Tesis sobre el tema "Employee behaviour"

Employee performance is a constant concern for any manager in a company or organisation. Managers have the unenviable task of balancing the meeting of organisational targets through the resources at their disposal. They must also manage their own responsibilities and personal targets which could be different to targets of the employees. These differences could create divergent priorities and affect the manager-employee relationship. Managers, in an effort to create a healthy work environment, need to show leadership qualities that encourage cooperation from their employees. These qualities must enable employees to form trustworthy relationships with their colleagues and the organisation thereby encouraging employee engagement and improved performance. A specific leadership quality that can create this type of positive and productive environment is authenticity. Authentic leadership can engender employee trust and organisational commitment and improve performance. Authentic leadership encourages improved relationships in the organisational environment by allowing employees and managers to communicate effectively. This encourages understanding of individual and organisational limitations in a non-threatening manner. Cultural intelligence is another quality that can enhance the employee manager relationship and affect the organisational climate. In South Africa’s culturally diverse environment managers from various cultural backgrounds will need to form healthy working relationships with employees and colleagues to encourage cooperation. These challenges and opportunities form the basis for this research study in the hope of informing managers of the relevance of the research topic and encouraging a change of behaviour and further study within the South African work environment.

An employee who has a low level of awareness of how behaviours impact corporate reputation, and access to large online communities, could potentially expose the business to reputational risk. The vast number of individuals on these networks, combined with the low level of skill needed to publish on these sites, has resulted in comments and behaviours being amplified to a much greater audience. Employees and their behaviours represent the reality of the organisation to external stakeholders, and so offer a potential risk for reputational damage.This research used an online survey with Likert scales to test the hypotheses. The survey was sent out to a convenience sample, and then a snowballing technique was used to reach the employees within the identified companies.Managers and employees are equally aware of their impact on corporate reputation; however, they have a difference in opinion on what are acceptable topics to place in the public domain. A breach in the employee-employer psychological contract does not result in an increase in employee‟s willingness to post sensitive information in the public domain and employees are undecided as to how they feel about being prohibited from posting certain information in the public domain as an infringement of their person rights.<br>Dissertation (MBA)--University of Pretoria, 2012.<br>Gordon Institute of Business Science (GIBS)<br>unrestricted

Contemporary human resources management suggests that organisations which have been able to make it in the business arena have done so through good people management practices. Job satisfaction, through a people centered approach, has not been spared as one of the critical forces used in achieving organisational effectiveness. Traditional thought behind job satisfaction prescribes that satisfied employees tend to be more productive, creative and committed to their jobs; all of which are imperative to ii achieving an organisation’s bottom line. There has been some controversy surrounding the nature of the relationship between job satisfaction and organisational citizenship behaviour, which is another factor that is regarded as important in achieving organisational effectiveness. Some studies have shown that organisational citizenship behavior is a result of job satisfaction. In this regard, the present study focuses on the extent to which job satisfaction influences organisational citizenship behaviour among selected organizations in Zimbabwe. The study hypothesised that job satisfaction correlates positively with organisational citizenship behaviour. Participants in the study comprise of middle level management, supervisors and lower level employees. Two questionnaires were combined to collect data for the study. The Minnesota Satisfaction questionnaire was used to collect data on job satisfaction whilst a questionnaire by Konovsky and Organ (1996:253) was used to collect data on organisational citizenship behaviour. The results show that employees in the organisations surveyed report moderate levels of job satisfaction and organizational citizenship behavior. It was established that there was a substantive correlation between job satisfaction and organisational citizenship behaviour.

To maintain a competitive edge in the tourism and hospitality industries, considerable emphasis has been placed on providing quality services for customers. While the work attitudes and behaviours of staff who deliver these services can influence the experiences of service by customers, little is known how internal and external aspects of the environment of an organisation with a controversial service affect the empowerment, work attitudes and well-being of its employees. The aim of the present program of research was to identify employees' perceptions of the salient aspects of the internal and external environment of an organisation delivering a controversial service, gambling, and to examine the impact of these environmental aspects on the empowerment, commitment and well-being of its employees. Working in any service organisation can be demanding for employees, exacerbated when employees deliver a controversial service such as gambling, and work in close proximity to people who gamble. Research indicates that delivery of a gambling service differs from the delivery of other recreational pursuits due to the negative personal, social, and financial impacts of gambling on problem gamblers and others. These negative costs of gambling have generated long standing ethical or moral objections within the community, and, because of the range of community views about gambling, employees who deliver gambling services are likely to be confronted with opposing community views. By interacting with patrons, employees may also question their values and attitudes to gambling, and feel concerned about those patrons who they consider may have a problem with gambling. Organisational resources that facilitate the empowerment, work attitudes and well-being of employees may exist, however, and reduce the negative effects of any gambling-related influences on employees. A mixed methods research design, consisting of two sequential phases, was used. The methods complemented each other, and minimised the disadvantages of using only one approach. A qualitative method was used in the first phase of the program to collect rich descriptions of the experiences of twenty staff working in seven Queensland clubs with gambling services in South East Queensland. The in-depth interviews helped to identify gambling-related challenges and climate-based resources of the internal and external work environments of the service organisation. The gambling-related challenges included community and media attitudes to gambling, peoples' demands on clubs, and staff beliefs about patrons who gamble. The climate-based resources included the organisational welfare of employees, expressed as meeting employees' needs for respect, developing supportive relationships with staff, encouraging open and clear communication, and the provision of social support. Organisational emphasis on quality service and meeting the needs of patrons also served as a climate-based resource for employees. The qualitative process additionally examined the impact of these factors on the empowerment, commitment and well-being of the employees, allowing the development of a conceptual model of the environmental factors of a gambling industry predicting employees' empowerment, commitment, and well-being. In the second phase of the research program, the conceptual model was tested using a cross-sectional survey. A complex, stratified, random sampling technique allowed access to a sample of clubs and participants that best represented registered and licensed clubs in Queensland. A self-administered mail questionnaire was sent to 468 employees over 41 Queensland clubs with 25 to 280 poker machines. After firstly establishing the soundness of the measurement properties of the model using confirmatory factor analysis, structural equation modelling was used to test the utility of the conceptual model developed in Study 1. Overall, Study 2 supported several of the proposed links, suggesting that the conceptual model developed in Study 1 was useful for examining the salient aspects of the external and internal environments of a club that influence staff empowerment, commitment, and well-being. The study showed the role of climate-based resources in a gambling industry by indicating that those employees who had positive perceptions about employee relations, positive beliefs about patron welfare, and felt supported by their supervisors, felt more empowered, and reported higher commitment and reduced emotional exhaustion. Employee relations was the most influential construct in predicting empowerment, and indirectly affected commitment and well-being (mediated by the empowerment dimensions). Study 2 also confirmed that gambling-based challenges of the external and internal environments impacted on the empowerment and well-being of employees. Those employees who believed that the community supported gambling reported an increased sense of influence over their work environment. The employees who held positive beliefs about patrons who gamble, reinforced gambling in clubs, and attributed the causes of problems in gambling onto sources outside themselves (mostly to the patrons), reported more positive well-being. Employees who perceived that people were demanding, and were not appreciative of what clubs did for the community reported reduced meaningfulness, a reduced sense of influence over their duties and work environment, and reduced well-being. Findings also illustrated the key role of influence, and, in particular, the meaningfulness dimension, in the empowerment, commitment, and well-being of employees in an industry delivering a gambling service. The findings of this research have implications for managerial interventions designed to promote the empowerment, commitment and well-being of employees who deliver a gambling service. By developing and strengthening the organisational resources that facilitate the empowerment, work attitudes and well-being of employees, managers are also likely to reduce the negative effects of the demands and conflicting influences of the external and internal gambling-related challenges on employees. This research program is distinctive in that research has not previously examined the impact of internal and external challenges and resources of a gambling industry on the empowerment, work attitudes, and well-being of its employees. There has, also, been no prior research focused on the work attitudes of employees in the Queensland club industry. Future research needs to replicate the findings of the present research program. The challenges and resources that were found to affect employees in the club industry, however, may be organisation specific. There is, therefore, a need for further research that compares the impact of factors related to the delivery of a gambling service in the club industry with different gambling industries, such as the hotel and casino industries. To provide further insight into the effects of empowerment on employees' work outcomes, a performance measure, such as patron satisfaction could be included. Future studies could also examine group differences in perceptions of climate-based and gambling-related influences on the empowerment, work attitudes and well-being of employees, as a function of their occupational level. The interviews of the present research program implied that employees in different organisational positions might respond differently to both the external and internal environmental factors of the organisation.

To maintain a competitive edge in the tourism and hospitality industries, considerable emphasis has been placed on providing quality services for customers. While the work attitudes and behaviours of staff who deliver these services can influence the experiences of service by customers, little is known how internal and external aspects of the environment of an organisation with a controversial service affect the empowerment, work attitudes and well-being of its employees. The aim of the present program of research was to identify employees' perceptions of the salient aspects of the internal and external environment of an organisation delivering a controversial service, gambling, and to examine the impact of these environmental aspects on the empowerment, commitment and well-being of its employees. Working in any service organisation can be demanding for employees, exacerbated when employees deliver a controversial service such as gambling, and work in close proximity to people who gamble. Research indicates that delivery of a gambling service differs from the delivery of other recreational pursuits due to the negative personal, social, and financial impacts of gambling on problem gamblers and others. These negative costs of gambling have generated long standing ethical or moral objections within the community, and, because of the range of community views about gambling, employees who deliver gambling services are likely to be confronted with opposing community views. By interacting with patrons, employees may also question their values and attitudes to gambling, and feel concerned about those patrons who they consider may have a problem with gambling. Organisational resources that facilitate the empowerment, work attitudes and well-being of employees may exist, however, and reduce the negative effects of any gambling-related influences on employees. A mixed methods research design, consisting of two sequential phases, was used. The methods complemented each other, and minimised the disadvantages of using only one approach. A qualitative method was used in the first phase of the program to collect rich descriptions of the experiences of twenty staff working in seven Queensland clubs with gambling services in South East Queensland. The in-depth interviews helped to identify gambling-related challenges and climate-based resources of the internal and external work environments of the service organisation. The gambling-related challenges included community and media attitudes to gambling, peoples' demands on clubs, and staff beliefs about patrons who gamble. The climate-based resources included the organisational welfare of employees, expressed as meeting employees' needs for respect, developing supportive relationships with staff, encouraging open and clear communication, and the provision of social support. Organisational emphasis on quality service and meeting the needs of patrons also served as a climate-based resource for employees. The qualitative process additionally examined the impact of these factors on the empowerment, commitment and well-being of the employees, allowing the development of a conceptual model of the environmental factors of a gambling industry predicting employees' empowerment, commitment, and well-being. In the second phase of the research program, the conceptual model was tested using a cross-sectional survey. A complex, stratified, random sampling technique allowed access to a sample of clubs and participants that best represented registered and licensed clubs in Queensland. A self-administered mail questionnaire was sent to 468 employees over 41 Queensland clubs with 25 to 280 poker machines. After firstly establishing the soundness of the measurement properties of the model using confirmatory factor analysis, structural equation modelling was used to test the utility of the conceptual model developed in Study 1. Overall, Study 2 supported several of the proposed links, suggesting that the conceptual model developed in Study 1 was useful for examining the salient aspects of the external and internal environments of a club that influence staff empowerment, commitment, and well-being. The study showed the role of climate-based resources in a gambling industry by indicating that those employees who had positive perceptions about employee relations, positive beliefs about patron welfare, and felt supported by their supervisors, felt more empowered, and reported higher commitment and reduced emotional exhaustion. Employee relations was the most influential construct in predicting empowerment, and indirectly affected commitment and well-being (mediated by the empowerment dimensions). Study 2 also confirmed that gambling-based challenges of the external and internal environments impacted on the empowerment and well-being of employees. Those employees who believed that the community supported gambling reported an increased sense of influence over their work environment. The employees who held positive beliefs about patrons who gamble, reinforced gambling in clubs, and attributed the causes of problems in gambling onto sources outside themselves (mostly to the patrons), reported more positive well-being. Employees who perceived that people were demanding, and were not appreciative of what clubs did for the community reported reduced meaningfulness, a reduced sense of influence over their duties and work environment, and reduced well-being. Findings also illustrated the key role of influence, and, in particular, the meaningfulness dimension, in the empowerment, commitment, and well-being of employees in an industry delivering a gambling service. The findings of this research have implications for managerial interventions designed to promote the empowerment, commitment and well-being of employees who deliver a gambling service. By developing and strengthening the organisational resources that facilitate the empowerment, work attitudes and well-being of employees, managers are also likely to reduce the negative effects of the demands and conflicting influences of the external and internal gambling-related challenges on employees. This research program is distinctive in that research has not previously examined the impact of internal and external challenges and resources of a gambling industry on the empowerment, work attitudes, and well-being of its employees. There has, also, been no prior research focused on the work attitudes of employees in the Queensland club industry. Future research needs to replicate the findings of the present research program. The challenges and resources that were found to affect employees in the club industry, however, may be organisation specific. There is, therefore, a need for further research that compares the impact of factors related to the delivery of a gambling service in the club industry with different gambling industries, such as the hotel and casino industries. To provide further insight into the effects of empowerment on employees' work outcomes, a performance measure, such as patron satisfaction could be included. Future studies could also examine group differences in perceptions of climate-based and gambling-related influences on the empowerment, work attitudes and well-being of employees, as a function of their occupational level. The interviews of the present research program implied that employees in different organisational positions might respond differently to both the external and internal environmental factors of the organisation.<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>School of Applied Psychology (Health)<br>Full Text

This thesis represents a single case study that sheds light on the importance of developing shared understandings of employee green behaviour within a large school-based setting. The findings reveal that Organisational Citizenship Behaviour towards the Environment (OCBE) is the dominant form of green behaviour in the organisation and that eco-initiatives are the most performed OCBE. To increase employee performance of discretionary green behaviours, the study found that more feedback is required regarding the impact of employee green behaviours, a shared understanding of what green behaviour at work means should be clearly articulated as well as improving the buy-in from managers regarding their own green behaviour.

This research explores the interactions of people across cultures. It looks into how cultural distinctiveness and cultural characteristics may serve as a strategic resource for organisations. The research investigates whether the sustained success of South East Asian Airlines in achieving high levels of customer satisfaction is influenced by the application of distinctive cultural traditions and values in the delivery of customer service. Given that this service is delivered by a predominantly female workforce, the research explores cabin crew behaviours and values in relation to assumptions about gender roles that are found within the airline industry generally and South-East Asian cultures specifically. The research is based on a case study of one company, Thai Airways. A triangulated methodology was applied, using a mixture of company documentation, observations and semi-structured interviews. The research aims to inform our understanding of the service interface in a cross-cultural airline environment. Of particular emphasis in this study is the connection between spiritual, cultural values and traditional gender roles within Thai society, which has an impact on the relationship between passengers and cabin crew. The thesis illustrates how the understanding of the relationship between national cultures and individual characteristics can be refined through the use of a conceptual framework. The findings imply that traditional Thai cultural values underpinned by Buddhist spirituality play a part in shaping the way cabin crew think about their work. These influences help them to respond positively to company policy, which in turn can help to achieve Thai Airways’ corporate goals. This synergy between company policy, national culture and spirituality may shape the quality of the service and help to create customer satisfaction. The findings demonstrate that there is a relationship between the satisfaction of basic Thai female needs and work-life balance. Thai cabin crews who work in a female environment tend to balance their career, finances and family so that these needs are met.

Thesis (MComm)--Stellenbosch University, 2013.<br>ENGLISH ABSTRACT: The banking industry today is seen as a demanding world of work where employees are constantly exposed to high demands and this may have an influence on their work engagement levels and their organisational commitment. It seems that in this industry, employee turnover and absenteeism levels are high, and some employees seem to be de-motivated in their work. The impact of this changing world is most evident in changes in the employment relationship that exist between employer and employee. Employees are expected to give more in terms of time, effort, skills and flexibility, whereas there is a strong perception that employees receive less in terms of career opportunities, lifetime employment and job security. It is in view of the above work complexities that employee engagement has become a focus area, and in particular, to understand the mediating effects of certain psychological conditions in relation to work engagement. Should either employment party not fulfil its contractual terms in any way, the psychological contract will be breached or violated and the employee might attempt to balance the situation by reducing his or her job efforts and making use of various counterproductive work behaviours. Transformation or change of the working circumstances, such as during or after mergers, seem to present a serious challenge to the employment relationship and the prevailing levels of job satisfaction, organisational commitment and productivity. The research question for this study was: “To investigate whether differential exposure of employees of a retail bank to change-related stressors is associated with different configurations of perceived job demands and job resources, affective states, psychological contract, job engagement, burnout and counterproductive work behaviour, and to study the relationships between these variables with the view to understanding the development of the job engagement, burnout and performance-related behaviours of these employees”. This study utilised a quantitative descriptive research design to analyse the data using statistical procedures. All the data was statistical in nature. The sample (n = 300) comprised of employees of three main levels on the organigram such as, team leaders, team managers and employees, from the Regional Head Office in Pretoria. The primary research tool utilised to conduct the study was a self-compiled questionnaire. This was hand delivered and collected from all respondents. The six questionnaires constituting the composite questionnaire were: the Maslach Burnout Inventory (MBI-GS), Counterproductive workbehaviour Inventory (CWB), Utrecht Work Engagement Scale (UWES), the Job Characteristics Inventory (JCI), Psychological Contract Inventory (PCI) and the Warwick-Edinburgh Mental Well-being Scale (WEMWBS). The descriptive statistics reflected a majority of participants had been working for 1 to 4 years (34%) and 5 to 9 years (33%). The largest percentages of participants (74%) were team members while other participants were defined as team leaders (22%) and team managers (4%). The majority of these participants (59%) were also appointed prior to the merger while the median was calculated at 3 years for the amount of years the participants have remained in their current job band (salary structure). A very high percentage of participants (82%) did not manage people directly nor indirectly (83%). It was found that an inter-correlation existed between the demographic variables and the psychological constructs, confirming that the number of years employed was associated with a lower likelihood of psychological withdrawal. While the years of employment in the same position related positively with absorption, and negatively with perceived job resources, the level of abuse experienced, showed a positive association with the degree of psychological contract adherence by the employee and a negative correlation with the extent of perceived contract violation. Evidence was also found for the moderating effect of work engagement in the relationship between well-being and work engagement and between work engagement and some of the counterproductive work behaviour dimensions. Evidence also revealed that mental well-being was experienced some of the time and counterproductive work behaviour almost never. The higher burnout scores, coupled with the simultaneous higher level of work engagement could possibly be viewed as an exploitable factor. The limitations of the current study and recommendations for organisations are discussed. This study highlights the fact that virtually all the comparisons between the pre-merger appointees and the post-merger appointees were insignificant. Burnout was however much more evident with the post-merger group. Employee or employer obligations towards the respondents were also viewed as insignificant, irrespective of the differences in psychological contract each employee experiences.<br>AFRIKAANSE OPSOMMING: Die banksektor word vandag gesien as 'n veeleisende werksomgewing waar werknemers konstant blootgestel word aan hoë werkseise. Dit kan dalk 'n invloed hê op hul werksbegeestering en hul organisasieverbondenheid. Dit blyk dat hierdie industrie hoë vlakke van werknemeromset en afwesigheid ervaar en dat sommige werknemers gedemotiveerd is in hul werk. Die uitwerking van die veranderende werksplek is veral sigbaar in die verandering van die diensverhouding tussen werkgewer en werknemer. Van werknemers word verwag om al hoe meer opofferinge te maak in terme van hulle tyd, insette, vaardighede en aanpasbaarheid, terwyl daar ‘n persepsie bestaan dat hulle al hoe minder ontvang in terme van loopbaanontwikkeling, lewenslange indiensneming en werksekuriteit. Dit is binne die konteks van die waargenome kompleksiteit binne die werksplek dat werksbegeestering 'n fokusarea geword het,en in die besonder om begrip te ontwikkel vir die mediërende effek van sekere sielkundige kondisies in verhouding tot werksbegeestering. Sou enige van die partye nie hul kontraktuele verpligtinge in enige opsig nakom nie, sal dit ‘n verbreking of skending van die sielkundige kontrak tot gevolg hê en mag die werknemer poog om die situasie te balanseer deur sy of haar insette te verminder en verskeie kontraproduktiewe vorme van werksgedrag tegebruik. Transformasie van, of verandering in werksomstandighede, soos tydens of nasamesmeltings, skyn ‘n ernstige uitdaging te bied vir die heersende vlak van werks tevredenheid, organisasieverbondenheid en produktiwiteit. Die navorsingsvraag virdie studie was: “Om ondersoek in te stel of verskillende tipes blootstelling van werknemers van ‘n kommersiële bank aan veranderingsverwante stressors geassosieer word met verskillende konfigurasies van werkseise en werkshulpbronne,affektiewe toestande, die sielkundige kontrak, werksbegeestering, uitbranding en kontraproduktiewe werksgedrag, metdie oogmerk om die verhouding tussen die veranderlikes te bestudeer met die doel om die ontwikkeling van die werksbegeestering, uitbranding en prestasiegerigte gedrag van daardie werknemers te verstaan”. Die studie het gebruik gemaak van ‘n kwantitatiewe navorsingsontwerp om alle data wat deur statistiese prosedures versamel word te ontleed. Die steekproef (n=300) bestaan uit 3 van die vernaamste vlakke op die organigram naamlik, spanleiers, spanbestuurders en werknemers van die streekshoofkantoor in Pretoria. ‘n Self-saamgesteldevraelys, wat per hand uitgedeel en versamel is, is gebruik in die studie. Die ses individuelevraelyste waaruit die vraelys bestaan het,sluit die volgende in: dieMaslach Burnout Inventory (MBI-GS), Counterproductive workbehaviour Inventory (CWB), Utrecht Work Engagement Scale (UWES), die Job Characteristics Inventory (JCI), Psychological Contract Inventory (PCI) en die Warwick-Edinburgh Mental Well-being Scale (WEMWBS). Die beskrywende statistiek reflekteer ‘n meerderheid van die respondent wat werkend is tussen 1 tot 4 jaar (34%) and 5 tot 9 jaar (33%). Die grootste persentasie van respondente (74%) was spanlede, terwyl die ander gedeelte van respondente verdeel is as spanleiers (22%) and spanbestuurders (4%). Die meerderheid van respondente (59%) was ook voor die samesmelting van die bank groep aangestel terwyl die mediaan bereken was op 3 jaar vir die hoeveelheid diensjare wat elke werknemer in hulle huidige posvlak was. ‘n Baie hoë persentasie van respondente (82%) het glad nie ondergeskiktes direk of indirek (83%) bestuur nie. Daar is bevind dat ‘n inter-korrelasie bestaan tussen demografiese veranderlikes en die sielkundige samestelling, wat weer bevestig dat die aantal jare wat individue in diens was, geassossieer word met die moontlikheid van ‘n lae psigologiese onttrekking. Terwyl die hoeveelheid diensjare in dieselfde pos posisie positief verbind word met absorpsie en negatief verbind word met waarneembare werkshulpbronne, word die vlak van wantoestand wat ervaar word, positief verband met die graad van nakoming van die sielkundige kontrak by werknemers en ‘n negatiewe korrelasie met waarneembare kontrakbreuk. Bewyse was ook gevind vir die modererings effek op werksbegeestering in die verhouding tussen psigologiese welstand en werksbegeestering en tussen werksbegeestering en somige dimensies van teenproduktiewe gedrag. Bewyse het getoon dat psigologiese welstand ook somtyds ervaar was, terwyl teenproduktiewe gedrag amper nooit ervaar was nie. ‘n Hoë uitbranding telling, gelyktydig gekoppel aan hoë vlakke van werksbegeestering kan moontlik beskou word as ‘n ontginbare faktor. Die beperkinge op die huidige studie en aanbevelings vir die organisaie is ook bespreek. Dié studie beklemtoon ook die feit dat al die vergelykings tussen pre-samesmelting aanstellings en post-samesmelting aanstellings totaal onbeduidend was. Uitbranding was baie meerduidelik opsigtelik onder die post-samesmelting groep. Werknemer of werkgewer verpligtinge teenoor die respondente was ook gesien as onbeduidend, ongeag van die verskille in die sielkundige kontrak wat deur elke werknemer ervaar word.

The main purpose of the study is to advance the organisational citizenship literature in the non-Westernised service context. An extant literature review revealed several gaps in the current understanding of the phenomenon including: (1) lack of studies looking at service-specific organisational citizenship behaviours, (2) limited research that has examined the effect of job satisfaction and three components of organisational commitment on citizenship behaviours in a simultaneous manner and (3) lack of studies attempting to identify 'new drivers' of citizenship behaviours. As a result, the present study develops a social structure explanation of service-specific citizenship behaviour (i.e. service employee citizenship behaviour), emphasising the importance of job satisfaction, three components of organisational commitment, co-worker support and passenger cooperation. In addition, the current study explores the moderating role of cultural orientation (i.e. individualism/collectivism). Using a survey approach, questionnaires were distributed to employees in an airline company based in Thailand. An effective response rate of 53.60% resulted in 335 questionnaires being collected for analysis. Structural Equation Modelling (SEM) procedures were followed using AMOS 6.0 to analyse the data. The findings reveal significant contributions of job satisfaction, affective commitment and normative commitment in predicting service employee citizenship behaviour. The examination of individual differences in terms of individualism/collectivism values highlights the different tendencies of employees to engage in different forms of service employee citizenship behaviour. Additionally, the conceptualisation along with empirical results not only emphasise the significant contribution of co-worker support and passenger cooperation on service employee citizenship behaviour, but also illustrate the importance of identifying job attitudes as a key mediator of the support-performance relationship. By this, this study extends the current understanding on determinants of service-specific organisational citizenship behaviours as well as the influence of individual difference with regards to individual/collectivism on such citizenship behaviours.

Increased competitive pressures have lead many organisations to aspire to develop high performance organisational cultures, as a means to engage employees and improve productivity and performance. While employee voice mechanisms can provide employees with an opportunity to have a say over employee interests and provide a means for employee input, organisations and their managers are increasingly seeing employee voice systems as a valuable mechanism to encourage suggestions and ideas that may be of benefit to the organisation. It is important, therefore, to understand how organisations, and their individual managers, manage the employee voice systems and how the behaviour of managers and employees may influence their design and implementation, in order to meet these dual purposes. However, the study of employee voice has been conducted in disciplinary silos, which has resulted in unanswered questions concerning how the employee voice architecture is managed. The human resource management/employment relations (HRM/ER) discipline, which considers these dual purposes of voice, has primarily studied the opportunities that organisations provide employees to voice, through the provision of formal voice mechanisms. Accordingly, HRM/ER scholars adopt a systems and macro organisational level perspective of studying employee voice and do not account for individual differences that may occur at the micro individual manager level, or how behaviour may effect the implementation of employee voice.<br>Thesis (PhD Doctorate)<br>Doctor of Philosophy (PhD)<br>Griffith Business School<br>Griffith Business School<br>Full Text

The primary objective of this thesis was to investigate whether intrinsic rewards play a role in the intrinsic motivation, work engagement and retention of employees working within non-profit organisations in Australia, Belgium, South Africa and the United States of America. It therefore served to form a cross-cultural comparison between employees from these four geographically dispersed yet culturally similar countries. A further aim was to determine whether demographic differences occurred across the four constructs studied. In order to achieve these objectives, a theoretical model was constructed to highlight the relationships between the constructs under study. The study made use of both qualitative and quantitative research to achieve the above-mentioned objectives. As a result of the data obtained from 15 qualitative interviews conducted with non-profit employees in Belgium and South Africa, two measuring instruments, namely the Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale, were developed to assess intrinsic rewards and intrinsic motivation respectively. These measuring instruments were qualitatively piloted on a sample of academics and non-profit employees, and were translated from English into Dutch for use on the Belgian sample. Once these instruments had been refined, they were combined with instruments to measure work engagement and intention to quit to form a composite questionnaire. This questionnaire was completed electronically by 587 non-profit employees from the four countries under study. Data analysis was conducted in the form of descriptive and inferential statistics, including frequency tables, Cronbach’s alpha testing, exploratory and confirmatory factor analysis, Pearson’s Product Moment Correlations, chi-square tests, t-tests, analysis of variance and structural equation modelling. The quantitative findings showed that intrinsic rewards lead to higher levels of intrinsic motivation, which in turn causes higher levels of work engagement and lower levels of intention to quit. Intrinsic rewards were also found directly to predict a reduction in employees’ intentions to quit their non-profit organisations, and work engagement directly predicted an increase in intention to quit. From a cross-cultural perspective, practically significant inter-country differences were discovered across the intrinsic rewards of meaningful work and challenging work; across intrinsic motivation and its three dimensions (personal connection to one’s work, personal desire to make a difference, and personal desire to perform); and across work engagement and its three factors (absorption, dedication and vigour). In addition to these inter-country results, age and job level differences were discovered across the four constructs under study, together with significant correlations between the four constructs. The Intrinsic Work Rewards Scale and the Intrinsic Work Motivation Scale were successfully validated in both English and Dutch in this study, with a number of forms of validity being confirmed through factor analyses and correlations. Reliability was proven through satisfactory Cronbach’s alpha values being obtained for both language versions of the instruments. These results theoretically contribute to literature pertaining to intrinsic rewards and intrinsic motivation as a result of the development of two measuring instruments that were empirically validated to assess these constructs. Furthermore, the results make a valuable contribution to the field of rewards management globally. This study’s findings provide evidence for causal relationships between four constructs not previously tested empirically, specifically within Australia, Belgium, South Africa and the United States of America. Consequently, this study’s results hold important implications for the management of non-profit employees worldwide.

Problem background: The voluntary turnover of employees is increasing, the baby boomer generation is retiring and the remaining jobs are to be filled with the workforce left behind, a workforce that is smaller in size. These younger generations (generation Y and Z) have different values and attitudes towards work, and they tend to switch jobs more frequently. This means that companies needs to focus on retaining their personnel. This is particularly true for SMEs since they do not have the same resources to spend on attracting potential workers as larger corporations. Purpose: The purpose of this study is to gain a better understanding of how SMEs use employer branding to retain young employees (18-30 years old) in their organization and how it is perceived. Theoretical framework: Consists of theories regarding employer branding and organizational behaviour. These include signaling theory, functional and symbolic attributes, the seven brand value propositions and organizational reputation. Methodology: The authors has used a deductive qualitative approach where a total of 14 semi structured interviews has been conducted. Seven of the interviews were performed on employees between the age of 18-30 years old from three different companies. The remaining seven were performed on management personnel from the same three companies. The respondents answered a questionnaire at the end of each interview. Empirical results: Contains a summary of each company that were involved as well as what was discussed and uncovered in the interviews. Analysis: It connects the empirical results and the theoretical framework. The found discrepancies and similarities are discussed and analyzed with the seven brand value propositions based on the theoretical framework. Conclusion: It was concluded that there exists a discrepancy between Workers and Management when it comes to the time the Workers are willing to stay. It was also uncovered that development was an important aspect when it came to the young employees turnover intention as well as flexible schedules, support from management, salaries and varying work tasks. The reputation of the companies was also not accurate which in turn could affect the matching potential between organization and individual.

Organisations are constantly undergoing major changes. These changes can have negative consequences on organisational functioning and employee well-being. It is therefore vital for organisations to focus on the elements of a healthy organisation so that a positive organisation can be built and the negative consequences avoided. A healthy organisation pays attention to six intenelated dimensions namely; organisational attributes, organizational climate, job design, job future, psychological work adjustment and negative outcomes (like that of turnover, absenteeism, alcohol and substance abuse, self-reported health, and psychological health). The objective of this study was to determine the relationship between leader empowering behaviour, role clarity, psychological empowerment, work engagement and intention to leave. A business unit consisting of managers, specialists, supervisors and administrative staff participated in this research. A cross-sectional design was used to attain the research objectives. The Leader Empowering Behaviour Questionnaire (LEBQ), the Measures of Role Conflict and Ambiguity Questionnaire (MRCAQ), Measuring Empowerment Questionnaire (MEQ), Utrecht Work Engagement Scale (U\VES), and Intention to Leave Scale (ILS) were administered for the study. The statistical analysis was carried out by utilising the SPSS program. Exploratory factor analysis indicated a three factor structure for LEBQ, a two factor structure for MRCAQ, a four factor structure for MEQ, a three factor structure for UWES and since ILS only consists of two items a factor analysis was not necessary. All the scales showed acceptable reliabilities. The results showed that leader empowering behaviour, role clarity and psychological empowerment predict engagement. Moderation effects showed that role clarity interacted with competence and meaning to affect employees' dedication, and role clarity interacted with the developing of employees (as a facet of leader empowering behaviour) to affect absorption. Finally, a regression analysis showed that work engagement predicts employees intention to leave. Once conclusions for the study were drawn, recommendations for the organisation as well as for future research were made.<br>Thesis (M.Comm. (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2010.

Unhealthy eating and physical activity behaviours are common among nurses. As nurses spend a substantial proportion of their waking hours at work, interest in delivering interventions in the workplace to improve this populations' eating and physical activity behaviours is growing. This programme of research aimed to systematically develop evidence-based and theory-informed recommendations for a workplace intervention to change nurses' eating and physical activity behaviours. Methods: A systematic literature review of published randomised controlled trials was undertaken. Factors that behavioural theories suggest may influence nurses' eating and physical activity behaviours were identified through theoretical domains framework-informed qualitative interviews and a survey of nurses. Intervention recommendations were specified in terms of (i) intervention functions and policy categories using a Behaviour Change Wheel and (ii) theory-informed behaviour change techniques using a behaviour change technique taxonomy. Evidence related to the parameters of effectiveness for each technique was also taken into account during this intervention specification process. The selected techniques were then combined into a conceptual overview of a potential workplace intervention. Results: Data from 13 randomised controlled trials indicate workplace-based behaviour change interventions targeted to this population are effective in decreasing body weight. The evidence base is, however, limited in quantity and quality. Nurses' beliefs about important determinants of eating and physical activity behaviour change were identifed across 16 qualitative interviews and 245 survey responses and key determinants included: environmental context and resources; behavioural regulation; emotion; beliefs about consequences; knowledge and optimism. Based on this behavioural diagnosis, 24 behaviour change techniques suitable for targeting the identified determinants were chosen and combined into a potential workplace intervention. Conclusions: This thesis illustrates the utility of the Theoretical Domains Framework, the Behaviour Change Wheel and the behaviour change technique taxonomy for developing workplace intervention recommendations. The proposed recommendations address a gap in the current evidence base. Such an intervention, if implemented, has the potential to improve nurses' eating and physical activity behaviours and in turn, the health of nurses and the quality of healthcare delivery.

The benefits that altruistic behaviours, emotional intelligence (EQ) and intrinsic motivation have on organisations are increasingly becoming observable and enticing greater insights into these constructs, especially from the perspective of leaders. Moreover, the increase in the effectiveness of leaders across all of these constructs enables greater employee performance, from both the perspective of leaders and their followers, which results in increased organisational profitability. The primary objective of this research study was to investigate the relationship between the three constructs of altruistic behaviour, EQ and intrinsic motivation amongst leaders in South African organisations. This study also attempted to determine whether intrinsic motivation has a mediating effect on EQ and altruistic behaviours. Moreover, this study wishes to identify demographic differences in terms of the responses to the items related to each of the constructs. The questionnaires employed by this study was administered to leaders (n=136) who currently work in South Africa. Positive and statistically significant relationships were found amongst these constructs, implying that, an increase in one of these constructs will result in an increase in another. However, there was no sufficient evidence in support of mediating effect of intrinsic motivation on EQ and altruistic behaviours. The confirmatory factor analysis was able to validate all three measuring instruments used to assess the constructs from a South African perspective. The present study was unable to identify any demographic differences for the Adapted Self-Report Altruism Scale and Intrinsic Work Motivation Scale and was only able to identify demographic differences by the Schutte Self-report Emotional Intelligence Test as a whole and the perception of emotion scale. The study encountered some limitations. Firstly, the researcher encountered a difficulty in finding appropriate literature on the constructs. Secondly, the study obtained a small sample size (n=136). The reason for this is that the target sample chosen by the researcher, namely leaders in organisations, proved to be a challenging sample because many leaders were not able or willing to complete the questionnaire due to their heavy workload and strict deadlines. Thirdly, given that three measuring instruments were used to gain the data needed for this study, the total number of items came to 136. This could mean that the questionnaire may have been burdensome to complete and it would take approximately 15 minutes to complete. In addition, factors such as biased responses, as well as personal and environmental factors on the part of the respondents all posed limitations to this study in that it may have influenced the responses given by the sample. The results obtained by this study suggests that the higher the level of EQ of leaders, the higher the likelihood that they will be intrinsically motivated and exhibit altruistic behaviour. As explained by exchange theory, if one is conditioned to be “good”, the likelihood of partaking in altruistic behaviour is enhanced (Bar-Tal, 1986). If an organisation creates a culture of altruistically helping others in the workplace and the community, the possibility of creating a “habit” of exhibiting altruistic behaviour could result. The benefits of creating this altruistic culture could be far-reaching. The researcher encourages organisations to measure and identify the level of EQ of their leaders and provide development opportunities should this be lacking. This is because, as identified by Barbuto and Burbach (2006), in order for leaders to achieve support from their followers, it is crucial that they develop a high reliance on their empathy to identify with the feelings and emotions of their followers. It is important to note that the results of this study was analysed in June 2016 and is based only on 136 leaders across some industries of South Africa. It is suggested that the results of this study to be validated in the South African context by additional empirical research that tests the hypothesis identified in this study to ascertain whether the results of the current study can be replicated and applied broadly. It is advised that the study is tested over a longer period, in different industries and across various countries. This is so that increasing value can be added to this field of research.

Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2012<br>Organisational citizenship behaviour (OCB) is discretionary behaviour of employees that display altruism, courtesy, conscientiousness and loyalty towards co-workers and the organisation. OCB is important, since it promotes efficient and effective functioning of the organisation (Organ, 1988: 4). Research suggests that OCB is related to perceptions of organisational justice (OJ). OJ refers to fairness of decision making processes in the workplace, employees’ perceptions, and the influence of OJ on workplace behaviour. Perceived fairness determines the extent of employees’ OCB contributions to the organisation. OCB may be increased if employee perceptions of OJ are improved (Moorman, 1991: 845). Anecdotal evidence suggests that many workers at the research site (Company A) display negative OCB, hence identifying a need for this study. The main objective of the study was to determine employee perceptions of OJ, levels of OCB, and to test the nature of the relationship between perceptions of OJ and OCB at Company A. Employees at Company A (N=130) were surveyed regarding their perceptions of OJ and their willingness to display OCB. Cross sectional, quantitative data was collected in a paper based survey, by using existing instruments that were formulated from validated standardised questionnaires to measure OJ and OCB. Responses were analysed, and the results of the study showed that certain components of OJ are related to OCB at Company A. Understanding the effect that management practices have on perceptions of OJ will enable management at Company A to improve interaction with employees in an effort to improve employees’ perceptions of fairness. This should enhance employee/management relations, encourage more citizenship behaviour from employees, and ultimately benefit the organisation.

Based on an intense small scale study which observed a small team of operations personnel who work in a telecommunications company within the oil industry, this thesis examined employee reactions to management communication. Employee interpretations and reactions after each communication from the management team were analysed as the ‘organisational story’ ‘unfolds’ from the ‘other side’ (i.e. employee perspective) instead of the rather usual/dominant one (i.e. managerial perspective). Behaviour was observed from an interactionist, interpretive and critical perspective and analysed in the light of several managerial and communication theories with the aim of critically examining the claims of the post-modern organisation theory (i.e. humanisation of work) and certain communication theories. An ethnographic approach, which enabled the researcher/participant to conduct participant observation in a real setting, ensured deep understanding of social situations and human actions. The results of this study suggest that upward communication is problematic due to the power settings that exist in organisations. Based on Goffman’s theory, it is suggested that employee ‘performance’ is affected by certain rules and conventions which shape organisational psychology and interpersonal relations. Therefore, the utopian claims of the post-modern organisation theory along with the rather simplistic assumptions of some of the literature on communication need to be re-evaluated and re-defined in the search for a more critical understanding of communication. This thesis concludes that contrary to the utopia of the post-modern organisation, the reality of organisational life and communication reflects the persistence of the modern organisation and the power structures which dominate it.

The creation of a healthy, motivating organisational climate should be the aim of management. Organisational climate refers to a complex set of forces within an organisation, which have a direct influence on those who work in it. Studying organisational climate is imperative to understanding how organisations function at their core. However, a validated instrument is needed to detect the climate in an organisation. The objective of this study was to validate an organisational climate questionnaire in a corporate pharmacy group. A cross sectional survey design was used. Interviews were conducted with employees and an organisational climate questionnaire was constructed. The Organisational Climate Questionnaire (OCC) was completed by a sample of employees in a corporate pharmacy group (N = 159). Descriptive statistics (e.g. means, standard deviations, skewness and kurtosis) inferential statistics were used to analyse the results. Factors extracted include recognition and feedback, management, work relationships, task characteristics, responsibility, work pressure and decision-making. The internal consistencies of two factors were unacceptable. One-way analysis of variance of organisational climate in different regions showed practically significant differences between North West and Mpumalanga regarding how they currently view management, as well as practically significant differences between North West and both Free State and Gauteng concerning Management. The average responses of the white employees and employees of colour in this study seem to be the same, except regarding recognition and feedback. The average responses of the employees from the two gender groups seem to be the same, except regarding responsibility and work pressure. Recommendations for future research were made.<br>Thesis (M.A. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2005.

This study examines how aspects of performance appraisal fairness influence job satisfaction, trust in management and organisational commitment, and their links to organizational citizenship behaviour. Specifically, the study proposes that job satisfaction, trust in management and organisational commitment mediate the influence of performance appraisal fairness on organisational citizenship behaviour. Social exchange theory and the norm of reciprocity are used to provide a theoretical understanding of the linkages between performance appraisal fairness and work outcomes. Data were collected at three separate times to yield 369 responses from employees in public sector banks in Iraqi Kurdistan. The results show that the procedural and informational fairness of performance appraisal have a low to moderate relationship with job satisfaction, trust in management, affective and normative commitment and that distributive fairness has an insignificant effect on affective and normative commitment. These four attitudes have a positive relationship with organisational citizenship behaviour. The findings indicate that job satisfaction, trust in management and the two dimensions of organisational commitment play a role in mediating the relationship between procedural and informational fairness of performance appraisal and organisational citizenship behaviour. Job satisfaction and trust in management also played a significant role in mediating the relationship between distributive fairness of performance appraisal and organisational citizenship behaviour. Affective and normative commitment do not mediate the relationship between distributive fairness of performance appraisal and organisational citizenship behaviour. Performance appraisal characterised as fair and equitable is important to deliver desirable employee attitudes and behaviours and to reinforce employee motivation to serve banking activities and facilitate the achievement of organisational goals. The results underpin the importance of conducting performance appraisals in ways that employees see as fair. Although studies of this kind are common in the West, this is the first study in the Kurdish culture and working context. Suggestions for further research are offered.

Total Quality Management (TQM) has been around in the West since the early 1970s. Over the last 40 years it has advanced from its early form, based around ‘quality circles’, to more advanced forms such as Lean and the now common Business Excellence (BE) models. However, up to 60% of implementations fail to deliver initially anticipated results. Research into Lean/TQM suggests that management commitment and conducive culture are key factors inhibiting subordinate engagement. Yet it is recognised that the ‘softer’ side of TQM is vital for its success and a key dimension of Lean/TQM philosophy. This thesis is a longitudinal study of an organisation in the throes of implementing Lean and struggling to engage its employees. Taking a mutuality perspective, the Behavioural Perspective Model (BPM) provides a framework for understanding the manager-subordinate context and Lean engagement. The BPM, complemented by the incorporation of Deci and Ryan’s Self-Determination Theory (SDT), aids understanding of respondents’ learning history in a complex Lean/TQM environment. An objective of this research was to use the insight gained from taking a behavioural/SDT perspective to improve the ‘softer’, respectful side of TQM deployment as in managerial relational practice, thus enabling improvement in leader-subordinate, day-to-day relations and increased Lean approach behaviour. The thesis is built around three interrelated projects. Project One investigates the deployment context, identifying engagement barriers and opportunities. Project Two, a longitudinal intervention based on mutuality supportive leader-subordinate behaviour, identifies positive affect across three surveys. Project Three, a survey-based study of the whole organisation (n=328), considers both ‘active’ and ‘not-active’ employees, finding significant differences in all key variables between the two groups, identifying ‘work climate’ and motivation as key influences on Lean engagement. This research provides tentative evidence that managerial commitment to a supportive work climate influences subordinate engagement and quality of engagement in Lean/TQM.

Innovation is crucial for the long-term survival of MNEs. Especially, in small nations like the Netherlands, innovation is important to be competitive in the international market. The innovative capacity of MNEs dependents on each employee’s ability to act in an innovative type of way, which makes it essential to enhance employee innovative behaviour. A participative leadership style is one way of enhancing employee innovative behaviour. This relationship could be strengthened by different work climates. This thesis investigates a pro-active and risk-taking work climate because those climates have similar characteristics as a participative leadership style. The purpose of this thesis is to explain the relationship between participative leadership and employee innovative behaviour, and how this relationship is contingent on a risk-taking and pro-active work climate in the context of Dutch MNEs. The research is done through a quantitative method by sending a survey to five Dutch MNEs, active in different branches. The results show a positive significant relationship between participative leadership and employee innovative behaviour, and a positive significant moderating effect of a pro-active work climate on this relationship. Besides, only when certain departments are selected, a positive significant moderating effect of a risk-taking work climate is found. This thesis contributes to the literature by showing a positive significant direct effect of participative leadership on employee innovative behaviour. Moreover, this thesis investigated a pro-active and risk- taking work climate as moderating variables on this relationship which has not been done before.

This experimental study aimed to investigate intuitive and analytic decision making approach when assessing job applicants during employee selection process, and feedback related to employee selection process. Theories used in the study to explain intuition are the dual process model and the recognition model. The population was recruiters and non-recruiters. A sample of 169 participants were included. Recruiters’ and non-recruiters’ were randomly assigned into two conditions: use of intuition or analytic thinking as assessment strategy when assessing eight real job applicants. A comparison between their decision making approaches was made. Based on previous research, three hypotheses were obtained and tested. The first hypothesis was that intuitive decision making approach, in combination of experience of employee selections, will enhance assessments of the job applicants. The second hypothesis was that there is a positive relationship between feedback related to employee selection and accuracy in assessing job applicants. The third hypothesis was that there is a positive relationship between participants’ guessed cognitive ability test scores of the job applicants, with employability of the job applicants. The last hypothesis was supported, there was a significant and strong positive relationship between the two variables for all eight job applicants. Significant and non-significant results, methodological influences and theories accounted for are discussed.

The focus of this thesis is discretionary work effort, that is, work effort that is voluntary, is above and beyond what is minimally required or normally expected to avoid reprimand or dismissal, and is organisationally functional. Discretionary work effort is an important construct because it is known to affect individual performance as well as organisational efficiency and effectiveness. To optimise organisational performance and ensure their long term competitiveness and sustainability, firms need to be able to induce their employees to work at or near their peak level. To work at or near their peak level, individuals must be willing to supply discretionary work effort. Thus, managers need to understand the determinants of discretionary work effort. Nonetheless, despite many years of scholarly investigation across multiple disciplines, considerable debate still exists concerning why some individuals supply only minimal work effort whilst others expend effort well above and beyond what is minimally required of them (Le. they supply discretionary work effort). Even though it is well recognised that discretionary work effort is important for promoting organisational performance and effectiveness, many authors claim that too little is being done by managers to increase the discretionary work effort of their employees. In this research, I have adopted a multi-disciplinary approach towards investigating the role of monetary and non-monetary work environment characteristics in determining discretionary work effort. My central research questions were "What non-monetary work environment characteristics do employees perceive as perks (perquisites) and irks (irksome work environment characteristics)?" and "How do perks, irks and monetary rewards relate to an employee's level of discretionary work effort?" My research took a unique approach in addressing these research questions. By bringing together the economics and organisational behaviour (OB) literatures, I identified problems with the current definition and conceptualisations of the discretionary work effort construct. I then developed and empirically tested a more concise and theoretically-based definition and conceptualisation of this construct. In doing so, I disaggregated discretionary work effort to include three facets - time, intensity and direction - and empirically assessed if different classes of work environment characteristics have a differential pattern of relationships with these facets. This analysis involved a new application of a multi-disciplinary framework of human behaviour as a tool for classifying work environment characteristics and the facets of discretionary work effort. To test my model of discretionary work effort, I used a public sector context in which there has been limited systematic empirical research into work motivation. The program of research undertaken involved three separate but interrelated studies using mixed methods. Data on perks, irks, monetary rewards and discretionary work effort were gathered from employees in 12 organisations in the local government sector in Western Australia. Non-monetary work environment characteristics that should be associated with discretionary work effort were initially identified through a review of the literature. Then, a qualitative study explored what work behaviours public sector employees perceive as discretionary and what perks and irks were associated with high and low levels of discretionary work effort. Next, a quantitative study developed measures of these perks and irks. A Q-sorttype procedure and exploratory factor analysis were used to develop the perks and irks measures. Finally, a second quantitative study tested the relationships amongst perks, irks, monetary rewards and discretionary work effort. Confirmatory factor analysis was firstly used to confirm the factor structure of the measurement models. Correlation analysis, regression analysis and effect-size correlation analysis were used to test the hypothesised relationships in the proposed model of discretionary work effort. The findings confirmed five hypothesised non-monetary work environment characteristics as common perks and two of three hypothesised non-monetary work environment characteristics as common irks. Importantly, they showed that perks, irks and monetary rewards are differentially related to the different facets of discretionary work effort. The convergent and discriminant validities of the perks and irks constructs as well as the time, intensity and direction facets of discretionary work effort were generally confirmed by the research findings. This research advances the literature in several ways: (i) it draws on the Economics and OB literatures to redefine and reconceptualise the discretionary work effort construct to provide greater definitional clarity and a more complete conceptualisation of this important construct; (ii) it builds on prior research to create a more comprehensive set of perks and irks for which measures are developed; (iii) it develops and empirically tests a new motivational model of discretionary work effort that enhances our understanding of the nature and functioning of perks and irks and advances our ability to predict discretionary work effort; and (iv) it fills a substantial gap in the literature on public sector work motivation by revealing what work behaviours public sector employees perceive as discretionary and what work environment characteristics are associated with their supply of discretionary work effort. Importantly, by disaggregating discretionary work effort this research provides greater detail on how perks, irks and monetary rewards are related to the different facets of discretionary work effort. Thus, from a theoretical perspective this research also demonstrates the conceptual meaningfulness and empirical utility of investigating the different facets of discretionary work effort separately. From a practical perspective, identifying work environment factors that are associated with discretionary work effort enhances managers' capacity to tap this valuable resource. This research indicates that to maximise the potential of their human resources, managers need to address perks, irks and monetary rewards. It suggests three different mechanisms through which managers might influence discretionary work effort and points to the importance of training for both managers and non-managers in cultivating positive interpersonal relationships.

This thesis was undertaken to investigate a specific type of unethical behaviour in the workplace within the context of the United Kingdom (UK) public sector. The main research aim was to develop an understanding of how to detect false performers. Parnell and Singer (2001) proposed the construct of False Performance (FP) when developing the Organisational Charlatan Scale (OCS) to measure organisational charlatanism (OC). According to their definition, false performers are those individuals who seek to improve their perceived performance at the expense of their actual performance. This type of employee deliberately portrays themselves as being better able to perform in a job role than they know themselves to be capable of. In the current study, the phenomenon of FP was explored in two phases using a sequential, mixed methods approach. The present research sought to address the gaps in the literature by extending previous quantitative efforts and carrying out the first qualitative study in this area. In the first qualitative phase, eight focus groups (n=51) were conducted, and grounded theory was used to analyse the data and generate theory. Management and Non-Management were questioned about their perceptions and experiences of FP, especially relating to the job interview and the performance appraisal interview. The intention was not to identify false performers in the focus groups, but rather to extract themes and patterns of FP behaviour. Results identified five categories common to both Management and Non-Management: Perceptions of FP in the Workplace; FP in the Interview; Does Trust Really Matter to the False Performer?; The Effect of FP on Co-Worker Morale; and Tackling FP in the Workplace. In the second phase, the qualitative results were used to inform the quantitative study. The focus group data helped to generate items for the development of a new measure of FP i.e. the False Performance Questionnaire (FPQ). To achieve the objective of producing a reliable new instrument, the FPQ was systematically developed in six stages, concluding with two phases of questionnaire administration. Using an item analytic and factor analytic approach, the FPQ was distributed in two phases (stages 5 and 6) in order to refine the item set. In stage 5, a 53-item version of the FPQ was tested on a sample of 129 employees in three public sector organisations. In stage 6, the FPQ was further refined and a 21-item FPQ was administered to a sample of 219 employees in four public sector organisations. Following exploratory and confirmatory factor analyses, a final 16-item solution with two subscales was found to have good reliability (α=0.76). In contrast, the nine-item OCS was found to demonstrate relatively low reliability (α=0.55). These findings indicate that the current study has generated a more robust and reliable measure of FP, thus achieving the overall objective of developing a new measure of FP i.e. the 16-item FPQ. As regression analyses revealed a significant but negative beta for job performance as a predictor of FP (β=-.159, p<0.05), this indicates that the lower the job performance, the higher the score on the FPQ, thus suggesting that employees rating highly in FP are likely to be substituting FP for job performance. Whilst FP was negatively and significantly correlated with job performance, no significant correlation was found between the Impression Management (IM) scale and the job performance scale. This suggests that whilst an IM score reveals little about actual job performance, a score on the FPQ could help predict future job performance. The thesis concludes by considering the future applications and practical implications of this research, which include: a) An increased understanding of how to detect FP in the workplace; b) Better selection processes; c) Fairer performance evaluation processes; and d) A more ethical work environment characterised by improved trust among co-workers.

Occupational risk management can be a catalyst in generating superior returns for all stakeholders on a sustainable basis. A number of companies in South Africa have implemented Cardinal Rules of Safety adopted from international companies to ensure the safety of their employees. The purpose of this study was to measure the impact of the cardinal rules on employee safety behaviour implemented at power stations in Mpumalanga. The empirical study was done by using a questionnaire as measuring instrument. The questionnaire was developed from a literature review and contains questions and items relevant to the initial research problem. The questionnaire comprised of five–point Likert scale type questions.The convenience sampling method was applied identifying 90 participants at three different power stations in Mpumalanga taking part in the study. Statistical analysis was performed by the Statistical Consulting Service of the North–West University using SPSS. Cronbach’s alpha co–efficients was used to determine the reliability of the factors. Descriptive statistics (Mean, standard, deviation, were used in the compiling of the profile of the results. While Spearman’s rho correlation coefficient was calculated to identify practically significant associations between variables and factors The research findings suggest that there is practical significant correlation between the factors that were measured. The opinion given by respondents suggests that cardinal rules of safety were implemented, given all the necessary support by management and enforced throughout the organisation.<br>Thesis (MBA)--North-West University, Potchefstroom Campus, 2012.

Businesses are operating in extremely turbulent and dynamic environments – globally and nationally – and have to adapt to ever–increasing changing circumstances, as well as cope with severe pressure to increase profit margins in an attempt to ensure their economic survival. Adding to this challenge is the changing employment relationship characterised by diversity, complexity and high levels of work stress which contribute to poor physical and mental health and employee disengagement. Individuals are strongly influenced by their work environments, and the well–being of employees is therefore critical as it relates directly to work performance. Positive Organisational Behaviour (POB) emerges within the framework of the Positive Psychology movement. POB takes Positive Psychology to the work environment as it studies and applies positively orientated human resource strengths and psychological capabilities that can be measured, developed and effectively managed. The general objective of this research was to conceptualise the components of Positive Organisational Behaviour (POB) (hope, optimism, self–efficacy, and resilience) from the literature and establish the reliability of established international psychometric measures in a South African sample. Additionally, the relationship between POB and other work–related phenomena, such as job satisfaction and turnover intention, work stress and engagement are also of interest. Various research designs were employed to obtain the necessary data. First, a cross–sectional survey design was used to obtain a sample from the study population at a particular point in time. Data was gathered from all employees in a specific business unit in a chemical factory. In addition to the cross–sectional design, a one–group pre–test post–test design was also utilised to evaluate the effects of a self–development programme on POB. This design also allowed for the investigation of the role of POB in the link between organisational stress and employee health. Finally it was possible iv to test the cross–lagged effects between measurements of POB and Engagement, and investigate causality. The following measuring instruments were used in attaining the objectives of the empirical study, namely a biographical questionnaire, the Dispositional Hope Scale, Life Orientation Test–Revised (LOT–R), Self–Efficacy Scale, Ego–Resiliency Scale, Lack of Role Clarity, Role Conflict, Quantitative and Qualitative Role Overload, Job Satisfaction, Turnover Intention, Quantitative and Qualitative Job Insecurity, Neuroticism, General Health Questionnaire (GHQ) and the Utrecht Work Engagement Scale (UWES). The SPSS Programme was used to carry out statistical analysis to describe the participants in terms of demographic characteristics, investigate the reliability and validity of the measuring instruments, and reveal the nature and relationship of the variables in terms of descriptive statistics, analysis of variance, correlation coefficients and multiple regression analysis. The Amos Programme was used to carry out structural equation modelling. Exploratory and Confirmatory factor analysis established the validity of each of the four scales (hope, optimism, self–efficacy and resilience) that constitute POB and showed that only one factor explains the variance in the data, and that the individual scales relate positively to POB. The study provides support for the core POB construct in a heterogeneous South African sample and provides a new instrument for its measurement. Results confirmed a negative relationship between job satisfaction and turnover intention over time. No relationship between POB, job satisfaction and turnover intention could be found in this research. The only significant contributor to participants? turnover intention over time was their baseline levels of turnover intention and their job satisfaction at both baseline and at the second measurement. The moderating role of POB in the relationship between turnover intention and job satisfaction was also not supported. No evidence could however be found that the training programme had a significant contribution to increase job satisfaction and POB with the subsequent lower levels of turnover intention. Results indicated that only the job stressors, quantitative and qualitative job insecurity and the lack of role clarity hold predictive value with regard to POB (T1) and general health. It could also be established that POB (T1) acts as a partial mediator between v job stressors and general health. The negative effect of job stressors can therefore be minimised in the presence of POB. A positive correlation between the stress factors (lack of role clarity, role conflict, role overload and job insecurity), neuroticism and general health is evident from the results of this research. Results also confirmed a positive relationship between the aggregate engagement and POB scores, as well as the positive relationship between the total POB and engagement score. Given the positive nature of all the constructs measured, the inter–correlations were significant at both Time 1 and 2. Results revealed that POB at Time 1 did not predict engagement at Time 2. Strong evidence was found, however, that engagement at Time 1 predicted POB at Time 2. This finding is in line with research which suggests that engagement can facilitate the mobilisation of job and personal resources. In closing, recommendations for the participating organisation and future research were made.<br>Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2012.

Recent research at Japanese manufacturers in the UK has tended to simply focus on their employee relations practices, arguing that where they operate effectively they result in a loyal and highly productive workforce. It often goes on to point out that there is a link between these practices and the companies' production systems, suggesting that employee relations practices are an integral part of the production system at a Japanese company. However, the research fails to adequately show the implications of this link. Its attempts to examine the issue have remained descriptive, devaluing its results and conclusions. This research remedies this deficiency. The research's central argument and findings are that production systems vary considerably between Japanese manufacturers in the UK and that contrary to popular belief some of these companies' production systems display serious shortcomings. It argues that employment relations practices at these companies though an integral part of their production systems are only one of several sets of characteristics necessary to the successful operation of the company. It is also important to consider a company's organizational structure and managerial effectiveness. Strengths and weaknesses in these other production system characteristics affect employee responses to a company's employment relations practices, impeding or assisting the intended improvement of individuals in the performance of their work. Either a vicious or virtuous circle can therefore emerge since employee responses to a company's employment relations practices will further contribute to its production performance. Testing this argument involves the design and use of an innovative model that identifies the key characteristics necessary for the production system at a Japanese manufacturing transplant in the UK to perform efficiently. Identification of these characteristics allows the model to be used as a benchmark against which to compare the production systems of Japanese manufacturers. The research applies the model to the production systems of nine Japanese companies in the UK's consumer electronics sector and identifies a number of differences in their production system characteristics. Two of these nine companies are then selected as case studies and their production systems are examined in detail. In addition, workforce reactions to the employee relations practices at these two companies are also measured using questionnaire and interview data. The results confirm the research's argument that the closer a company's manufacturing system comes to displaying the model's full set of production system characteristics, the more likely it is that its employee relations practices will elicit workforce attitudes and behaviour desired by the company.

Employees play a key role in organisation success through enacting behaviours that support organisational strategic goals. While managers are expected to contribute strategically, this thesis investigates if subordinates could move beyond an engaged state. Using mixed methods, this research conceptualised and measured the attributes of a strategic subordinate as a significant outcome of internal manager-subordinate communication. The findings of this research theoretically contributes to employee engagement and internal communication, and practically guides organisations to identify and support subordinate contributions to organisational success.

Magister Commercii (Industrial Psychology) - MCom(IPS)<br>Psychological capital (PsyCap), the four dimensions of PsyCap and Perceived Wellness are viewed as positive constructs. Research indicated these positive constructs has a beneficial or positive effect on the organisation's financial performance.. Furthermore, health and wellness awareness is lacking especially in the production-driven manufacturing industry where the profit motive is of paramount importance. The research study used a cross-sectional design, measuring Psychological capital and Perceived wellness using questionnaires in the form of the Psychological Capital Questionnaire (PCQ) and the Perceived Wellness Survey (PWS), respectively. These questionnaires are self-report measures, which were distributed to a sample of employees from the manufacturing industry (n = 160) in the Western Cape. Various studies both locally and abroad confirmed that the respective measures are both valid and reliable, However, the applicability in South African organisations requires further exploration.The present study aimed to determine what effect the factors of psychological capital had on the wellness of employees. The relationship between psychological capital and its effect on employees' wellness was assessed using Pearson correlation, Analysis of variance and Multiple regression analysis. Based on the findings, there was no significant relationshipfound between psychological capital and the wellness amongst the sample employees in the manufacturing industry. This is however contradictory to what studies found researching similar constructs.

<p><strong>Purpose:</strong> The purpose of this study is to analyze how employees perceive their leader / manager. How the leader / manager perceives himself in relation to employees and what differences exist.</p><p><strong>Research Method:</strong> The information was made through a qualitative approach. The study includes interviews with semi-structured questions and a subjective selection. The authors interviewed seven respondents from a service company. Based on the information the authors have attempted to draw parallels between the leader’s behaviour and theories involving different leadership styles and see how the employees perceive the leader.</p><p><strong>Conclusions:</strong> The employees and the leader have the same ideas about what is a good leadership. The leader has the right knowledge to be a leader and to maintain the company. The leader works with different leadership styles. It’s the situation that determines how the leader will respond to the problem.</p>

Firms frequently experience service failures, wherein performance is below customer expectations. Seeking to address service failures, firms deliver service recovery. Extant research suggests that service recovery leads to customer satisfaction and repatronage when perceived to be fair (or just). Prior studies emphasise the role played by employees in delivering fair service recovery. By contrast, the literature overlooks situations where organisational policies such as service guarantees pose a constraint to employee recovery efforts. Service guarantees are widely used across several service sectors, and these policies are invoked when services fail. Hence, service guarantees can be employed as recovery strategies along with employee behaviour, both influencing customer perceptions of fairness, post-recovery attitudes and behaviour. Empirical research that explores customer perceptions of service guarantee and employee behaviour used as recovery strategies is, therefore, topical. This thesis examines the impact of two guarantee terms – payout and ease of invocation – and two types of employee behaviour – concern and communication – on customer post-recovery trust in the firm and in the employee, and in turn, commitment and loyalty. The thesis is theoretically underpinned by three well-established theories – Justice and Attribution Theories from social psychology, and Signaling Theory from information economics. Justice Theory explains how service guarantee and employee behaviour elicit perceptions of recovery fairness. Signaling Theory elucidates how fair service guarantee and employee behaviour influence post-recovery trust, by signaling the trustworthiness of the firm and of employees. The dual lens of Signaling and Attribution Theories explains how a firm’s characteristic of reputation for fairness, and customer attribution of inferred motive influence perceptions of service guarantee and employee behaviour employed as recovery strategies. A scenario-based experiment was conducted in two service contexts – banking and car repair. The data were collected via an online self-completion questionnaire embedding hypothetical scenarios of service failure and recovery. The sample was randomly selected from a consumer panel owned by a reputed UK-based market research agency. The conceptual framework of the thesis was tested by using Partial Least Squares Structural Equation Modeling (PLS-SEM). The moderating effects of firm reputation for fairness and inferred motive were tested by using the product indicator approach in PLS-SEM. Two pre-tests and a pilot study established the ecological validity of findings and the psychometric properties of the measures. In the main study, 658 valid responses were obtained. Results show that procedural fairness elicited by the ease of invoking the guarantee leads to post-recovery trust in the firm, but distributive fairness elicited by guarantee payout does not. Further, the effects of guarantee payout and ease of invocation are contingent upon the firm’s reputation for fairness. Interpersonal and informational fairness elicited by employee concern and communication at the recovery stage lead to post-recovery trust in the employee. The effects of employee treatment and communication on post-recovery trust are contingent upon inferred motive. Post-recovery trust in the firm and in the employee, in turn, impact customer commitment and loyalty. Consistency of results across banking and car repair enhances the generalizability of findings. This thesis extends knowledge in the domain of service recovery research and broadens understanding of the employed theoretical precepts. First, the thesis establishes that service guarantees employed as recovery strategies elicit perceptions of recovery fairness. Such knowledge offers conceptual development of the Justice Theory framework by enhancing understanding of what fair service recovery constitutes. Second, the thesis introduces a new perspective to signaling research that considers how service guarantee and employee behaviour, with related interplay with firm reputation for fairness, signal the trustworthiness of the firm and of employees, and thus influence customer trust. Third, the thesis contributes to the understanding of the impact of perceived recovery fairness on trust by distinguishing between two trust referents - firm and employee. Fourth, the thesis demonstrates how customer perceptions of service recovery are contingent upon the firm’s reputation and inferred motive.

This thesis makes a significant contribution towards an underdeveloped yet growing strand of research that has emerged in recent years seeking to identify which specific factors are most influential on the savings behaviour and decision-making of scheme participants in broad-based employee stock ownership plans. More specifically, this study conducts empirical analysis into a savings related share option scheme known as Save As You Earn in the pursuit of answering three key research questions. The first research question seeks to identify which factors best account for how much a scheme participant chooses to place within their plan. The second research question focuses on identifying which variables are shown to alter the concentration of monthly savings directed into Save As You Earn as a proportion of a scheme participant’s total monthly wealth. The final research question focuses on which determinants best explain decisions at the point of maturity, when scheme participants are faced with the opportunity to purchase shares in their employer or take the cash. In terms of the explanatory variables explored, this study includes measures for socio-demographic factors, employment-related attributes, motives for joining, attitudes towards their employer and job, risk preferences, perceptions of past share price movements and whether a scheme participant has received financial education. The research findings presented within this thesis are derived from conducting univariate, bivariate and multivariate statistical analysis upon a cross-section of two thousand and fifty one survey responses from ten separate companies from a across range of industries. While this study finds that some traditional economic factors are partially able to explain a scheme participant’s savings behaviour, the major academic contribution of this research is to document that financial literacy and financial education has a recognisable and notable impact on a scheme participant’s financial decision-making.

Security breaches have attracted attention from corporations and scholars alike. The major organisations are determined to stop security breaches as they are detrimental to their success. Arguably the most common factor contributing to these breaches is employee behaviour, which suggests that changes in employee behaviour can have an impact on improving security. This research aims to study the critical factors (CFs) that impact on employee behaviours toward compliance with their organisation's information security policy. This investigation will focus on the various critical success factors based on their grouping into one of the following three major categories, namely: organisational factors, behavioural factors and training factors. Each of these categories affects a different aspect of information security and the objective is to not only understand the interaction of different factors but also to study further the aims in order to provide practical recommendations for improving organisational information security management. This study has utilised empirical research through the use of both qualitative and quantitative methodologies to inform each stage of the research. This study focused on the health, business and education sectors by empirically evaluating the obstacles and success factors that affect employee compliance to organisational security policies. In addition, this study also evaluated the affect of the socio-technical impact on organisational information security management. The final stage of the research focused on developing an effective training and awareness programme. This training programme was constructed by incorporating the techniques that were identified as enhancing employee perceptions, attitudes and motivations, in order to facilitate a better transference of skills and more sustainable and appropriate behaviours to improve organisational information security management in the workplace. The techniques utilised included: effective communication, knowledge reinforcement, pre- and post-assessment and motivational techniques.

Increasing and maintaining customer loyalty has been shown to enhance service firm profitability. This research focuses on the antecedents of customer loyalty in a large national North American banking organisation, in particular the relationship between employee loyalty and customer loyalty, and further within the organisation, the antecedents of the employee loyalty-customer loyalty relationship. Thus the current research investigates the chain of events from managerial actions to customer loyalty with the aim of identifying relevant managerial practices and their influences within the organisation that lead to customer loyalty. The research provides tangible evidence supporting the importance of providing organisational resources to increase employee loyalty as a means of increasing customer loyalty in service organisations. To achieve this goal, the study suggests that a comprehensive set of managerial practices will enhance an organisation's service climate, foster positive employee attitudes and behaviours in relation to service provision, that impact on employee loyalty, service quality, and ultimately customer loyalty. These practices include support provided by senior leadership, the provision of resources that facilitate effective work practices, a positive management orientation on customers, and the use of employee evaluation and remuneration based on service-oriented behaviours and attitudes. By instituting these managerial practices, management can increase employee perceptions of self-efficacy, employees' beliefs in the abilities to perform well in their jobs, increase employee satisfaction, which in turn drive employee loyalty. These managerial practices also enhance the favourable nature of the organisation's service climate so that customer perceptions of service quality are likely to be more positive. Overall the study provides evidence to support the existence of a chain of events from managerial actions to employee and customer loyalty intentions. Evidence also exists to support the relationship between employee loyalty and customer loyalty, so that higher levels of loyalty within service a service organisation can potentially lead to higher levels of customer loyalty. The implications of the research are that management within service organisations can impact customer loyalty by focussing directly on service delivery issues and by providing a favourable service climate. Managers can also influence employee beliefs about their abilities to do their jobs and the level of satisfaction employees have within those organisational roles. The study also suggests that a service organisation's service climate is an important mechanism by which management can communicate to both employees and customers that a customer orientation is a primary managerial imperative. Finally, the study provides valuable insight into the processes by which employees perceive managerial orientation and support, and how those perceptions influence customer perceptions of service quality and impact on their loyalty intentions towards service organisations.

Increasing and maintaining customer loyalty has been shown to enhance service firm profitability. This research focuses on the antecedents of customer loyalty in a large national North American banking organisation, in particular the relationship between employee loyalty and customer loyalty, and further within the organisation, the antecedents of the employee loyalty-customer loyalty relationship. Thus the current research investigates the chain of events from managerial actions to customer loyalty with the aim of identifying relevant managerial practices and their influences within the organisation that lead to customer loyalty. The research provides tangible evidence supporting the importance of providing organisational resources to increase employee loyalty as a means of increasing customer loyalty in service organisations. To achieve this goal, the study suggests that a comprehensive set of managerial practices will enhance an organisation's service climate, foster positive employee attitudes and behaviours in relation to service provision, that impact on employee loyalty, service quality, and ultimately customer loyalty. These practices include support provided by senior leadership, the provision of resources that facilitate effective work practices, a positive management orientation on customers, and the use of employee evaluation and remuneration based on service-oriented behaviours and attitudes. By instituting these managerial practices, management can increase employee perceptions of self-efficacy, employees' beliefs in the abilities to perform well in their jobs, increase employee satisfaction, which in turn drive employee loyalty. These managerial practices also enhance the favourable nature of the organisation's service climate so that customer perceptions of service quality are likely to be more positive. Overall the study provides evidence to support the existence of a chain of events from managerial actions to employee and customer loyalty intentions. Evidence also exists to support the relationship between employee loyalty and customer loyalty, so that higher levels of loyalty within service a service organisation can potentially lead to higher levels of customer loyalty. The implications of the research are that management within service organisations can impact customer loyalty by focussing directly on service delivery issues and by providing a favourable service climate. Managers can also influence employee beliefs about their abilities to do their jobs and the level of satisfaction employees have within those organisational roles. The study also suggests that a service organisation's service climate is an important mechanism by which management can communicate to both employees and customers that a customer orientation is a primary managerial imperative. Finally, the study provides valuable insight into the processes by which employees perceive managerial orientation and support, and how those perceptions influence customer perceptions of service quality and impact on their loyalty intentions towards service organisations.

Syfte – Denna rapport syftar till att undersöka hur företag kan arbeta med employer branding för att främja skapandet av engagerade medarbetare som genom positiv staff word-of-mouth (SWOM) är villiga att sprida information om företaget som arbetsgivare samt dela med sig av sina erfarenheter till potentiella medarbetare. Metod – En litteraturstudie utfördes för att undersöka vad som redan studerats inom ämnet som därefter sammanställdes i ett teoretiskt ramverk. Det teoretiska ramverket utgjorde sedan grunden för datainsamlingen som gjordes i form av en fallstudie på ett svenskt energibolag genom semistrukturerade intervjuer på det företag som utgjorde fallet för studien. Resultat – Resultatet visar att faktorerna person-organisation fit (POF), intern kommunikation, ledarskap samt arbetstrivsel påverkar de anställdas grad av engagemang och i förlängningen vilja att sprida positiv SWOM. Detta gäller för såväl front-line-personal som back-office-anställda inom energibranschen. Samtidigt indikerar resultatet att bland dessa faktorer så var arbetstrivsel och ledarskap de viktigaste faktorerna för att anställda ska känna engagemang. Teoretiska implikationer – Resultatet tyder på att arbetstrivsel och ledarskap anses vara de viktigaste faktorerna för att skapa engagerade anställda. Vidare framkom att den interna kommunikationen blir mindre betydelsefull ifall de anställda upplever en hög person-organisation fit. Resultaten indikerar även att front-line-personal efterfrågar mer information gällande vad som lovats till kund samt information kring de olika avdelningarna i jämförelse med back-office-anställda. Eftersom back-office-anställda har exkluderats från tidigare forskning som utförts inom området utgör detta ett nytt bidrag till forskningen. Praktiska implikationer – De praktiska implikationerna är att företaget där studien utfördes har lyckats väl i arbetet med employer branding vilket leder till att de anställda agerar ambassadörer och sprider positiv SWOM om företaget till utomstående. Vidare resulterade studien i förslag på utvecklingsmöjlighet främst inom området intern kommunikation, så som ett systematiserat sätt för det interna kommunikationsflödet, men även inom ledarskap gällande målstyrning och chefernas roll som förebild. Resultaten indikerar att företag i allmänhet bör förmedla information både muntligt och skriftligt samt säkerställa att det finns en samsyn mellan chefer och medarbetare gällande ansvarsområden.

Quality management (QM) is a holistic management philosophy that emphasises the involvement of every employee at different levels of an organization to achieve customer satisfaction and improve organizational effectiveness through continuous process improvement. There has been a rising interest among service sector professionals in examining the applicability and usefulness of quality management methods in service organisations. Many service organisations that have implemented quality management has achieved substantial benefits, but it is clear that implementation initiatives in some organisations have failed to live up to expectations. These mixed results point to a need to identify the factors that lie behind the success and failures of quality management programs. Empirical research in this area is extremely limited. The results of the study point to the importance of the role of employee support and encouragement of departmental co-operation for the successful implementation of quality management programs. These factors were found to be important not only initially, but also throughout the whole implementation period of QM programs. Another interesting finding is the relationship between QM success and implementation issues concerning internal organisational communication, corporate cultural change, and internal marketing. Significant differences exist in the way that each of these factors are practised and emphasised across organisations. Respondents rated the way in which they drew upon the culture, communication pattern and other behaviour to promote QM within the organisation. They also rated how important they thought these various activities were. It was found when these factors were emphasised in QM programs the chance of successful implementation was increased. Implications for quality management professionals and suggestions for further research are discussed<br>Doctor of Philosophy (PhD)

Background: Companies are assuming a vital role in shaping the future for the coming generations through the development of sustainable innovations. Previous studies have stressed the importance of leadership as fundamental in the innovation process and when creating more sustainable businesses. Leaders behaving responsibly are assumed to have a positive impact on the outcome of the innovation process, as the employees are likely to apply the same behaviour. Even so, exactly how leaders behave to combine innovation and sustainability has not yet been theorised, hence, the integration of leadership, sustainability, and innovation is inadequate in the realm of literature. Purpose: The purpose of this study is to explore how leaders behave when fostering an innovation process that leads to sustainable products, services, and/or technologies. Method: The research uses a qualitative method with an inductive approach conducted through semi- structured interviews at three Swedish business-to-business (B2B) multinational enterprises (MNEs) with three leaders working with sustainability, three innovation managers, and one environment manager. Conclusion: The findings suggest three important behavioural dimensions of leaders when promoting an innovation process that leads to sustainable outcomes. In the analysis section, these dimensions are synchronised into a framework; the first one, Reinforcing Positive Psychological State, influences both Making Future-Oriented Strategic Decisions and Modelling the Opportunities and Importance, while the two latter are interrelated. By applying the behaviours illustrated in the framework, leaders behave in a way that fosters the innovation of sustainable outcomes.