Predictors of work-based identity
- Authors: De Braine, Roslyn Tania
- Date: 2012-10-25
- Subjects: Work-based identity , Diversity in the workplace , Corporate culture , Identity (Psychology) , Interpersonal relations
- Type: Thesis
- Identifier: uj:10436 , http://hdl.handle.net/10210/7902
- Description: D.Phil. , Orientation: The focus of this study is on the work-based identity construct. This study’s context is the South African multi-cultural and diverse work environment where different racial and cultural identities meet. South Africa’s transition into democracy requires a revised way of perceiving identity, particularly in the workplace. A revised way of viewing identity may be found in understanding work-based identity. Work-based identity is a multi-identity, multi-faceted, and multi-layered construction of the self. Its multi-faceted nature can be understood using three different dimensions, namely a structural, social, and individual-psychological, which influence the identity formation process. The structural dimension is the historical, legislative, national, and culturally embedded context in which individuals find themselves, and which influences identity formation. The social dimension refers to the social interaction that individuals engage in with other individuals. Career, occupational, and professional identity and organisational identification are the work-based identity facets that fall under this dimension. The individual-psychological dimension focuses on the individual’s personal identity orientation. Work centrality, job involvement, and person- organisation fit fall under this dimension. Work-based identity influences the way individuals behave in their work. It is developed as a result of the interplay between an individual’s personal resources and work processes. Work processes include work characteristics, which are job demands and job resources. Research purpose: As part of a larger work-based identity project, the primary objective of this study was to investigate whether job demands and job resources could serve as possible predictors of work-based identity. The Job Demands-Resources (JD-R) Model was used as the predictive model to account for both job demands and job resources in the prediction of work-based identity. Job demands were comprised of overload, job insecurity, and work-family conflict. Growth opportunities, organisational support, advancement, task identity, perceived external prestige, and team climate constituted the job resources. The possibility of non-linear relationships between job demands and work-based identity, and between job resources and work-based identity was also investigated. The possible mediation effects of job demands on the relationship between job resources and work-based identity was also assessed. Furthermore, the moderating effects of the biographical variables race, age, and gender on the relationships of each job demand and job resource with work-based identity were assessed. Lastly, the moderating effects of the demographic variables academic qualification, marital status, job level, medical fund, and work region on the relationship of each job demand and job resource with work-based identity were also assessed. Research design: A cross-sectional field survey design was used for this study. In addition, a census-based approach was utilised, where everyone in the target population (employees of a large South African Information and Communication Technology (ICT) company) had an equal opportunity to participate in the study. The target population of 23 134 employees yielded a sample of 2 429 (a response rate of about 11%). The Job Demands-Resources Scale (JDRS) was used to measure the job demands and job resources, except work-family conflict, perceived external prestige, task identity, and team climate. A Work-Family Scale, Perceived External Prestige Scale, Task Identity Scale, and Team Climate Scale were sourced and adapted to measure these constructs. Furthermore, a Work-based Identity Scale was developed for this study,
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Validating antecedants as predictors in the entrepreneurial orientation model
- Authors: Hewitt, L. M. M.
- Date: 2012-06-06
- Subjects: Strategic planning , Entrepreneurship , Organizational effectiveness
- Type: Thesis
- Identifier: uj:2521 , http://hdl.handle.net/10210/4977
- Description: D.Phil. , The importance of entrepreneurship in economic development is hardly disputed since entrepreneurs launch successful businesses, which create employment, expand markets, and increase production and services, which can revitalize social and productive networks to bring vigour into communities (Luiz, 2007). Recently, empirical studies were conducted that provided evidence that supports the common understanding that Entrepreneurial Orientation (EO) leads to superior Firm Performance (FP) (Covin & Zahra, 1995). EO as a topic in the entrepreneurship literature is much debated and deliberated. A plea has been made to explore the antecedents External Environment (EE), Internal Organisation (IO), firm demographics, and founder/owner/manager biographical data of EO. The key focus of this study is to provide research evidence for the predictive model EO - FP and the relationship(s) of the antecedent’s: Owner/Manager Biographics, Firm Demographics, EE, and IO factors might have with a firm’s EO – FP.
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The consequences of employees' work-based identity
- Authors: Bothma, Filippus Cornelius
- Date: 2012-06-07
- Subjects: Identity (Psychology) , Corporate culture , Performance - Management
- Type: Thesis
- Identifier: uj:2545 , http://hdl.handle.net/10210/4999
- Description: D.Comm. , Work-related identities have a major influence on employee behaviour, as specific identities are evoked in response to certain social situations. As part of a larger research project, this study systematically investigated the relationship between work-based identity and selected subjective and objective work outcomes. Based on the research findings, it can be stated that work-based identity plays an important role in determining employees‟ work outcomes, for example, task performance. These work outcomes are important (e.g., labour turnover and task performance) for organisations, as they have cost implications that impact on the organisation‟s financial bottom line. Research purpose: The primary objective of this study was to investigate whether work-based identity is related to the selected subjective consequences personal alienation, burnout, organisational citizenship behaviour - helping behaviour (H-OCB) and work engagement, and the selected objective consequences turnover intention as a proxy for labour turnover, and task performance. The possible mediation effect that the subjective consequences may have on the relationship between work-based identity and the objective consequences were investigated. It was also investigated whether the selected predictors (including work-based identity with the subjective consequences) can predict turnover intention and task performance. In addition, the possibility of the selected biographical and demographic data having a moderating effect on the relationship between the predictors (i.e. work-based identity and the selected subjective consequences) and objective consequences were investigated.
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Identifying enabling management practices for employee engagement
- Authors: Joubert, Marius
- Date: 2012-06-05
- Subjects: Personnel management , Employee motivation , Management - Employee participation , Performance - Management
- Type: Thesis
- Identifier: uj:2391 , http://hdl.handle.net/10210/4845
- Description: M.Phil. , In an interview with Harvard Business review Gary Hamel (Allio, 2009) noted: “Management is the single largest constraint on business performance.” Current management models and practices need to be reviewed because managers do not seem to be able to add significant value to their organisations anymore. In 2007 the Hay group conducted a study and showed that middle managers in the United Kingdom cost the economy approximately £220 billion per annum (Paton, 2007). According to a Towers Perrin Global Workforce study (2007) it showed overall employee engagement in organisations across the world was 21% whilst disengaged employees was 38%. The Towers study further showed that managers are playing an enormous role in the statistics above. The present study focuses on the concept of creating a management value chain for management, to ensure consistent application of enabling management practices in order to contribute to the improvement of employee engagement and ultimately organisational performance.
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