Employee perceptions of organisational change on the psychological contract
- Authors: Magano, Kelebogile Desiree
- Date: 2017
- Subjects: Organizational change - Psychological aspects , Consolidation and merger of corporations - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246211 , uj:25519
- Description: M.Phil. (Human Resource Management) , Abstract: Corporate mergers and acquisitions are a common source of company growth, but many fail and do not achieve the projected financial results. People-related issues constitute the primary reason for such failures. These issues may result from the negative impact that changes often have on the psychological contract. As people are critical to the success of change efforts, an investigation was warranted into the perceived impact on the psychological contract during periods of change. The unit of study for this case study was a pharmaceutical company. The researcher used a qualitative research approach in order to gain a deeper understanding of the participants’ experiences. Semi-structured interviews (based on an interview schedule) were conducted with 12 purposively selected participants. The interviews were all recorded. Content analysis was conducted to capture the richness of themes derived from the participants’ narratives. The analysis involved both transcribing and interpreting the data. The findings of the study indicated that the pressures of the external environment and the organisation neglecting the human side of change led to the psychological contract being impacted. This led to reduced organisational citizenship behaviours, which was evidently displayed through reduced commitment and low engagement. On the other hand, the organisation was offering less career opportunities, job security and less job opportunities but expected employees to put in more effort through time, flexibility and expertise. It was evident that organisational change produced changes in the psychological contract, employee attitudes and behaviours. A perceived breach in the fulfilment of obligations could be directly linked to staff turnover. Work role and employee expectations underpinned the psychological contract. Thus, a violation of these expectations resulted in dissatisfaction and turnover, or intention to leave.
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- Authors: Magano, Kelebogile Desiree
- Date: 2017
- Subjects: Organizational change - Psychological aspects , Consolidation and merger of corporations - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246211 , uj:25519
- Description: M.Phil. (Human Resource Management) , Abstract: Corporate mergers and acquisitions are a common source of company growth, but many fail and do not achieve the projected financial results. People-related issues constitute the primary reason for such failures. These issues may result from the negative impact that changes often have on the psychological contract. As people are critical to the success of change efforts, an investigation was warranted into the perceived impact on the psychological contract during periods of change. The unit of study for this case study was a pharmaceutical company. The researcher used a qualitative research approach in order to gain a deeper understanding of the participants’ experiences. Semi-structured interviews (based on an interview schedule) were conducted with 12 purposively selected participants. The interviews were all recorded. Content analysis was conducted to capture the richness of themes derived from the participants’ narratives. The analysis involved both transcribing and interpreting the data. The findings of the study indicated that the pressures of the external environment and the organisation neglecting the human side of change led to the psychological contract being impacted. This led to reduced organisational citizenship behaviours, which was evidently displayed through reduced commitment and low engagement. On the other hand, the organisation was offering less career opportunities, job security and less job opportunities but expected employees to put in more effort through time, flexibility and expertise. It was evident that organisational change produced changes in the psychological contract, employee attitudes and behaviours. A perceived breach in the fulfilment of obligations could be directly linked to staff turnover. Work role and employee expectations underpinned the psychological contract. Thus, a violation of these expectations resulted in dissatisfaction and turnover, or intention to leave.
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The mental model of a leader that flourishes in complex and turbulent contexts
- Authors: Hodgkinson, Garreth
- Date: 2017
- Subjects: Psychology, Industrial , Organizational change - Management , Organizational change - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246191 , uj:25516
- Description: M.Com. (Industrial Psychology) , Abstract: Change is perceived as the only constant. Given the impact of this continual and chaotic change that organisations are faced with, the management of change is becoming a highly required managerial skill. Business has recognised the necessity and advantages of managing change effectively. Successful business leaders can arguably provide valuable leadership and guidance through periods of change, and a deeper understanding of their mental models may provide valuable empirical insight into their thinking and resultant behaviours. The purpose of this study was therefore to explore the mental model of an organisational leader who flourishes within complex and turbulent contexts. This research was conducted in a qualitative manner using the Repertory Grid Technique to identify personal constructs. Through a process of subsuming, it was possible to identify the mental model of the organisational leader. This mental model has helped identify areas that are crucial to navigating chaotic change in turbulent contexts. The results indicated that self-awareness and confidence in one’s own ability are critical to flourishing within turbulent contexts.
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- Authors: Hodgkinson, Garreth
- Date: 2017
- Subjects: Psychology, Industrial , Organizational change - Management , Organizational change - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/246191 , uj:25516
- Description: M.Com. (Industrial Psychology) , Abstract: Change is perceived as the only constant. Given the impact of this continual and chaotic change that organisations are faced with, the management of change is becoming a highly required managerial skill. Business has recognised the necessity and advantages of managing change effectively. Successful business leaders can arguably provide valuable leadership and guidance through periods of change, and a deeper understanding of their mental models may provide valuable empirical insight into their thinking and resultant behaviours. The purpose of this study was therefore to explore the mental model of an organisational leader who flourishes within complex and turbulent contexts. This research was conducted in a qualitative manner using the Repertory Grid Technique to identify personal constructs. Through a process of subsuming, it was possible to identify the mental model of the organisational leader. This mental model has helped identify areas that are crucial to navigating chaotic change in turbulent contexts. The results indicated that self-awareness and confidence in one’s own ability are critical to flourishing within turbulent contexts.
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The moderating effect of cultural values on career adaptability and work engagement
- Authors: Dateling, Tracy Rina
- Date: 2021
- Subjects: Organizational change - Psychological aspects , Adaptability (Psychology) , Work - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/478282 , uj:43220
- Description: Abstract: As the work environment changes, employees are being exposed to cultures that differ from their own, and organisations are looking for ways to increase work engagement. Work engagement is influenced by employees’ ability to adapt proactively to these constantly changing work conditions. The career construction theory framework recognises that career adaptability is influenced by contextual factors such as cultural values. Additionally, career construction theory proposes that high levels of adaptability can induce positive career-related outcomes like work engagement. The aim of this study was to determine the moderating effect of cultural values on the relationship between career adaptability and work engagement. Cultural values as a moderating variable can influence the outcome of this relationship as it affects the development and perception of both work engagement and career adaptability. A quantitative, cross-sectional survey design was used. The sample consisted of South African employees (n = 220). The following questionnaires were used: Utrecht Work Engagement Scale (UWES-9), Career Adapt-abilities Scale (CAAS), and Cultural Values Scale (CVSCALE). The data was analysed using correlation and moderation analysis... , M.Com. (Industrial Psychology)
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- Authors: Dateling, Tracy Rina
- Date: 2021
- Subjects: Organizational change - Psychological aspects , Adaptability (Psychology) , Work - Psychological aspects
- Language: English
- Type: Masters (Thesis)
- Identifier: http://hdl.handle.net/10210/478282 , uj:43220
- Description: Abstract: As the work environment changes, employees are being exposed to cultures that differ from their own, and organisations are looking for ways to increase work engagement. Work engagement is influenced by employees’ ability to adapt proactively to these constantly changing work conditions. The career construction theory framework recognises that career adaptability is influenced by contextual factors such as cultural values. Additionally, career construction theory proposes that high levels of adaptability can induce positive career-related outcomes like work engagement. The aim of this study was to determine the moderating effect of cultural values on the relationship between career adaptability and work engagement. Cultural values as a moderating variable can influence the outcome of this relationship as it affects the development and perception of both work engagement and career adaptability. A quantitative, cross-sectional survey design was used. The sample consisted of South African employees (n = 220). The following questionnaires were used: Utrecht Work Engagement Scale (UWES-9), Career Adapt-abilities Scale (CAAS), and Cultural Values Scale (CVSCALE). The data was analysed using correlation and moderation analysis... , M.Com. (Industrial Psychology)
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