The contemporary working environment is characterised by constant change and increased cognitive and emotional demands on employees. At the same time, long-term employment is no longer guaranteed and often employees are not loyal to one organisation throughout their careers. These changes alter and threaten the viability of the employment relationship. Employees still provide a competitive edge for organisations and their expectations should be managed in such a way that the current organisation remains the employee’s employer of choice. If employers fail to achieve this, employees will be less satisfied and voluntary turnover will result, with detrimental effects on the organisation, both directly and indirectly. In order to ensure the retention of valuable employees, organisations need to identify the predictors of employees’ intention to leave and the nature of the relationships between these factors. Previous studies focused on evaluating the content of the psychological contract and its relation to employee well-being and intention to leave. However, the focus should be less on what employees expect from employers and more on whether these expectations are being fulfilled, now and in future, and whether employees perceive it as fair. Although numerous studies have been conducted on the outcomes of the psychological contract, the evaluation of the state of the psychological contract and its predictive ability remains largely unexplored. More research is also needed to identify mediators in the psychological contract domain. Employability emerged as a coping resource for employees in times of uncertainty. Unfortunately, the more employable employees are, the more likely they will leave the organisation. Due to the assumed positive relationship between employability and performance, organisations should aim to enhance the employability of their employees but at the same time they should seek ways to retain these employees. Empirical research on the outcomes of perceived employability is limited and more research is also needed to identify moderators. The objectives of the study were 1) to determine whether the state of the psychological contract (as perceived by the employee) mediates the relationship between employees’ well-being and their intention to leave the organisation; and 2) to determine whether the state of the psychological contract (as perceived by the employee) moderates the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. Structural equation modelling was used to establish the significance of the relationship between the variables simultaneously. Two structural models were evaluated; one with employee well-being as mediator and one with the state of the psychological contract as moderator. The results indicated that employee well-being partially mediates the negative relationship between the state of the psychological contract and intention to leave. The state of the psychological contract played a significant role in predicting individual outcomes. The results also indicated that perceived employability had a positive relationship with intention to leave. This is in line with previous international studies. Contrary to what was expected, no significant relationship was found between perceived employability and employee well-being. Furthermore, the state of the psychological contract did not moderate the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. The results highlighted the importance of well-being as a factor in employees’ intention to leave the organisation. Recommendations were made for organisations and futher reseach. / Thesis (MCom (Human Resource Management))--North-West University, Potchefstroom Campus, 2013.

The contemporary working environment is characterised by constant change and increased cognitive and emotional demands on employees. At the same time, long-term employment is no longer guaranteed and often employees are not loyal to one organisation throughout their careers. These changes alter and threaten the viability of the employment relationship. Employees still provide a competitive edge for organisations and their expectations should be managed in such a way that the current organisation remains the employee’s employer of choice. If employers fail to achieve this, employees will be less satisfied and voluntary turnover will result, with detrimental effects on the organisation, both directly and indirectly. In order to ensure the retention of valuable employees, organisations need to identify the predictors of employees’ intention to leave and the nature of the relationships between these factors. Previous studies focused on evaluating the content of the psychological contract and its relation to employee well-being and intention to leave. However, the focus should be less on what employees expect from employers and more on whether these expectations are being fulfilled, now and in future, and whether employees perceive it as fair. Although numerous studies have been conducted on the outcomes of the psychological contract, the evaluation of the state of the psychological contract and its predictive ability remains largely unexplored. More research is also needed to identify mediators in the psychological contract domain. Employability emerged as a coping resource for employees in times of uncertainty. Unfortunately, the more employable employees are, the more likely they will leave the organisation. Due to the assumed positive relationship between employability and performance, organisations should aim to enhance the employability of their employees but at the same time they should seek ways to retain these employees. Empirical research on the outcomes of perceived employability is limited and more research is also needed to identify moderators. The objectives of the study were 1) to determine whether the state of the psychological contract (as perceived by the employee) mediates the relationship between employees’ well-being and their intention to leave the organisation; and 2) to determine whether the state of the psychological contract (as perceived by the employee) moderates the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. Structural equation modelling was used to establish the significance of the relationship between the variables simultaneously. Two structural models were evaluated; one with employee well-being as mediator and one with the state of the psychological contract as moderator. The results indicated that employee well-being partially mediates the negative relationship between the state of the psychological contract and intention to leave. The state of the psychological contract played a significant role in predicting individual outcomes. The results also indicated that perceived employability had a positive relationship with intention to leave. This is in line with previous international studies. Contrary to what was expected, no significant relationship was found between perceived employability and employee well-being. Furthermore, the state of the psychological contract did not moderate the relationship between perceived employability and employees’ well-being and their intention to leave the organisation, respectively. The results highlighted the importance of well-being as a factor in employees’ intention to leave the organisation. Recommendations were made for organisations and futher reseach. / Thesis (MCom (Human Resource Management))--North-West University, Potchefstroom Campus, 2013.

The objective of this study was to investigate the influence of manager behaviour on the turnover intentions of employees with scarce and critical skills in the mining industry. A cross-sectional survey design was used. A purposive sample (n = 505) was used to collect the data at a platinum operation. Questionnaires were given to employees with scarce and critical skills who fall within the C1 - D1 Patterson level range. Cronbach alpha coefficients were used to assess the reliability and validity of the measuring instruments. All the factors relating to manager's behaviour proved reliable, with the exception of feedback, and recommendations were made to improve the reliability of this specific scale. Results indicated statistically significant relationships between job satisfaction, recognition, feedback, communication from the manager and supervisor support, while a lack of job satisfaction, recognition, feedback, communication from the manager and supervisor support could be applied to predict turnover intentions of employees with scarce and critical skills. The moderating effect of supervisor social support between levels of recognition and turnover intention was supported. Based on the results obtained, conclusions were made after which recommendations were made for future research. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2011.

The objective of this study was, firstly, to investigate the reliability of a measure of qualitative and quantitative job insecurity and, secondly, to determine the relationship between qualitative and quantitative job insecurity, job satisfaction, affective organisational commitment, turnover intention and locus of control. A cross–sectional survey design was used which included participants randomly selected from a retail banking group across junior, supervisory and middle management levels (n=178). The job insecurity scales of Hellgren, Sverke and Isaksson (1999); job satisfaction scale of Hellgren, Sjöberg and Sverke (1997); affective organisational commitment scale of Allen and Meyer (1990); turnover intention scale of Sjöberg and Sverke (2001) and the locus of control scale of Levenson (1981) were administered. Descriptive statistics were used in order to analyse the data. Structural equivalence was used for the comparison of the factor structures of the job insecurity scale for the three language groups. Furthermore, in order to determine the relationships between the variables, the Pearson product–moment correlation coefficients were used, while the dependent variable turnover intention was predicted by means of a regression analysis. As indicated at the outset, two research articles form the basis of this mini–dissertation: Based on the first article, results indicate that both the qualitative and quantitative scale presented satisfactory levels of reliability across different language groups, and a relationship between these dimensions (quantitative and qualitative) was noticeable. However, the item “I think my future prospects and opportunities within the organisation are good” included in the qualitative job insecurity scale could well be problematic, the deduction being that language barriers probably played a role in participants’ interpretation of the question. According to the second article, both qualitative and quantitative job insecurity positively related to turnover intentions. Furthermore, job satisfaction reported a negative relationship with turnover intention, and a negative relationship between qualitative job insecurity and job satisfaction came to the fore. Locus of control, on the other hand, had a direct bearing on qualitative job insecurity, while only job satisfaction and quantitative job insecurity directly predicted employees’ turnover intention in the banking sector. Finally, locus of control seemingly had no mediating effect when predicting turnover intention. Based on the afore–going, this mini–dissertation will conclude by offering deductions and making recommendations for further research as well as offering possible solutions to the commercial banking sector as far as the retention of staff is concerned. / Thesis (M.Com. (Human Resource Management))--North-West University, Potchefstroom Campus, 2012.

The objective of this study was to investigate the influence of manager behaviour on the turnover intentions of employees with scarce and critical skills in the mining industry. A cross-sectional survey design was used. A purposive sample (n = 505) was used to collect the data at a platinum operation. Questionnaires were given to employees with scarce and critical skills who fall within the C1 - D1 Patterson level range. Cronbach alpha coefficients were used to assess the reliability and validity of the measuring instruments. All the factors relating to manager's behaviour proved reliable, with the exception of feedback, and recommendations were made to improve the reliability of this specific scale. Results indicated statistically significant relationships between job satisfaction, recognition, feedback, communication from the manager and supervisor support, while a lack of job satisfaction, recognition, feedback, communication from the manager and supervisor support could be applied to predict turnover intentions of employees with scarce and critical skills. The moderating effect of supervisor social support between levels of recognition and turnover intention was supported. Based on the results obtained, conclusions were made after which recommendations were made for future research. / Thesis (M.Com. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2011.

The objective of this study was, firstly, to investigate the reliability of a measure of qualitative and quantitative job insecurity and, secondly, to determine the relationship between qualitative and quantitative job insecurity, job satisfaction, affective organisational commitment, turnover intention and locus of control. A cross–sectional survey design was used which included participants randomly selected from a retail banking group across junior, supervisory and middle management levels (n=178). The job insecurity scales of Hellgren, Sverke and Isaksson (1999); job satisfaction scale of Hellgren, Sjöberg and Sverke (1997); affective organisational commitment scale of Allen and Meyer (1990); turnover intention scale of Sjöberg and Sverke (2001) and the locus of control scale of Levenson (1981) were administered. Descriptive statistics were used in order to analyse the data. Structural equivalence was used for the comparison of the factor structures of the job insecurity scale for the three language groups. Furthermore, in order to determine the relationships between the variables, the Pearson product–moment correlation coefficients were used, while the dependent variable turnover intention was predicted by means of a regression analysis. As indicated at the outset, two research articles form the basis of this mini–dissertation: Based on the first article, results indicate that both the qualitative and quantitative scale presented satisfactory levels of reliability across different language groups, and a relationship between these dimensions (quantitative and qualitative) was noticeable. However, the item “I think my future prospects and opportunities within the organisation are good” included in the qualitative job insecurity scale could well be problematic, the deduction being that language barriers probably played a role in participants’ interpretation of the question. According to the second article, both qualitative and quantitative job insecurity positively related to turnover intentions. Furthermore, job satisfaction reported a negative relationship with turnover intention, and a negative relationship between qualitative job insecurity and job satisfaction came to the fore. Locus of control, on the other hand, had a direct bearing on qualitative job insecurity, while only job satisfaction and quantitative job insecurity directly predicted employees’ turnover intention in the banking sector. Finally, locus of control seemingly had no mediating effect when predicting turnover intention. Based on the afore–going, this mini–dissertation will conclude by offering deductions and making recommendations for further research as well as offering possible solutions to the commercial banking sector as far as the retention of staff is concerned. / Thesis (M.Com. (Human Resource Management))--North-West University, Potchefstroom Campus, 2012.