<p>Syftet med denna studie är att attribuera effekten av rättvist ledarskap på arbetstillfredsställelse då det saknats specifik forskning inom området. Studien genomfördes i ett verksamhetsområde inom kriminalvården. Studien syftade även till att undersöka effekten av rättvist ledarskap på turnover intention och förekomsten av psykosomatiska besvär hos de anställda. Totalt 103 kriminalvårdare besvarade enkäten som mätte ovan nämnda variabler. Resultaten visade ett signifikant positivt samband mellan samtliga former av rättvisa och arbetstillfredsställelse. Resultaten visade vidare ett samband att rättvist ledarskap leder till en minskning av psykosomatiska besvär och minskad grad av turnover intention.</p>

Syftet med denna studie är att attribuera effekten av rättvist ledarskap på arbetstillfredsställelse då det saknats specifik forskning inom området. Studien genomfördes i ett verksamhetsområde inom kriminalvården. Studien syftade även till att undersöka effekten av rättvist ledarskap på turnover intention och förekomsten av psykosomatiska besvär hos de anställda. Totalt 103 kriminalvårdare besvarade enkäten som mätte ovan nämnda variabler. Resultaten visade ett signifikant positivt samband mellan samtliga former av rättvisa och arbetstillfredsställelse. Resultaten visade vidare ett samband att rättvist ledarskap leder till en minskning av psykosomatiska besvär och minskad grad av turnover intention.

The mining industry has been under enormous pressure in the past few years. particularly with issues around production and costs. As far as human capital is concerned. the gold industry has seen a high degree of shrinkage in personnel. In order to be able to cope with the continuous challenges faced by the mining industry, mining organisations need leaders of the highest standards. Due to the challenge of increasing productivity levels, empowerment is required within the gold mining industry. The correct application of empowerment may increase efficiency and effectiveness inside an organisation. Having employees with the appropriate levels of organisational commitment facilitates the change management process and ensures its successful implementation. Organisations value commitment among their employees because it is typically assumed to reduce withdrawal behaviours, such as lateness, absenteeism and turnover. The objective of this study was to determine the relationship between leader empowering behaviour, organisational commitment and turnover intention within the mining industry. The research method consists of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. An availability sample (N = 388) was taken from mining employees. The Leader Empowering Behaviour Questionnaire (LEBQ), Affective Organisational Commitment Scale (AOC), Turnover Intention Scale (Tl) and a biographical questionnaire were administered. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. / Contents: Leader empowering behaviour -- Organisational commitment -- Turnover intention -- Work performance -- Productivity / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007

Background and purpose: The main goal was to examine which factors in the psychosocial work environment that would predict turnover intention among engineering employees in a larger global company within the oil and gas industry. The second goal was to examine if the predictors would differ for employees under the age of 40, compared to employees over the age of 40. Method: Data was collected using a self-reported electronic questionnaire designed by Mille Myhre and myself. The analyses included three control variables and seven independent variables, which also encompassed a new aspect of the psychosocial work environment research in relation to turnover intention, namely the personal resources optimism and selfefficacy. The questionnaire was distributed through an e-mail sent from the Vice President HSE, and a sample of 128 participants was used in the analyses conducted in SPSS. Key findings: The predictors were job satisfaction, leadership and sickness absenteeism, and were found to have different rank of importance for the employees in the two age groups, regarding the predictor’s beta value. Optimism and self-efficacy were not found as predictors of turnover intention in the current sample. Conclusion: To manage the employee’s turnover intention the leaders should focus on the employee’s satisfaction with their work, keeping a high qualitative transactional leadership and be observant to the employee’s sickness absenteeism, but control for the employee’s age if they were to initiate actions to control for turnover intention.

Globalisation radically changed the way in which talent is sourced, organised and managed. The chemical industry as competitor in the global landscape is increasingly faced with challenges to attract and retain talent. The success and global competitiveness of the chemical industry largely depends on its employees, their ideas and intellectual resources. Highly talented employees are targeted by competitor companies and head hunters with substantial financial incentives and benefits. Leadership plays a vital role in creating a stimulating, empowered and challenging work environment that will attract and retain employees. Employees need to experience a sense of meaning, have the resources to do their jobs and most importantly, need to be empowered beyond being asked to meet performance goals. The aim of this study was to determine if a relationship existed between leadership empowerment behaviour, psychological empowerment, work engagement and turnover intention in a chemical industry. The study secondly examined whether leadership empowerment behaviour affected turnover intention via psychological empowerment and thirdly the study investigated if leadership empowerment behaviour affected work engagement via psychological empowerment. A random cross-sectional design with paper-based surveys as the primary method of data collection was used to accomplish the research objectives. The measuring battery for this study consisted of the Leader Empowering Behaviour Questionnaire (LEB), the Measuring Empowerment Questionnaire (MEQ), the Work Engagement Scale (WES) and the Turnover Intention Scale (TIS). The simulation and statistical analysis was carried out using the Statistical Program for the Social Sciences IBM SPSS version 21 and Mplus. Confirmatory factor analysis (CFA) which is theory driven was used in the study. The results showed that a significant relationship existed between leadership empowerment behaviour, psychological empowerment, work engagement and turnover intention. Regression analysis indicated that leadership empowerment behaviour had significant predictive value towards psychological empowerment and work engagement. The results showed that leadership empowerment behaviour did not affect turnover intention via psychological empowerment, but rather had a direct effect on employee’s turnover intention. The results further showed that psychological empowerment did have an indirect effect on the relationship between leadership empowerment behaviour and work engagement. The results indicated that it would be worthwhile if organisations develop leader’s competence and skills to empower their workforces. This would lead to higher levels of psychological empowerment, work engagement and retention of talent. Recommendations for future research were made. / MA (Industrial Psychology), North-West University, Vaal Triangle Campus, 2013

Globally competitive industries need to keep up with the rigorous technical innovations to ensure that they reach their targets in terms of customer satisfaction. In order to do this, businesses need to ensure that they have the correct skills and capabilities in order to meet their demands. Organisations encounter difficulties as they constantly need to replace lost skills, and once these skills have been replaced, they need to spend additional money to train and equip new employees adequately to perform the jobs that they are employed to do. These days, many companies find themselves in financial turmoil which emerges from large turnover rates. There has been a severe exodus of skilled employees in the utility industry. During the past twelve months, this industry has lost 1 479 critical skills. Scarce skills are expensive to retain and it is important that employee well-being take top priority to keep up with changing labour demographics. This upkeep relates to huge emphasis being placed on customer satisfaction. In order to keep customers happy, companies first need to keep their employees happy. Efforts made by the organisation to improve situational circumstances for its employees, will promote positive individual and organisational outcomes. Two dimensions contribute greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes, namely a fulfilled psychological contract and fairness in allocating monetary rewards. Money should not be used as a Band-Aid; not everything can be remedied with money. However, money is important, although it is not the most important factor. Fulfilment of the different dimensions of the psychological contract, including, but not limited to opportunities for personal growth and career advancement, and a management-supportive work environment are vital towards establishing and maintaining a positive employment relationship. The aim of the study was to investigate the role of psychological contract breach, job satisfaction and turnover intention in the utility industry and to determine the outcomes thereof. A mixed method approach was used to gather data. In the qualitative study, managers and staff (N = 15) were interviewed and a thematic content analysis was performed. In the second phase of the study, the quantitative part, questionnaires were distributed to employees (N = 251) across all levels of the organisation. The measuring instruments used were the Psychological Contract Inventory, Job Satisfaction Scale and Turnover Intention Scale. The results of Article 1 (Chapter 2) showed that a total of 60% of participants made reference to the importance of money. Emphasis was also placed on other aspects, where 53% of participants made mention of leadership being an important driver of job satisfaction. Other themes also regarded as important toward curbing skills loss were the importance of personal excellence and the need for effective communication as drivers of job satisfaction. Article 2 (Chapter 3) found that a fulfilled balanced psychological contract displayed a strong, positive relationship with job satisfaction and that job satisfaction had a negative impact on turnover intention. These findings support the negative impact of psychological contract breach on job satisfaction and, in relation to this, job dissatisfaction positively impacted turnover intention. It was further found that psychological contract breach of the balanced contract had an indirect positive impact on turnover intent via job satisfaction. Recommendations for future studies were made. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

The mining industry has been under enormous pressure in the past few years. particularly with issues around production and costs. As far as human capital is concerned. the gold industry has seen a high degree of shrinkage in personnel. In order to be able to cope with the continuous challenges faced by the mining industry, mining organisations need leaders of the highest standards. Due to the challenge of increasing productivity levels, empowerment is required within the gold mining industry. The correct application of empowerment may increase efficiency and effectiveness inside an organisation. Having employees with the appropriate levels of organisational commitment facilitates the change management process and ensures its successful implementation. Organisations value commitment among their employees because it is typically assumed to reduce withdrawal behaviours, such as lateness, absenteeism and turnover. The objective of this study was to determine the relationship between leader empowering behaviour, organisational commitment and turnover intention within the mining industry. The research method consists of a literature review and an empirical study. A cross-sectional survey design was used to collect the data. An availability sample (N = 388) was taken from mining employees. The Leader Empowering Behaviour Questionnaire (LEBQ), Affective Organisational Commitment Scale (AOC), Turnover Intention Scale (Tl) and a biographical questionnaire were administered. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. / Contents: Leader empowering behaviour -- Organisational commitment -- Turnover intention -- Work performance -- Productivity / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007

Gold mining in South Africa has played a significant role in the economic development of the country over the past 120 years. The continued focus on productivity, recruitment and consolidation in the South African gold mining industry will result in a decline in production. Much of the decline can be attributed to natural attrition as the industry has moved from a mass employer of limited, contract, unskilled labour, to an employer of more permanent, mostly semi-skilled or skilled labour. The objective of this research was to investigate the reliability of measuring instruments of social support, role overload (qualitative and quantitative), job satisfaction and turnover intention for employees in the mining industry. Further objectives included empirically determining whether social support has a moderating effect on the relation between role overload and job satisfaction and turnover intention. A cross-sectional survey design was used. A random sample was taken from a South African mining company (N=250). Gender and age were included as control variables. Individuals on Paterson grading E band to C Upper (managers) were part of the sample. Five measuring instruments were administrated. Descriptive statistics and inferential statistics were used to analyse the data. The results obtained for the five scales proved the measuring instruments to be reliable. The results show that when an employee feels that his/her work is more than he/she can accomplish in the time available (quantitative role overload), the employee will most probably also feel that his/her work requires skills, abilities and knowledge beyond that of their own (qualitative role overload). It is also indicated that social support from the supervisor increases the employee's positive attitude or pleasurable emotional state towards his/her job or job experience (job satisfaction), as well as heightens the probability of social support from colleagues. Furthermore, the more positive the employee's attitude towards the job, the less the intention to stop working will be (turnover intention). This intention to stop working will also be less when social support from the supervisor is more and/or when the employee experiences less feelings that his/her work is more than he/she can accomplish in the time available. Turnover intention was predicted by social support from supervisor. Job satisfaction was predicted by role overload (quantitative) and social support from supervisor. By way of conclusion, recommendations for future research are made. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2007.

Contemporary South African higher education institutions have undergone many drastic changes in recent years with regard to the demographic composition of students and organisational structures. Huge demands in terms of transformation have been placed on these institutions while they have simultaneously been transforming from former Technikons to Universities of Technology. This causes staff to be faced with major changes which affect all aspects of the institution. The objective of this research was to investigate whether role overload, job satisfaction and locus of control could be used to predict turnover intention of employees in a higher education institution. Further objectives included empirically determining whether locus of control had a mediating effect between role overload, job satisfaction and turnover intention. A cross-sectional survey design was used and an availability sample was taken from a South African higher education institution («=210). Five measuring instruments were administered as part of a larger questionnaire. Descriptive statistics were used to analyse the data and a series of regressions was used to test for the hypothesised mediating effect. The reliability coefficients obtained for the scales indicated that the Cronbach Alpha coefficients for qualitative role overload, job satisfaction and turnover intention were acceptable; however, those for quantitative role overload and locus of control were below the recommended cut-off mark. The results showed that there was a strong relationship between the dimensions of overload, indicating that the feeling of having too much to do in the time available is accompanied by the feeling that individuals do not have the skills to complete their required tasks. Furthermore, it was found that if employees feel that they have too much to do and that they do not possess the skills to complete tasks, they will be dissatisfied with their jobs. Both quantitative and qualitative role overload contributed to the participant's thoughts of leaving the institution and it was concluded that a satisfied employee is less likely to think of leaving the organisation. Locus of control had minimal relationships with quantitative and qualitative role overload, as well as with turnover intention. Locus of control was, however, found to be related to job satisfaction. Locus of control was found to be a poor predictor of turnover intention and did not mediate the relationship between role overload and job satisfaction on the one hand, and turnover intention on the other. It was concluded that job satisfaction was the strongest predictor of turnover intention. By way of conclusion, recommendations were made both for the organisation and for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2008.

With South Africa currently experiencing a skills shortage, companies need to take job insecurity, job satisfaction and social support into consideration as part of their retention strategy. There is also tremendous pressure being placed on organisations to improve their performance and to become increasingly competitive, which has resulted in job insecurity becoming a reality in South Africa. A petro-chemical company in South Africa was studied to determine the possible relationships between job insecurity, job satisfaction, social support, tenure, intention to leave and qualifications. The participants (N=l 84) included process controllers, senior process controllers, group leaders/foremen, section leaders and area leaders of various business units of the petro-chemical company. A quantitative study was conducted using a cross-sectional survey design. Self-administered questionnaires were used which included the Job Insecurity Questionnaire (JIQ), The Turnover Scale, Social Support and the Job Satisfaction Scale. The statistical analysis included descriptive statistics, factor analysis, Pearson product-moment correlation coefficients as well as MANOY A and structural equation modelling. The statistical analysis included descriptive statistics, factor analysis, Pearson product-moment correlation coefficients as well as MANOVA and structural equation modelling. Results indicated there was no correlation between job insecurity and tenure, nor between qualifications and job insecurity. It was concluded that lower job satisfaction resulted in higher job insecurity and that higher job satisfaction resulted in lower levels of intentions to leave. There was a positive correlation between social support and job satisfaction. With these results and the model developed it would be possible for the company to adjust their retention strategy to achieve optimal results. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2010.