This study focused on the Australian health sector, examining the factors that influence the intention of volunteers to leave their employing organizations. There is a general scarcity of research concerning volunteer work, and understanding health sector volunteers is particularly important due to the significance of their contribution in Australia. In exploring volunteer work, this study has utilized a variant of the Mathieu and Zajac (1990) model of organizational commitment. In the health sector much of the work performed by volunteers is very similar to that done by paid employees. In addition, in the Australian health sector volunteers and paid employees often work alongside one another. The methodology integrated quantitative and qualitative data in order to generate a broad understanding of the factors influencing volunteer intention to leave an organization. Using the Mathieu and Zajac model variant, a hypothesis was developed and investigated. Quantitative data was gathered through the Job Characteristics Index (JCI), General Job Satisfaction Survey, and Organizational Commitment Questionnaire (OCQ). In light of the quantitative findings not supporting the initial hypothesis of job characteristics being antecedent to intention to leave as mediated by job satisfaction and organizational commitment, a grounded theory approach was used to explore the antecedent factors. Qualitative data was gathered through open-ended questions in the survey and interviews. The following relationships were discovered and explored: motivation and job characteristics impacted upon the meaningfulness of volunteer work and upon organizational commitment, which had a covarying relationship with job satisfaction. The job characteristics of task identity, feedback and friendship opportunities were correlated with organizational commitment. In essence, the factors of motivation (recognized as altruism) and meaningfulness of work that volunteers do in the Australian health sector determine how the job characteristics and other factors will influence the decision to leave an organization. The study discusses key findings and presents recommendations for relating to effective management of volunteers in the health sector. As a secondary outcome, the study demonstrates the value of judiciously using models and measures normally associated with paid employment in understanding volunteer activity. It is anticipated that these outcomes will inform future research within the volunteer sector.

Abstract of Research Paper Name of Research Paper Program / Department Date of Graduation Postgraduate Adviser : A study of the relationship among the work values, career development and organizational commitment of middle- and old-aged career changing workers ¡V Taking the private security guards of Kaohsiung City as the main scope : Executive Master of Public Policy Program, College of Social Sciences, National Sun Yat-Sen University : The 2nd semester of the academic year 2004 : Han-Yung Chiu : Dr. Bih-Shiaw Jaw The purpose of this study is to investigate the interrelationship among the work values, career development and organizational commitment of the middle- and old-aged career changing workers in the private security industry so as to let the enterprises understand the working attitudes of the security guards currently working in their organizations, and explore the difference of population statistical variable on the career development, organizational commitment and work values, as well as the effects of work values on organizational commitment and the planning of career development. Apart from investigating the establishment of the structure of this study through literature, this study takes the private security guards of Kaohsiung City as the research targets for verifying the above theoretical structure. The acquired information is applied to the quantitative analysis by statistical method. And multiple-regression analysis is conducted under the control of population statistical variable. This study is finally concluded as follows: 1. The middle- and old-aged employees in the private security industry are mostly the job-ceased workers who start working again. The main reason for the cessation of their previous jobs is the termination of business. After observation, the reason of their current employment is still mainly the ¡§basic economic need of family.¡¨ 2. The work value that the middle- and old-aged employees in the private security industry stress most is ¡§social interaction and economic orientation,¡¨ implying that they have a high extent of concern for whether reasonable economic returns can be obtained from work as well as whether the company can offer a complete system to satisfy their sense of security. 3. As to the career development of the middle- and old-aged employees in the private security industry, the average scores of each construct is above average. The construct of career development that the employees stress most is ¡§ability exertion.¡¨ Especially the employees at a younger age, they are more concerned about whether their abilities can be exerted than the older employees. 4. The loyalty of the middle- and old-aged employees in the private security industry towards their servicing organization is above average, with emotional commitment getting the highest average scores, and the next items being regulative commitment and continuous commitment. It can be seen that the middle- and old-aged employees¡¦ loyalty towards organization is due to their emotional dependence on, understanding of and involvement in the organization. They even think that their loyalty should be a must in their posts of private security guards. As to the extent of their remaining in their organizations, it is rather low due to the consideration of cost. Key words: Work Values, Career Development, Organizational Commitment

The study serves to recap, based upon the author¡¦s more than three decades of servicing Japanese manufacturer in export processing zones, in deciphering an imminent question concerning whether the Japanese manufacture in export processing zones will continue to thrive the such export processing zone environment in a sustainable development amid the fiercely competitive economy, in light that the Japanese manufacturers had once invested heavily in the initial start-up stage to now almost in a dormant stage. Further in addressing how the quality of a business payroll system and its organizational committee to its employees continues to determine a business¡¦s sustainable management and development, the study also attempts to focus on how the Japanese manufacturer employees view their payroll systems, identify with their organization commitments and how their payroll systems affect their organizational commitments as references in future business management and decision maker and for a sustainable fortuity operating from the export processing zones. Based on the foreign background and motivation, the study deployed questionnaire poll focusing on export processing zone Japanese manufacturers/as study subjects, from which a total of 1,129 valid questionnaires have been recalled covering a total of 42 Japanese owned manufacturers/throughout the export processing zones. Statistics means adopted in the study primarily concern descriptive statistics, t factor assessment, singular factor variable analysis, simple relevancy analysis, classic relevancy analysis, inductive analysis and so forth, with major findings concluded as follows, 1. There are ominous differences how gender, age group, seniority, education, position, inception stage of a manufacture and industry types come to affect export processing zone Japanese manufacturer employees as to how they view the organization¡¦s induction of base payroll declared under the national health insurance program and how they identify to such, and are ominous differences how they view their emotional commitment, ongoing commitment and ethical commitment toward the organization. To which, an organization is best to alleviates the differences among employee responses, improve its management approach, and improve its organizational commitment and the design of an adequate payroll system with which to improve its overall competitiveness. 2. With the health insurance-based payroll system found natively correlated and negatively influencing the emotional commitment, an organization is best to adequately adjust its payroll system to avoid undercutting the morale. 3. With the health insurance-based payroll system found positively correlated and positively influencing the emotional commitment and ethical commitment, an organization is best to adequately adjust its payroll structure focusing on different individuals, made in conjunction with addressing the overall business competitiveness. 4. With the performance-based payroll system found positively correlated and positively influencing the emotional commitment and ethical commitment, together with how export processing zone employees identify highly with a performance-based payroll system, it is prudent that an organization attempts to improve means of performance evaluation by inducting a performance-based payroll system with which to excel its overall competitiveness and achieve a sustainable management. 5. The integration of some of the demographic variables, i.e. age, seniority and education to the payroll system can affect how the employees identify their organization commitments, hence it is also prudent to take into consideration of their potential impact in the design of a payroll system for sustainable the organization with a high level of organizational commitment. Recapping the foregoing findings, the study also presents recommendations to export processing zone Japanese manufacturer/exporters and to subsequent researchers pursuing in this domain.

If a company concentrates its attention into developing the structure and improving the performance, then it has owned partial characteristics of a learning organization basically. If the employees' perception of these characteristics increases their commitment to the organization, the managers will be confident in taking action leading to organizational revolution. In this research, the characteristics of an organization are treated as independent variables, organizational commitment as a dependent variable, personal characteristics as a control variable, while questionnaires are designed to gather data. 357 units of questionnaires (with 302 effective respondents) were distributed to the employees who work in two companies, which had good performances and have experienced organizational revolution in the past two years. To analyze the data collected from the two companies, various types of analysis were carried out including internal reliability analysis, Pearson correlation, one-way ANOVA and regression. The research findings show that the perception of the characteristics of a learning organization by employees does affect the organizational commitment. This means that in the event of an organization stepping forward to becoming a learning organization, the characteristics of a learning organization will exist in working experience, organizational structure, organizational culture, and information management, and the characteristics will promote employees¡¦ value commitment, effort commitment, and retention commitment. As listed below, the relation between characteristics of a learning organization and organizational commitment is meaningful for the organization, managers and employees. 1. An enterprise is able to promote its competitive strength in human resource management by building a learning organization. 2. Apart from job position, payment, image of firm, and financial performance, characteristics of learning organization are also an important element that can engage the employees in the organization. 3. Building a learning organization to promote employees¡¦ organizational commitment is helpful in order to cut down the expenses in raising the efficacy of the employees. 4. Organizational commitment can be promoted through the characteristics of a learning organization. These are a cause for the identification of common aims among employees and the organization, but not a result from advantage exchange, and this commitment is based on a stable foundation. 5. It enables managers to practice organizational revolution with more confidence, and thus the constitution and competence of the organization will get improved. 6. Being a part of the characteristics of the learning organization, manager behavior is related to the employees¡¦ organizational commitment. If managers get used to introspecting, the relation between staffs and supervisors can improve, and management efficiency can be promoted. 7. For the supervisor who takes charge of the human resource management in a company, the task to build a learning organization has become an important strategy of human resource management. 8. A learning organization can result in high employee motivation. Innovation and learning are encouraged in a democratic and open environment, and most employees will become motivated in the process of organizational learning and revolution. Therefore, the managers can take action for revolution in the organization with great confidence.

Thesis (B.A.)--Haverford College, Dept. of Psychology, 2009. / Includes bibliographical references.

Thesis (D.B.A.)--Cleveland State University, 2006. / Adviser: Thomas W. Whipple. Includes bibliographical references (p. 173-202)

Thesis (MBA.) -- University of Limpopo, 2015 / This research report investigated job satisfaction and organisational commitment in a changing environment at Sefako Makgatho Health Sciences University (SMU). The desire to this enquiry was a result of the recent de-merger and name change experienced at the University hence the researcher developed curiosity to determine if employees are still satisfied with their jobs and whether they are still committed to work for the organisation. The research also investigated the perceptions of employees regarding management of change at SMU. Evidence from the obtained data shows that employees are generally satisfied to work for SMU hence it seems to suggest that they are also committed to work for SMU. The research was quantitative in nature utilising convenient sampling method. A convenient sample size of (114) was utilised in the execution of this research. The sample was drawn from both administrative and academic staff of the institution. Sections A, B and C of the questionnaire were analysed using SPSS version 22 and section D of the questionnaire was analysed using thematic analysis.

M.Phil. ( Industrial Psychology) / Orientation: The aim of this study was to frame psychological testing in a specific and clear manner that is grounded in beneficence. This could potentially be used to positively contribute toward the development, control, and use of psychological testing in South Africa. This was attained by looking at psychological testing through a beneficence lens, so that it is grounded beyond the preventative stance of regulation, in beneficence. The principle of beneficence was explained to the participants, who were then encouraged to approach psychological testing from a beneficence perspective. Research purpose: Despite considerable literature existing on the moral principle of beneficence in various contexts, there is restricted research on its association with psychological testing. Hence, this study explored how to ground psychological testing in the moral principle of beneficence, for application in the South African workplace. This was formulated to explore the essence of beneficence as positively contributing to the welfare of others, from which actions were identified to promote understanding in grounding psychological testing in this regard.

This study examines key factors that affect opportunities for employment of disabled people in Malaysia. Four factors are covered by the study; these are namely, the organisational commitment to employment of disabled people, attitude towards disabled workers, the organisational policies on disability, and the employment opportunities for the disabled people. The first three factors constitute the independent variables, and the last one, the dependent variable. For further understanding of these factors, the independent variables were each additionally split into related elements. The first variable - organisational commitment to employment of disabled people - consists of two elements: recruitment of disabled people, and employee training for disability-related issues. The second variable - attitude towards disabled workers - is composed of three elements: co-workers perception of disabled workers, managements perception of work attendance of disabled workers, and managements perception on the need for supervision. The third variable - organisational policy on disability - is composed of only one element which is the organisational policies on the employment of disabled people. Overall, these three independent variables significantly explain the variance in the dependent variable, i.e. employment opportunities for disabled persons. / The findings of this study show that the organisational commitment to the employment of disabled people is fairly favourable. This is indicated by a higher organisational commitment by companies that employ disabled workers; it is also shown by a higher emphasis for training employees towards disability issues. However, there is no significant difference in the recruitment of disabled workers between organisations that employ no disabled persons and those that employ disabled persons. / Thesis (DoctorateofBusinessAdministration)--University of South Australia, 2007.

Employee retention is one of the challenges facing many business organisations today. For many organisations, strategic staffing has become a concern because the ability to hold on to highly talented core employees can be crucial to future survival. This empirical study examined the current human resource management (HRM) practices of Australian organisations in the retention of their core employees. In particular, the research identified the core elements of HRM practices, which strongly influence the decision for core employees to stay. The study comprise three phases: (1) a preliminary investigation, utilising the Delphi Technique to obtain the opinions of an expert panel of thirteen, (2) in-depth interviews, involving twelve human resource managers of Australian organisations and (3) a quantitative survey of 800 employees from nine Australian organisations. The findings revealed greater insights into the HRM-retention relationship and provided empirical validation of the relationship. More specifically, the research identified eight retention factors that influence the decision of core employees to stay. These specific factors consisted of two bundles of practices: HR factors (e.g., person organisational fit, remuneration, reward and recognition, training and career development, challenging job opportunities) and Organisational factors (e.g., leadership behaviour, company culture and policies, teamwork relationship and satisfactory work environment). The outcome of the HRM-retention relationship was examined through organisational commitment and turnover intention using multiple regression analysis. The findings of this study revealed positive significant co-relationships between the eight factors and organisational commitment. Moreover, it was highlighted that commitment acted as a partial mediator of remuneration, recognition and reward, training and career development and work environment on intent to stay. Commitment fully mediated the relationship person organisational fit, teamwork relationship, culture and policies and intention to stay. The study produced a model suitable for use by human resource practitioners as a guide in determining what initiatives an organisation should adopt to retain their critical employees. This research has also made a contribution by illuminating the current employment relationships in Australian organisations and providing relevant empirical evidence to support the theoretical model of Human Resource Architecture, developed by Lepak and Snell (1999) and, as a result, creating a configuration for an Australian Human Resource Architecture model.