Human Resources Management
Permanent URI for this community
Browse
Browsing Human Resources Management by Subject "658.31422"
Now showing 1 - 3 of 3
Results Per Page
Sort Options
Item The effect of job satisfaction on the organisational commitment of administrators at a University in Gauteng(2016-09) Thabane, Lerato Judith; Radebe, P. Q.; Joubert, P. A.Administrative staff members are important human capital in higher education because they perform diverse duties that are essential to the day-to-day operations of universities. As a result, their job satisfaction and organisational commitment are imperative to universities. However, there is a paucity of research focusing on the job satisfaction and organisational commitment of administrative staff members in the South African higher education sector. The primary objective of this study was to investigate the effect of overall job satisfaction on the organisational commitment of administrators at a university in Gauteng. To achieve the aforementioned objective, a quantitative survey approach was used to examine the relationship between overall job satisfaction and organisational commitment among 383 administrative staff members. Descriptive statistics was used to determine the levels of both job satisfaction and organisational commitment, results of which were significant, revealing that the administrative staff members were satisfied and committed to the university. Statistics using Spearman’s rho correlation analysis showed that there was a significantly strong correlation between job satisfaction and affective commitment; and significantly moderate correlations between job satisfaction and moral imperative and indebted obligation. However, weak correlations were found between job satisfaction and continuance commitment. Regression analysis revealed that job satisfaction contributed positively to the prediction of affective commitment, moral imperative, indebted obligation and continuance commitment. The findings suggest that managers at the university could enhance the commitment of the administrative staff members by increasing the levels of job satisfaction. The levels of job satisfaction of the administrative staff members at the university could be enhanced through job design, career advancement opportunities and the introduction of fair and transparent policies and rules. Organisational commitment could be improved through the provision of job security, equitable salaries and conducive working conditions.Item Employees' job satisfaction, organisational commitment and intention to stay at an international hotel in Lesotho(2016-01) Peete, Mankhabe Blandinah; Joubert, P.The purpose of this study is to determine the relationship between employees’ job satisfaction (JS), organisational commitment (OC) and intention to stay (ITS) at an international hotel in Lesotho. Employees’ productivity is largely related to their level of job satisfaction. Lumley, Coetzee, Tladinyane and Ferreira (2011:101) are of the view that since job satisfaction involves employees’ motions, it influences an organisation’s well-being with regard to job productivity, employee turnover, absenteeism and life satisfaction Therefore, it is important for an organisation to study the relationships between JS, OC and ITS. A survey questionnaire was devised to collect the information for job satisfaction, organisational commitment and intention to stay from each employee. Two hundred and twenty employees responded to the survey. This study used a quantitative research paradigm and a descriptive research method. Random sampling was deemed appropriate for this study, these choices are motived for in the main study. Participants were asked to complete three test instruments, namely, a Job Satisfaction Survey (JSS), an Organisational Commitment Questionnaire (OCQ) and an Intention to Stay Questionnaire (ITSQ). After analysing the data, the researcher found that there is a relatively strong correlation between job satisfaction, organisational commitment and intention to stay. Generally, higher levels of job satisfaction will lead to higher levels of organisational commitment which in turn will lead to employees staying at organisations. The results indicate that all three variables: JS‚ OC‚ and ITS have positive and significant inter-relationships. Findings and recommendations of this study are important to the management as they indicate the need to develop strategies to deal with the needs of those employees who exhibit low level of organisational commitment. The findings of this study provide valuable insights that can enable the management to create a satisfied and committed workforceItem Job satisfaction, organisational commitment, turnover intention, absenteeism and work performance amongst academics within South African Universities of Technology(2015-09) Ntisa, Atang Azael; Joubert, P. A.; Dhurup, M.The purpose of this study was to determine the relationship between job satisfaction, organisational commitment, turnover intention, absenteeism and work performance amongst the academics within South African universities of technology (UoTs). South African higher education has gone through numerous changes in terms of restructuring and transformation. Rapid changes of this nature within a higher education system necessitate alternative work restructuring and arrangements, which could have a potential negative influence on the behaviour of academic staff. Research addressing these problems on the academic staff within UoTs in the context of developing countries such as South Africa has remained scarce. This study, therefore, was conducted to fill this gap. Universities of technology in South Africa employ approximately 2987 (N) academic employees. In order to measure the study constructs, the survey material was designed interactively in a form of a structured questionnaire. Participants were asked to complete five test instruments, namely, job satisfaction survey (JSS), organisational commitment questionnaire (OCQ), intention to stay questionnaire (ISQ), absenteeism questionnaire (AQ), and individual work performance questionnaire (IWPQ). 600 questionnaires were distributed to the identified sample of academics of which 494 (n) responded. A correlation analysis was conducted to evaluate the strength and effect size of the relationship between the variables. The maximum correlation value between the constructs were 0.442 thus providing evidence of discriminate validity. Factor analysis was performed for organisational commitment questionnaire (OCQ) and individual work performance questionnaire (IWPQ) through statistical software package SPSS version 22.0. Organisational commitment revealed four factors and all of them accounted for satisfactory total variance explained of 65.2%. Work performance revealed three factors, which also accounted for satisfactory total variance explained of approximately 65%. The Mann-Whitney U-test was used to test whether males and females were similar in perception in terms of study constructs. Statistically significant differences were found between gender and four study constructs except work performance. The Kruskal-Wallis test was used to examine the differences of the various age categories, which revealed statistically significant differences between the various age categories and study constructs. The reliability results confirmed that all constructs reached the generally agreed upon minimum scale range for Cronbach’s alpha of 0.70. The confirmatory factor analysis (CFA) was performed to establish scale accuracy. All measures conformed to acceptable model fit and composite reliability (CR) and revealed that the scales used in this study are reliable. Finally, the structural model was tested; seven postulated hypotheses were supported and one hypothesis (H8) that postulated the relationship between organisational commitment and work performance was rejected. As such, it was concluded that the conceptual model captured accurate relationships among the variables and that organisational commitment has no significant influence on work performance. After reviewing the results, the conclusion was drawn that the study has both theoretical and practical value as envisaged. Theoretically, this research has contributed by further strengthening organisational commitment as a multidimensional construct. Contrary to some previous studies that reported high levels of significance between organisational commitment and work performance this study found no significance between these constructs. These results contribute more to the expanding body of knowledge. The current study added practical value by providing an integrative model that can be used as an important tool by management within the South African universities of technology to understand and manage job satisfaction, organisational commitment, turnover intention, absenteeism and work performance of academics. The results of this study can also be used for future organisational planning and policymaking. A number of recommendations have been made for the attention of relevant stakeholders in the academic environment. Future research possibilities and limitations of the study have also been highlighted.