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Darbo tikslas – ištirti ekspatriantų pasitenkinimo darbu įtaką ketinimui išeiti iš įmonės. Darbo tikslui pasiekti buvo iškelti uždaviniai išanalizuoti ekspatriantų valdymo esmę, nustatyti ekspatriantų pasitenkinimą darbu įtakojančius veiksnius, išnagrinėti ketinimą palikti organizaciją įtakojančius veiksnius, empiriškai patikrinti ekspatriantų pasitenkinimo darbu įtaką ketinimui palikti įmonę. Darbo pradžioje analizuojama su ekspatriantais, pasitenkinimu darbu ir ketinimu palikti įmonę susijusi literatūra, parenkami literatūroje minimi veiksniai, turintys įtakos ekspatrianto pasitenkinimui darbu. Taip pat literatūros pagrindu konstruojamas teorinis modelis. Vėliau atliktas empirinis tyrimas, kurio tikslas - empiriškai patikrinti siūlomą ekspatriantų kaitos valdymo modelį. Atlikus kokybinį tyrimą buvo suformuluotas galutinis ekspatriantų pasitenkinimą darbu įtakojančių veiksnių sąrašas. Kiekybinio tyrimo metu atlikta ištisinė vienos įmonių grupės darbuotojų apklausa, išanalizuoti modelio veiksnių reikšmių lygiai bei tarpusavio ryšiai. Tyrimas dalinai patvirtino teorinį modelį bei atskleidė ekspatrianto pasitenkinimo lygio ryšį su ketinimu palikti įmonę. Darbo pabaigoje pateikiamos išvados bei praktinė interpretacija vadovams. / The purpose of this work is to explore the influence of expatriate job satisfaction on propensity to leave the company. List of tasks was established in order to achieve the purpose of the master work, i.e. analysis of the essence of expatriates’ management, identification of the factors that influence expatriate job satisfaction, identification of the factors that influence propensity to leave the company, empirical test of the influence of expatriate job satisfaction on propensity to leave the company. Literature about expatriates, job satisfaction and propensity to leave the company was analysed in the first part of the work. Afterwards, elements that have influence on expatriate job satisfaction were selected. Finally, theoretical model based on the literature analysis results was created. Empirical test was executed in order to test proposed expatriate turnover management model. Final list of elements that have influence on expatriate job satisfaction was created as a result of qualitive research. Later on quantitive research was executed during which means of model elements and relations between them were evaluated. Research partly approved the theoretical model and showed that there was relation between expatriate job satisfaction and propensity to leave the company. Conclusions and practical interpretation for managers was proposed at the end.

La présente recherche a comme objectif d’étudier l’effet de l’environnement de travail sur l’engagement affectif envers son organisation. Le concept de l’environnement de travail se compose de trois dimensions, à savoir les caractéristiques de l’emploi, la communication managériale et la perception du soutien organisationnel. Cette recherche vise également à comprendre s’il existe un effet modérateur de la génération sur la relation entre ces dimensions de l’environnement de travail et l’engagement affectif. Les générations Baby-boomers, X et Y sont celles à l’étude. Les données ont été collectées au sein de deux compagnies privées dont la main-d’œuvre n’est pas syndiquée. Au total, 110 participants ont répondu au questionnaire. Des analyses de régression multiple ont permis de vérifier l’effet distinct de chaque dimension de l’environnement de travail sur l’engagement affectif alors que des analyses de régression hiérarchique ont testé la présence d’un effet modérateur de la génération dans cette relation. Les résultats indiquent que les seules dimensions de l’environnement de travail ayant un effet direct et significatif sur l’engagement organisationnel affectif sont la communication managériale et la perception du soutien organisationnel. En ce qui a trait à la génération à laquelle appartient le travailleur, il semble que cette variable ne modère pas la relation entre les dimensions de l’environnement de travail et l’engagement affectif. Les apports théoriques et pratiques de cette étude sont discutés tout comme ses limites et quelques recommandations pour les recherches futures. / The objective of the present research is to study the effect that the work environment can have on affective commitment toward the organization. The concept of work environment is divided into three dimensions. They are the job characteristics, the communication with the supervisor and the perceived organizational support. This research also wishes to understand if there exists a moderating effect of the generation on the relationship between these dimensions of the job environment and affective commitment. The generations of the Baby-boomers, X and Y are the one selected for the purposes of this study. The data were collected in two private and non-unionized companies. In total, 110 participants answered the questionnaire. Regression analysis were conducted to verify the distinct effect of each of the three dimensions of the work environment on the affective commitment and also to test the presence of a moderating effect of the generation in this relationship. The results indicate that the only dimensions of the work environment having a direct and significant effect on the affective organizational commitment are communication with the supervisor and perceived organizational support. Concerning the generation of the worker, it seems that this variable does not moderate the relationship between the dimensions of work environment and affective commitment. The theoretical and practical implications of this research are discussed as well as its limits and recommendations for future researches.

Ce mémoire a pour objectif de comprendre l’impact de la satisfaction envers les régimes de rémunération variable sur l’engagement organisationnel des travailleurs. Pour étudier cette question, nous avons utilisé trois hypothèses basées sur la théorie des attentes ainsi que sur la théorie de l’agence. La première hypothèse stipule que la satisfaction envers les régimes de bonis fait augmenter le niveau d’engagement organisationnel des travailleurs. La deuxième hypothèse est que la satisfaction envers les régimes de partage des bénéfices fait augmenter le niveau d’engagement organisationnel des travailleurs. La troisième hypothèse stipule que la satisfaction envers les régimes d’actionnariat fait augmenter le niveau d’engagement organisationnel des travailleurs. Nous avons utilisé une base de données provenant d’une enquête plus large portant sur « les liens entre la rémunération, la formation et le développement des compétences et l’attraction et la rétention d’employés clés ». L’entreprise où les données ont été collectées œuvre dans le secteur des technologies de l’information et des communications (TIC). Les nouveaux employés embauchés dans cette entreprise établie à Montréal ont été interrogés. Nos résultats nous permettent de confirmer deux de nos hypothèses, soit celle qui concerne les régimes de bonis et celle qui concerne les régimes d’actionnariat. Nos résultats indiquent que les individus satisfaits à l’égard des régimes de rémunération variable, plus précisément envers les régimes de bonis et les régimes d’actionnariat, présentent de plus hauts niveaux d’engagement organisationnel. Le soutien organisationnel perçu est également un facteur important dans le développement de l’engagement organisationnel. Finalement, nous concluons ce mémoire avec l’implication de nos résultats pour les différents acteurs en relations industrielles. / The objective of this study is to understand the impact of the satisfaction with variable pay plans on organizational commitment of workers. To investigate this question, we used three hypotheses based on the theory of expectations and on the agency theory. The first hypothesis states that satisfaction with bonus plans increases the level of affective organizational commitment of workers. The second hypothesis is that satisfaction with profit-sharing plans increases the level of affective organizational commitment of workers. The third hypothesis states that satisfaction with stock ownership plans increases the level of affective organizational commitment of workers. We used a database from a wider survey on "the links between compensation, training and skills development and attracting and retaining key employees." The company where the data was collected is in the field of information technology and communications. New employees hired in this company based in Montreal were interviewed. Our results allow us to confirm two of our hypotheses. Our results indicate that individuals satisfied with variable pay plans, more precisely towards the bonus plans and stock ownership plans, have higher levels of organizational commitment. Perceived organizational support is also an important factor in the development of organizational commitment. Finally, this study concludes with the implication of our results for the different actors in industrial relations.

No abstract available. / Thesis (M.Dev.Studies)-University of Natal, Durban, 2002.

Ce mémoire vise à vérifier l’impact des réactions affectives à un évènement corporatif sur les attitudes des employés d’une institution financière à l’égard de l’organisation et d’un changement organisationnel. Plus précisément, nous tenons à déterminer si les réactions affectives positives ou négatives des employés à l’évènement corporatif auquel ils ont assisté améliorent ou diminuent leur engagement organisationnel affectif, leur désir de collaborer dans le cadre du changement organisationnel et leur satisfaction anticipée à l’égard du changement organisationnel. Basée sur les données recueillies à l’aide d’un sondage électronique à trois moments distincts, notre étude longitudinale confirme certaines de nos hypothèses. D’abord, les réactions affectives positives à l’évènement corporatif sont associées à l’amélioration du désir de collaborer dans le cadre du changement organisationnel et à la satisfaction anticipée à l’égard de ce changement quelques jours après l’évènement corporatif alors que les réactions négatives ont l’effet contraire. Les résultats révèlent que les réactions affectives à l’évènement corporatif n’influencent pas les attitudes des employés plus d’une semaine après l’évènement à l’exception des réactions affectives positives qui améliorent leur désir de collaborer dans le cadre du changement organisationnel. / This research aims to determine the impact of affective reactions related to a corporate event on the attitudes of employees of a financial institution with regards to the organization and the organizational change. Specifically, we wish to determine whether employees’ positive or negative affective reactions to a corporate event enhance or diminish their affective organizational commitment, their desire to collaborate within the organizational change, and their expected satisfaction towards the organizational change. Based on data collected through an electronic survey at three separate times, our longitudinal study confirms some of our assumptions. First, positive affective reactions to a corporate event enhance the desire to collaborate within the organizational change and anticipated satisfaction regarding this change a few days after the corporate event while negative reactions have the opposite effect. The results show that emotional reactions associated to the corporate event do not influence the attitudes of the employees one week after the event with the exception of positive affective reactions enhancing the desire to collaborate within the change.

Absenteeism can be a major problem for organisations. As pressures increase on the budgets and competitiveness of companies, more attention is being given to reduce workplace absenteeism and its cost. Job satisfaction has been noted as one of the factors influencing an employee's motivation to attend. Studies on the relationship between absenteeism and job satisfaction seem to be inconsistent. Some research has found no correlation between these two variables whereas other studies indicate a weak to moderate relationship between these two variables. The aim of this study was to determine whether there is a relationship between job satisfaction and absenteeism in a selected department within and Electricity Unit in the Western Cape.

Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2007. / Globally, institutions of higher learning are characterised by continuous change, which has significant ramifications for the success and functioning of any institution of higher learning. In this context, the aim of this study was to examine the relationship between the perceptions of academics regarding the work environment in a transforming South African institution of higher learning and their job involvement and organisational commitment. The data were gathered by means of the Academic Work Environment Survey (AWES) measuring instrument. This measuring instrument obtained extraordinarily high reliability coefficients in the study. The results of the study indicate that academics in general have a positive perception of their job involvement and organisational commitment. These positive perceptions of job involvement and organisational commitment can largely be attributed to academics’ positive experience of a number of aspects of the academic work environment, namely low levels of role ambiguity and role conflict and high levels of autonomy, task identity, work challenge, feedback and supervisory consideration. However, attention should be paid to certain aspects such as role ambiguity, role conflict, feedback, work challenge and supervisory consideration where differences among academics’ perceptions occur as a result of personal and professional characteristics, which might pose a threat to these positive experiences in future.

全球化的衝擊下，我國港埠發展必須透過改變以開創新的契機迎接挑戰。因此，原為公務機關的港務局，於2012年3月經「政企分離」改制為「臺灣港務股份有限公司（TIPC）」，然而，目前港務公司雖已改制，但內部成員仍處新舊人員交替階段，具公務員身分之繼續任用人員（舊人）陸續退休，但新進從業人員（新人）的養成仍需時間，此造成組織人力老化與斷層的嚴重問題。如何有效讓舊人傳承經驗給新人，並培養中間幹部與迅速補充人力，建立資源統合機制為臺灣港務公司需正視的課題。轉型之後，為鞏固公司順利運作與發展，新舊成員們所認知的組織文化型態、組織社會化情形、組織承諾程度，如何影響離職意圖實有探討必要。故本研究實證此四個研究變項的關係，提供臺灣港務公司和相關管理階層，作為落實人力資源管理與預防員工離職行為之參考。 本研究選定臺灣港務公司之總公司及基隆、臺中、高雄、花蓮四個分公司人員為研究母體，共計回收280份有效問卷，並以SPSS 21與AMOS 21統計軟體針對問卷資料進行「描述性統計、差異性分析、信度與效度、積差相關、驗證性因素分析與多元階層迴歸」等分析方法，以瞭解研究變項彼此關聯與假設驗證，研究結果有以下發現： 一、組織社會化無法有效預測離職意圖。在三種不同型態組織文化與離職意圖上，僅創新型文化有顯著效果，但影響方向相較於先前研究有關組織文化在離職意圖的結果相反。組織承諾與離職意圖達負向顯著影響效果。最後，新人離職意圖確實較舊人高。 二、在個別的調節作用探討上，新、舊人員在組織社會化、官僚型文化、創新型文化、支持型文化與離職意圖的關係中皆有干擾效果；僅組織承諾對離職意圖無調節效果。 從實證結果本研究得到三項結論，首先，公司成員對臺灣港務公司至今究竟較偏向何種型態的組織文化樣貌亦有不同於以往相關研究之看法，從中公司可藉此反思應如何持續強化或加深成員們對該組織的總體印象。其次，整體而言，公司成員對於公司仍相當具有組織承諾感，亦即當成員愈認同該組織的價值觀、經營模式與建立同仁間感情關係等措施，則愈不易產生離開公司的念頭，並會期望自己能長期留任於公司盡己所能地貢獻與服務。第三，新人無論在組織社會化、以制度規範為基礎的文化、創新型文化、支持型文化等面向，其離職意圖皆低於舊人。 最後，本研究建議臺灣港務公司應重視新、舊人的離職意圖問題，考量組織文化、組織社會化與組織承諾的重要影響。兩類不同身分成員對離職意圖的差異，針對不同的組織文化型態、組織社會化策略與方案，思考如何提升成員的組織承諾，並研擬相關策略規劃與制定，以使更臻完備。 / Due to the impact of globalization, the development of shipping and transportation management in Taiwan’ is necessary to change to create new opportunities. Therefore, the Port Authority was restructuring by separating the division of administration and enterprise operations and transformed into Taiwan International Ports Corporation, LTD (TIPC) on March, 2012. Although the TIPC has been reformed, the members are still in the alternation stage with the old employees and new comers. While the senior staff, who are public servants gradually retire, the new hired employees still need some time to adapt the new environment. In consequence, the work force is getting aging and discrepancy that will result in serious managerial problems to the organization. How to effectively cultivate the work environment that allows the newcomers having senior staff experiences, develops the middle level cadres of managers, and establishes the mechanism to integrate resources is very critical issues. It must be addressed squarely by the TIPC. Focusing on the four variables of the organizational culture, organizational socialization, organizational commitment, and the turnover intention, this study examines the relationship among the four variables. The findings provide managerial implications for TIPC to implement human resource management and preventing employees from leaving their jobs. The purpose of this study is to explore the associations among organizational culture, organizational socialization, organizational commitment, turnover intention, and the moderation effect of newcomer and senior staff. The participants of this study were employees of TIPC. The total valid sample size was 280. Using SPSS21 and AMOS 21 the data was analyzed by the descriptive statistics analysis, t test, one-way ANOVA, Reliability Analysis and Validity Analysis, Pearson product-moment correlation, Confirmatory Factor Analysis (CFA), and Multiple Hierarchical Regression Analysis. Based upon the hierarchical regression analysis, the findings were as follows: First, organizational socialization has negatively relationship with turnover intention but no significance. Second, for relationships among the three different types of organizational culture and turnover intention, only innovative culture has positive and significant impact on turnover intention. While bureaucratic culture and supportive culture have negative directions with turnover intention, neither of them show significant magnitudes with the outcome variable. But compared to previous research on the impact of organizational culture and turnover intention, the findings demonstrate the opposite direction. Third, organizational commitment has a negative and significant relationship with turnover intention. Four, the turnover intention of newcomer is indeed higher than senior staff. Finally, there is a moderation effect for newcomers and senior staff to the relationships among organizational socialization, bureaucratic culture, innovative culture, supportive culture and turnover intention. But newcomers and senior staff couldn’t moderate the relationship between organizational commitment and turnover intention. From the empirical results of this study, three conclusions are drawn. First, the members of the company have different opinions on the type of organizational culture that is different from previous studies. From this point of view, the TIPC needs to contemplate how to develop and strengthen the overall impression of members on the organization. Second, as a whole, newcomers and senior staff have a high level of organizational commitment to the company. The result indicates that when members can recognize more about the organizational values, business models, and relationships with their cohorts, the less likely that they will leave the company. In other words, employees can stay longer and contribute more for the company.. Third, when it comes to organizational socialization, institution-based culture, innovative culture, and supportive culture, those newcomers are less likely to leave their jobs than senior staff. Our suggestions of this study are as below: 1. TIPC should pay more attention to the issue of newcomers’ and senior staff’s turnover intention and consider the important influence of organizational culture, organizational socialization and organizational commitment. 2. In terms of this study, we look forward to providing enterprises with a reference of how to focus on different types of personnel category (e.g., newcomers vs. senior staff) about the problem of turnover intention. The differences between the two types of personnel category regarding their turnover intention are based on different organizational culture patterns, strategies and plans for organizing socialization. TIPC should also think about how to enhance the organizational commitment of their members, and design relevant strategies to make its strategic plan more comprehensive.

Submitted by Noeme Timbo (noeme.timbo@metodista.br) on 2018-02-28T18:20:12Z No. of bitstreams: 1 Fabian de Souza Silva.pdf: 1546502 bytes, checksum: 2815770db4b2426fce7bb3d472c86db5 (MD5) / Made available in DSpace on 2018-02-28T18:20:12Z (GMT). No. of bitstreams: 1 Fabian de Souza Silva.pdf: 1546502 bytes, checksum: 2815770db4b2426fce7bb3d472c86db5 (MD5) Previous issue date: 2017-09-01 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / The present research studies the factors that motivate the permanence of citizen security officials in a profession that presents a high risk of death for themselves as well for their family, resulting from excessive violence present throughout the national territory, with a cut for this study the Metropolitan Civil Guard from Sao Paulo. It uses a quantitative approach from the following constructs: Career Success Perception Scale; Organizational Entrenchment Scale; Affective Organizational Engagement Scale; and finally, two variables to evaluate the intention to remain in the organization. With descriptive statistics, categorization and correlations, different characteristics were identified between new and experienced police professionals, as well as relationships between the constructs and the intention to remain in the police career. The conclusion can guide management actions in citizen security, especially regarding the commitment and retention of current and future professionals; understanding of the reasons that lead professionals to remain in high-risk occupations, and contribute with research on retention of professionals. / A presente pesquisa estuda os fatores que motivam a permanência dos servidores da segurança pública numa profissão que apresenta um alto risco de morte para si e sua família, resultante da violência desmedida e presente em todo o território nacional, tendo como recorte para este estudo a Guarda Civil Metropolitana de São Paulo. Utiliza abordagem quantitativa a partir dos seguintes constructos: Escala de Percepção de Sucesso na Carreira, Escala de Entrincheiramento Organizacional, Escala de Comprometimento Organizacional Afetivo e, por fim, duas variáveis para avaliar a Intenção de Permanência na Organização. Com estatísticas descritivas, categorização e correlações, foram identificadas características distintas entre os profissionais novos e os mais experientes na polícia, bem como relações entre os constructos e a intenção de permanecer na carreira policial. A conclusão aponta para o direcionamento de ações de gestão na segurança pública, sobretudo quanto ao comprometimento e à retenção dos atuais e futuros profissionais; à compreensão dos motivos que levam profissionais a se manterem em profissões de alto risco; e à contribuição com pesquisas sobre retenção de profissionais.