (N = 699) of employees from various occupational groups in South Africa was used. Structural equation modelling was used to test the structural model and to determine the indirect effect of positive WHI. The results confirmed that there exists a significant relationship between the job resources that are provided by the organisation and the employees experiencing increased work engagement levels. Furthermore, the results indicated that there is a significant relationship between following an organisational SBA and more employee work engagement. The results showed that there is also a significant relationship between the employees’ applying individual SOB and work engagement. The results confirmed that there is a significant relationship between the job resources that are provided by the organisation and positive WHI. However, the results showed that there was not a significant relationship between following an organisational SBA and positive WHI. Furthermore, the results indicated that there exists a significant relationship between the employees’ applying individual SOB and positive WHI. The results indicated that positive WHI was only a mediator in the relationship between information and work engagement, with an indirect effect of 0,11 (p < 0,00; 95% CI [0,07, 0,14]), and in the relationship between colleague relationships and work engagement, with an indirect effect of 0,04 (p < 0,01; 95% CI [0,01, 0,07]). The results also confirmed that positive WHI was a mediator in the relationship between individual SOB and work engagement, with an indirect effect of 0,05 (p < 0,00; 95% CI [0,02, 0,08]). The knowledge gained from following a SBA will assist individuals in becoming aware of their talents, and of developing them into strengths. This study will also assist organisations in gaining a better understanding of an organisational SBA, and this variable’s relationship with positive WHI and work engagement. This study adds value to the field of positive psychology; more specifically, to the limited research on following a SBA, and possible outcomes within the South African context. Recommendations were made to be applied in practice, as well as for future research. / Thesis (MCom (Industrial Psychology))--North-West University, Potchefstroom Campus, 2013

Organizations are looking for ways to have higher employee engagement and productive employees. A way that this may be accomplished is through Positive Organizational Behavior (POB) practices. There is a lack of knowledge surrounding the successes and failures of implementing a POB culture by human resource departments (HRDs). The purpose of this qualitative multiple case study design was to explore the influence POB practices have on HRDs. Specifically, the research helped to gain an understanding of how a POB strategy operates and affects HRDs. Items examined in the conceptual framework include a foundation in positive psychology theories and human resource (HR) theories. The elements of HRDs that can affect POB are culture, group dynamics, job design, and policies and procedures. The outputs of the system include employee morale, company profitability, employee productivity, and employee engagement. The research questions centered on discovering how HRDs achieve a POB culture based on their policies, procedures, funding, structure, and internal and external relationships. The research questions explored how a POB culture has affected the HRDs positively and negatively. Thirty-one participants' from13 different companies provided the data. The findings cause social change by providing HR professionals insight into POB practices that increase employees' job satisfaction, team productivity, and organizational profitability. The outcomes create social change by allowing individuals to have increased job and life satisfaction.

Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

Sustainability is a complex system of interaction between a hospital, individual, community, and environmental factors that is required to work in harmony to keep a patient healthy. With the complexities that exist within healthcare, the nurse leader is required to ensure that the care environment, processes and the safety behaviours required from nurses to provide safe healthcare is in place and sustained to contribute to the enhancement of patient safety, whilst in the care of the diverse nursing workforce. The aim of the study is to develop an action plan to sustain best safety culture practices for improved patient outcomes in hospitals with a culturally diverse nursing workforce. Methodology: A multiple method design was utilised to study the safety culture and positive work environment (hospital climate) that exists among culturally diverse nurses and how it is managed by the nurse managers in order to identify and describe actions that can be included in an action plan to sustain best safety culture practices for improved patient outcomes. Purposeful and convenience sampling methods were used in the study. Two hospitals, with a very diverse nursing workforce were purposefully selected to participate in the study. Pretesting of the questionnaire and e-Delphi embedded assessment validation instrument were done by participants not part of sample groups. Phase 1: The Hospitals outcomes data for nursing admission assessment within 24-hours, falls and hospital acquired pressure ulcer incidences and hand hygiene rates were collected on a checklist. Phase 2: Two questionnaires (1) nurses capturing: biographical data and culture, patient safety (nursing admission assessment within 24-hours, falls and HAPU and hand hygiene), and safety culture and positive work environment (hospital climate); (2) nurse managers capturing: biographical data and culture, patient safety (nursing admission assessment within 24- hours, falls and HAPU and hand hygiene), safety culture and Positive Work Environment (hospital climate) and just culture practices. Phase 3: the Draft e-Delphi action plan with embedded assessment validation instrument was developed. Phase 4: The panel experts selected to validate the e-Delphi draft action plan with embedded assessment validation instrument in pre-determined rounds. Data analysis: Phase 1: The outcomes data was displayed in bar graphs and illustrated that (1) the nursing admission assessment within 24 hour period not been sustained over time for the medical, surgical, paediatric and critical care areas; (2) a hundred and sixty two fall incidence; (3) ninety six HAPU incidences and (4) hand hygiene rate of between 80-94% being reported. Phase 2: A participation rate of 46.33% by nurses and 73.91% by nurse managers were achieved. The data for the 2 questionnaires indicated the need to include 54 action statement to address the culture, patient safety, hospital climate (PWE), safety culture and just culture gaps identified. Phase 3: the e-Delphi draft action plan developed based on literature review and data from phase 1 and phase 2. Phase 4: 100% participation rate was achieved. Consensus was reached within two rounds that the 54 action statements are essential and important for patient safety and identified the responsible persons required enacting on action statement and timeframe required to complete action. Recommendation: The Action Plan to enhance a sustainable Culture of Safety to improve patient outcomes were decided by panel experts. Plan to disseminate the plan among the CNO for implementation. / Health Studies / D. Litt. et Phil. (Health Studies)

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