3. Electronic Theses and Dissertations (ETDs) - All submissions
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Item The relationship between organisational culture and employee job satisfaction within the Botswana construction industry(2017) Mufanebadza, Justice MufsonProblem Statement: Organisational culture determines employee remuneration, opportunities for promotion, interaction between employees and their job in general. It has a potential to affect the degree to which employees are satisfied with their jobs. If the impact is negative, this will create a problem of low employee morale, reduced performance, and hence low production levels. If this effect is positive, this may boost the morale of employees and increase performance and production. It is, therefore, important to understand the relationship between organisational culture and employee job satisfaction to maximize the benefits and reduce the negative impact. Purpose: The aim of this research was to find out if the prevailing organisational culture has an influence on employee job satisfaction with specific reference to the Botswana construction industry. The objectives of the research were to establish the prevailing and preferred organisational cultures, establish employee job satisfaction, and determine the relationship between organisational culture and employee job satisfaction. Methodology: Focusing on the Botswana construction industry and using a cross sectional study, two concurrent surveys were conducted to collect quantitative data for organisational culture and employee job satisfaction from three construction organisations selected to represent small, medium, and large organisations. Findings: The prevailing organisational culture in all the three organisations was found to be the market culture. The clan culture was found to be the preferred organisational culture in two of the organisations (the medium and large). The hierarchy culture was found to be the preferred organisational culture in the small organisation. Despite employees preferring different cultures (clan and hierarchy) to the prevailing culture (market), employees were generally satisfied with their current jobs, suggesting that there might be no relationship between organisational culture and employee job satisfaction and pointing to the possible existence of a third variable. Implications: The market culture which was found to be prevailing in all the three organisations is characterised by aggressive competition and a focus on winning a share of the market. This indicated that the construction industry was reacting to the current harsh economic conditions by adopting an aggressive survival strategy. By rejecting the prevailing market culture, employees might have felt neglected since the market culture does not focus on employees. Employees remained satisfied with their current jobs despite rejecting the prevailing organisational culture and this might be an indication that jobs are not available leaving employees with no option but to like the only jobs which they have.Item Psychological well-being, job satisfaction, and organisational commitment among employees in Botswana(2017) Baruti, Thuso TsalonaThe aim of the study was to investigate associations of employee psychological well-being, job satisfaction, psychological well-being and organisational commitment among public service employees in Botswana. The study was cross-sectional in nature. A total of 138 participants were recruited but only the responses of 129 participants were used in the final analysis after excluding the responses of 9 participants due to missing data. Of the 129 participants, there were 73 female participants and 55 male participants. The participants were recruited from Gaborone, Botswana and they voluntarily participated in the study. The instruments that were used to collect data were the General Health Questionnaire 12 (GHQ-12), the Overall Job Satisfaction Scale, and the Organisational Commitment Scale. Data were analysed using Pearson‟s Product-Moment correlation, simple regression and chi-square test of association. The results of the study showed that significant relationships were between psychological well-being and job satisfaction, and between job satisfaction and organisational commitment. Additionally, psychological well-being significantly predicted job satisfaction but not organisational commitment. Directions for future studies could focus on investigating the intricate relationships between the variables to assess their impact on employee and organisational performance, and to guide the utilisation of wellness programmes in the workplace.