An investigation of the mental model of millennials in a South African organisation
- Authors: Jardine, Robert
- Date: 2019
- Subjects: Diversity in the workplace - Management , Young adults - Employment , Generation X - Employment , Generation Y - Employment , Conflict of generations , Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/370758 , http://hdl.handle.net/10210/292198 , uj:31750
- Description: Abstract: Generational difference has become a significant topic in popular media and literature. Current research suggests that individuals growing up during different time periods possess different worldviews and thus possess different workplace values and preferences. This has significant implications for various people management strategies and practices implemented by industrial psychologists. By catering for differing worldviews and workplace values, it is possible to increase engagement, performance, and retention of employees in the workplace. However, when investigating this theory with an empirical psychological lens, the need for further research is evident, especially in different contexts, such as South Africa. This study provides a deeper insight into workplace values as a result of mental models within the South African millennial generational cohort. A conceptual mental model that focuses on the drivers of workplace values that emerged in the study is presented. , M.Com. (Industrial Psychology)
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- Authors: Jardine, Robert
- Date: 2019
- Subjects: Diversity in the workplace - Management , Young adults - Employment , Generation X - Employment , Generation Y - Employment , Conflict of generations , Personnel management
- Language: English
- Type: Masters (Thesis)
- Identifier: http://ujcontent.uj.ac.za8080/10210/370758 , http://hdl.handle.net/10210/292198 , uj:31750
- Description: Abstract: Generational difference has become a significant topic in popular media and literature. Current research suggests that individuals growing up during different time periods possess different worldviews and thus possess different workplace values and preferences. This has significant implications for various people management strategies and practices implemented by industrial psychologists. By catering for differing worldviews and workplace values, it is possible to increase engagement, performance, and retention of employees in the workplace. However, when investigating this theory with an empirical psychological lens, the need for further research is evident, especially in different contexts, such as South Africa. This study provides a deeper insight into workplace values as a result of mental models within the South African millennial generational cohort. A conceptual mental model that focuses on the drivers of workplace values that emerged in the study is presented. , M.Com. (Industrial Psychology)
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The impact of a total reward system on work engagement
- Authors: Hotz, Gabi Jenna
- Date: 2015-04-24
- Subjects: Personnel management , Career development , Performance standards
- Type: Thesis
- Identifier: uj:13571 , http://hdl.handle.net/10210/13714
- Description: M.Com. (Industrial Psychology) , Work engagement is defined as “a positive, fulfilling, work related state of mind that is characterized by vigour, dedication, and absorption” (Schaufeli & Bakker, 2010; Schaufeli, Salanova, González-Romá, & Bakker, 2002, p. 74). It is therefore critical for organisations to pay careful attention to the effect that total rewards have on engagement to ensure the highest level of work engagement within the organisation. Previous studies have shown that very little research has been conducted in the South African context to examine total reward strategies and how these programmes specifically relate to work engagement. The overall purpose of this study is to determine the relationship between total rewards and work engagement and to further determine which reward category predicts work engagement. The model proposed by Nienaber (2010) includes all the core dimensions under rewards and was therefore used for this study. Total rewards for the purpose of this study include: Base Pay, Performance, Career Management, Contingency Pay, Quality Work Environment, Benefits and Work-Home Integration. The Utrecht Work Engagement Scale (UWES) and The Rewards Preferences Questionnaire were administered to a random sample (N = 318) of South African employees in various different divisions and positions within several organisations. The results indicated that Total Rewards explained 14% of the variance within Work Engagement. Furthermore, only Performance and Career Management, and Work- Home Integration were significant predictors of Work Engagement. In relation to the gender and age as moderating variables, it was found that these two constructs did not act as moderators between total rewards and work engagement.
- Full Text:
- Authors: Hotz, Gabi Jenna
- Date: 2015-04-24
- Subjects: Personnel management , Career development , Performance standards
- Type: Thesis
- Identifier: uj:13571 , http://hdl.handle.net/10210/13714
- Description: M.Com. (Industrial Psychology) , Work engagement is defined as “a positive, fulfilling, work related state of mind that is characterized by vigour, dedication, and absorption” (Schaufeli & Bakker, 2010; Schaufeli, Salanova, González-Romá, & Bakker, 2002, p. 74). It is therefore critical for organisations to pay careful attention to the effect that total rewards have on engagement to ensure the highest level of work engagement within the organisation. Previous studies have shown that very little research has been conducted in the South African context to examine total reward strategies and how these programmes specifically relate to work engagement. The overall purpose of this study is to determine the relationship between total rewards and work engagement and to further determine which reward category predicts work engagement. The model proposed by Nienaber (2010) includes all the core dimensions under rewards and was therefore used for this study. Total rewards for the purpose of this study include: Base Pay, Performance, Career Management, Contingency Pay, Quality Work Environment, Benefits and Work-Home Integration. The Utrecht Work Engagement Scale (UWES) and The Rewards Preferences Questionnaire were administered to a random sample (N = 318) of South African employees in various different divisions and positions within several organisations. The results indicated that Total Rewards explained 14% of the variance within Work Engagement. Furthermore, only Performance and Career Management, and Work- Home Integration were significant predictors of Work Engagement. In relation to the gender and age as moderating variables, it was found that these two constructs did not act as moderators between total rewards and work engagement.
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