3. Electronic Theses and Dissertations (ETDs) - All submissions

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    Career salience and work salience as moderators of the job satisfaction-life satisfaction relationship
    (2000) Cassim, Farhad Abdul Kader
    Different researchers commit themselves to different hypotheses when considering the job satisfaction-life satisfaction (JS-LS) relationship. Some adhere to the spill over hypothesis, others to the compensation hypothesis and still others to the segmentation hypothesis. A fourth perspective asserts that no one single hypothesis is correct but that different hypotheses will be true under different conditions. The latter has paved the way for the consideration of moderator variables of the job satisfaction-life satisfaction relationship. While various constructs have been examined in terms of their capacity as moderator variables, two variables which have not as yet been empirically examined In terms of their capacity as moderators are career salience and work salience. This non-experimental study proposed such an examination In a sample of school teachers located in Lenasia. In terms of the intuitive suggestions made by a few researchers in this area, it was expected that career and work salience would moderate the relationship between job satisfaction and life satisfaction such that individuals high on each construct would reflect a stronger positive correlation. While this constituted the primary aim of the study, a secondary aim was to investigate the possible moderating influence of different biographical variables on the JS-LS relationship. Results confirmed the moderating influence of work salience. While subjects both high and low in work salience exhibit a significantly positive relationship between JS and LS, this relationship is much more significantly positive for subjects higher in work salience than for subjects lower in work salience. The expectations framed in terms of career salience was dis confirmed with subjects both high and low in career salience exhibiting an equally significant positive correlation. In terms of the biographical variables while subjects who were high and low on certain constructs such as, average age of children or tenure at school, reflected significantly positive correlations between JS-LS, this relationship was much stronger for subjects higher on these constructs. In terms of the other biographical variables (highest educational qualification, gender, marital status and home language) equally significant positive correlations emerged. The possible theoretical and practical implications of this study , the limitations and suggestions for future research are considered
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    Understanding generational differences impact on employee relationships with co-workers, on individual performance and engagement in the workplace
    (2017) Maja, Makgotso Birtha
    The multifaceted workplace, encompassing different generations, has been seen to have its benefits and potential factors leading to conflict (Burke, 2004). Differences existing within generations often influence the organizational success, staff performance, satisfaction, creativity, group cohesion and reputation, resulting in satisfactory or unsatisfactory relations being established (Baptiste, 2009; Saba, 2013; Salahuddin, 2010). Intergenerational differences provide additional insight into work life forces impinging on human beings within the workplace, which ultimately influences the success of the organization (Gratton, 2011; Salahuddin, 2010). As such, this study will provide additional insight into how generational differences impact on employee relationships with co-workers, on individual performance, and engagement in the workplace. The qualitative research approach was used to elicit live experiences of participants, and the narrative study design applied to, efficiently allowed participants to share their story. Using interview schedules, interviews were conducted with sixteen participants selected through a nonprobability purposive sampling strategy. Semi-structured interviews were conducted following obtainment of consent from the participants, and interviews were recorded and transcribed verbatim. Data was analysed using thematic analysis whereby data was divided into themes and subthemes, interweaving these within existing literature. The study anticipated that the changing workforce influences diverse generations differently, and this has an influence on the relations established and the manner in which they respond to the changes, and in so doing meets the organizational needs. The study found that similarities exist amongst generational groups which include: access to opportunities, performance and workforce needs. The findings also show that workplace challenges exist, however, and through the use of survival strategies employees can cope when presented with challenges. The study has provided insight on how occupational social workers can develop organizational strategies and interventions, which seek to acknowledge and embrace diversity amongst employees, in order to successfully manage and work effectively with a multigenerational workforce.
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    Mediating the relationship between talent management practices and intention to quit
    (2016) Ncube, Chrisbel Mduduzi
    Since McKinsey and Company (1998) coined the term “the war for talent” (Axelrod, Handfield-Jones, & Welsh, 2001; Michaels, Handfield-Jones & Axelrod, 2001) in response to a lack of highly skilled and talented employees in the labour market and the need for organisations to compete for this limited talent pool, the topic of talent management has received a remarkable degree of practitioner and academic interest (Bhatnagar, 2007; Collings & Mellahi, 2009; Vaiman, Scullion & Collings, 2012). The scarcity of highly skilled and talented employees has resulted in a paradigm shift, with the “old reality” (people need companies) replaced by new business realities (companies need talented and highly skilled people). This has forced organisations to institute aggressive talent management policies, practices and strategies to attract, develop, and optimise the available talent in both the broader market place and specific industries. The effective management of highly skilled and talented employees has also emerged as a major source of competitive advantage for organisations, resulting in desirable consequences such as organisational commitment, employee engagement, job satisfaction, and lower turnover intentions. Based on this premise, this study sought to investigate the direct and indirect (mediated) relationship between employees’ perception of the organisation’s current talent management practices, organisational commitment, employee engagement, job satisfaction and their intention to quit the organisation. The mediating characteristics of organisational commitment, employee engagement, and job satisfaction on the relationship between the perceived talent management practices and employees’ intention to quit are also investigated. A cross-sectional, survey-based descriptive research design utilising quantitative research methods was adopted to acquire information and primary data needed for analysis. The study was carried out on highly skilled and talented employees (supervisors, line managers, senior managers and directors) of a multinational fast moving consumer goods (FMCG) food manufacturing company in South Africa. The target population of the research comprised of (N = 267) 267 employees of the surveyed organisation with a sample size of (N = 151) 151 respondents. A standardised questionnaire adapted from five instruments ̶ talent management practices (Human Capital Institute, 2008), organisational commitment (Allen & Meyer, 1990), employee engagement (Schaufeli & Bakker, 2003), job satisfaction (Weiss, Dawis, England, & Lofquist, 1967), and intention to quit (Arnold & Feldman, 1982) measured on a Likert type of scale was utilised to collect primary data. A non-probability sampling technique (convenience sampling) was used to collect primary data. The scales used in the study reported Cronbach Coefficient Alphas above the minimum recommended 0.70 margin (Field, 2009) suggesting that the measuring instrument is reliable. The study utilised multiple linear regression analysis to test the proposed hypotheses. The results showed direct significant relationships between the variables under study, suggesting that investing in effective talent management practices relating to talent acquisition, workforce planning, talent development, performance management, talent retention, and other practices may result in desirable outcomes for the organisation. These include enhanced organisational commitment, high levels of employee engagement, increased employee job satisfaction, and reduced turnover intentions. It is recommended that organisations in South Africa and the organisation under study, in particular, develop talent management practices and strategies that can be implemented and applied in the organisation in order to attract and retain highly skilled and talented employees. It is further recommended that organisations develop effective, practical and holistic talent management practices and strategies that will not only attract talent, but also address organisational commitment, employee engagement, job satisfaction, and the retention of highly skilled and talented employees, thus boosting organisational performance and productivity.
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