The relationship between job satisfaction and organisational citizenship behaviour among selected organisations in Zimbabwe
- Authors: Chiboiwa, Malvern Waini
- Date: 2009
- Subjects: Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11547 , http://hdl.handle.net/10353/30 , Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Description: 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.
- Full Text:
- Date Issued: 2009
- Authors: Chiboiwa, Malvern Waini
- Date: 2009
- Subjects: Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11547 , http://hdl.handle.net/10353/30 , Job satisfaction , Employees -- Attitudes , Corporate culture , Organizational behavior , Employee loyalty
- Description: 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.
- Full Text:
- Date Issued: 2009
Management of political behaviour in organisations
- Authors: Pio, Riaan Johan
- Date: 2000
- Subjects: Organizational behavior , Corporate culture
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10839 , http://hdl.handle.net/10948/33 , Organizational behavior , Corporate culture
- Description: In this research paper, the constructive management of political behaviour in organisations was investigated. A general overview of relevant aspects which specifically relate to the constructive management of political behaviour in the automotive industry was presented. The literature study included a discussion of the nature of political behaviour and guidelines for the management of political behaviour in organisations. The research methodology consisted of three phases: Phase 1: A literature study to determine guidelines to manage political behaviour in organisations constructively. Phase 2: An empirical study to determine the effectiveness of these guidelines in practice by means of a survey amongst role players in the automotive industry in South Africa. Phase 3: The findings from the literature study and empirical study were integrated into guidelines of how managers can manage political behaviour constructively. The study identified nine main strategies for managing political behaviour. They are: Open communication. Communication must be open to keep all parties informed and to prevent distrust. Reduction of uncertainty. This involves preventing employees being unsure of what the future holds. Awareness. The aim of awareness is for managers to be sensitive to and aware of situations that could elicit political behaviours. Furthermore, they must recognize political behaviour for what it is. Setting an example. Managers must set an exemplary example and not engage in political behaviour. An understanding of the reason/motivation for the formation of informal (political) groups or cliques. Having established the reason why political groups form will enable a manager to manage them more effectively. Confront political game players. Managers must address all forms of possible political behaviour in a serious manner. Understanding the organisation’s strategy, goals and action plans. All employees need to know exactly what direction the organization is moving in and what is in it for them. It is management’s task to ensure this open and clear communication, to prevent fears and political behaviour. Tie resource allocation and rewards to strategy. This can be achieved by ensuring that the criteria for the allocation of rewards is straight forward and understood by all. Reward systems must, furthermore, be directly linked to performance. There should also be transparency in decision-making. Isolate resource acquisition from internal operations. It is necessary to clearly specify the conditions and ground rules for the acquisition of resources to ensure that the process is transparent. The conclusion reached is that political behaviour in organizations can be managed constructively to build win-win relationships.
- Full Text:
- Date Issued: 2000
- Authors: Pio, Riaan Johan
- Date: 2000
- Subjects: Organizational behavior , Corporate culture
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:10839 , http://hdl.handle.net/10948/33 , Organizational behavior , Corporate culture
- Description: In this research paper, the constructive management of political behaviour in organisations was investigated. A general overview of relevant aspects which specifically relate to the constructive management of political behaviour in the automotive industry was presented. The literature study included a discussion of the nature of political behaviour and guidelines for the management of political behaviour in organisations. The research methodology consisted of three phases: Phase 1: A literature study to determine guidelines to manage political behaviour in organisations constructively. Phase 2: An empirical study to determine the effectiveness of these guidelines in practice by means of a survey amongst role players in the automotive industry in South Africa. Phase 3: The findings from the literature study and empirical study were integrated into guidelines of how managers can manage political behaviour constructively. The study identified nine main strategies for managing political behaviour. They are: Open communication. Communication must be open to keep all parties informed and to prevent distrust. Reduction of uncertainty. This involves preventing employees being unsure of what the future holds. Awareness. The aim of awareness is for managers to be sensitive to and aware of situations that could elicit political behaviours. Furthermore, they must recognize political behaviour for what it is. Setting an example. Managers must set an exemplary example and not engage in political behaviour. An understanding of the reason/motivation for the formation of informal (political) groups or cliques. Having established the reason why political groups form will enable a manager to manage them more effectively. Confront political game players. Managers must address all forms of possible political behaviour in a serious manner. Understanding the organisation’s strategy, goals and action plans. All employees need to know exactly what direction the organization is moving in and what is in it for them. It is management’s task to ensure this open and clear communication, to prevent fears and political behaviour. Tie resource allocation and rewards to strategy. This can be achieved by ensuring that the criteria for the allocation of rewards is straight forward and understood by all. Reward systems must, furthermore, be directly linked to performance. There should also be transparency in decision-making. Isolate resource acquisition from internal operations. It is necessary to clearly specify the conditions and ground rules for the acquisition of resources to ensure that the process is transparent. The conclusion reached is that political behaviour in organizations can be managed constructively to build win-win relationships.
- Full Text:
- Date Issued: 2000
- «
- ‹
- 1
- ›
- »