Centrality of religiosity as a moderator of the relationship between workplace spirituality and organisational citizenship behaviour among police officers in the Raymond Mhlaba Local Municipality
- Authors: Noko, Sibongile
- Date: 2020
- Subjects: Religion in the workplace Employees -- Religious life Organizational change
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/12491 , vital:39268
- Description: The significant positive relationships between workplace spirituality and organisational citizenship behaviour, as well as between centrality of religiosity and oganisational citizenship behaviour among police officers, confirm the relevance of social exchange theory and affective events theory to police officers’ behaviour. This study confirms the applicability of Social Exchange Theory (SET) and Affective Events Theory (AET). The current study utilized the SET and AET to examine the correlation between workplace spirituality and centrality of religiosity as well as organisational citizenship behaviour among Police officers in the Raymond Mlaba Local Municipality of the Eastern Cape. There is limited previous research concerning the influence of workplace spirituality and centrality of religiosity on organisational citizenship behaviour among police officers in the South African Police Services (SAPS) Department. A quantitative cross-sectional survey was conducted. The sample (N= 100) consist of Police officers from Raymond Mhlaba Local Municipality Police stations. Data were collected through the questionnaire method and SPSS was used for data analysis. A correlational analysis coupled with a simple linear regression analysis was utilised to determine whether there existed any significant relationship with the study’s theoretical attributes. The results of the simple linear regression indicated that workplace spirituality is positively correlated with organisational citizenship behaviour; which is similar to the centrality of religiosity. The results from multiple linear regression showed that the centrality of religiosity does moderate the correlation between workplace spirituality and organisational citizenship behaviour. The results of Multiple linear regression also showed that Workplace spirituality and centrality of religiosity both account for an extensively higher proportion vi of variance in organisational citizenship behaviour than in any of the two variables. This study augments existing knowledge on workplace spirituality, the centrality of religiosity and organisational citizenship behaviour among Police officers in the Raymond Mhlaba Local Municipality, which has largely been ignored by previous researchers, validates certain aspects of the SET and AET. The Station Commanders or Captains should give consideration on how to make the workplace more conducive to the centrality of religiosity and workplace spirituality; so that the Police officers can increase their organisational citizenship behaviour. Strategies need to be implemented to improve managerial and coworker support for Police officers through socialization and team building activities. However, to overcome feelings of occupational stress and their effects on well-being, employers should provide adequate information on any changes in the police service that may entail excessive work demand and dangerous working conditions.
- Full Text:
- Authors: Noko, Sibongile
- Date: 2020
- Subjects: Religion in the workplace Employees -- Religious life Organizational change
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/12491 , vital:39268
- Description: The significant positive relationships between workplace spirituality and organisational citizenship behaviour, as well as between centrality of religiosity and oganisational citizenship behaviour among police officers, confirm the relevance of social exchange theory and affective events theory to police officers’ behaviour. This study confirms the applicability of Social Exchange Theory (SET) and Affective Events Theory (AET). The current study utilized the SET and AET to examine the correlation between workplace spirituality and centrality of religiosity as well as organisational citizenship behaviour among Police officers in the Raymond Mlaba Local Municipality of the Eastern Cape. There is limited previous research concerning the influence of workplace spirituality and centrality of religiosity on organisational citizenship behaviour among police officers in the South African Police Services (SAPS) Department. A quantitative cross-sectional survey was conducted. The sample (N= 100) consist of Police officers from Raymond Mhlaba Local Municipality Police stations. Data were collected through the questionnaire method and SPSS was used for data analysis. A correlational analysis coupled with a simple linear regression analysis was utilised to determine whether there existed any significant relationship with the study’s theoretical attributes. The results of the simple linear regression indicated that workplace spirituality is positively correlated with organisational citizenship behaviour; which is similar to the centrality of religiosity. The results from multiple linear regression showed that the centrality of religiosity does moderate the correlation between workplace spirituality and organisational citizenship behaviour. The results of Multiple linear regression also showed that Workplace spirituality and centrality of religiosity both account for an extensively higher proportion vi of variance in organisational citizenship behaviour than in any of the two variables. This study augments existing knowledge on workplace spirituality, the centrality of religiosity and organisational citizenship behaviour among Police officers in the Raymond Mhlaba Local Municipality, which has largely been ignored by previous researchers, validates certain aspects of the SET and AET. The Station Commanders or Captains should give consideration on how to make the workplace more conducive to the centrality of religiosity and workplace spirituality; so that the Police officers can increase their organisational citizenship behaviour. Strategies need to be implemented to improve managerial and coworker support for Police officers through socialization and team building activities. However, to overcome feelings of occupational stress and their effects on well-being, employers should provide adequate information on any changes in the police service that may entail excessive work demand and dangerous working conditions.
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Organisational justice as a predictor of organisational citizenship behaviour among academic employees at the University of Fort Hare in South Africa
- Authors: Matsungo, Forget
- Date: 2020
- Subjects: Organizational change Universities and colleges -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/12458 , vital:39265
- Description: This research was designed to examine the relationship between Organisational Justice (OJ) constructs and Organizational Citizenship Behaviour (OCB). This study was based on social exchange theory, the norm of reciprocity. The sample for the study consisted of 184 academic members of staff from the University of Fort Hare in the Eastern Cape Province, South Africa. Moorman and Niehoff (1993). Organizational Justice Scale was used to measure justice and Podsakoff, MacKenzie, Moorman, and Fetter’s (1990) OCB Scale was used to measure extra role behaviours. Data analysis was done by means of the Spearman Rank Order Correlation Coefficient and Multiple Regression Model using the Statistical Package for Social Sciences (SPSS) version 25. The findings revealed a positive and significant relationship between OJ and OCB. More specifically, OJ was revealed be significantly positively associated with the measures of OCB (courtesy, altruism, civic virtue, conscientiousness, and sportsmanship) at the University of Fort Hare. Therefore, to improve work performance it is imperative that the university should continuously ensure and promote: fairness in their decisions relating (distributive justice); fairness of the methods, mechanisms, processes, and procedures used to determine the decisions or outcomes (procedural justice); as well as fairness in the quality of the interpersonal treatment employees receive within the work environment (interactional justice). This is particularly so, because when employees perceives that there is emphasis on justice or fairness (procedural justice, distributive justice, and interactional justice) within the organisation, they may reciprocate this gesture by displaying desirable discretionary work related behaviours. Theoretical and managerial implications and suggestions for future research are discussed
- Full Text:
- Authors: Matsungo, Forget
- Date: 2020
- Subjects: Organizational change Universities and colleges -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/12458 , vital:39265
- Description: This research was designed to examine the relationship between Organisational Justice (OJ) constructs and Organizational Citizenship Behaviour (OCB). This study was based on social exchange theory, the norm of reciprocity. The sample for the study consisted of 184 academic members of staff from the University of Fort Hare in the Eastern Cape Province, South Africa. Moorman and Niehoff (1993). Organizational Justice Scale was used to measure justice and Podsakoff, MacKenzie, Moorman, and Fetter’s (1990) OCB Scale was used to measure extra role behaviours. Data analysis was done by means of the Spearman Rank Order Correlation Coefficient and Multiple Regression Model using the Statistical Package for Social Sciences (SPSS) version 25. The findings revealed a positive and significant relationship between OJ and OCB. More specifically, OJ was revealed be significantly positively associated with the measures of OCB (courtesy, altruism, civic virtue, conscientiousness, and sportsmanship) at the University of Fort Hare. Therefore, to improve work performance it is imperative that the university should continuously ensure and promote: fairness in their decisions relating (distributive justice); fairness of the methods, mechanisms, processes, and procedures used to determine the decisions or outcomes (procedural justice); as well as fairness in the quality of the interpersonal treatment employees receive within the work environment (interactional justice). This is particularly so, because when employees perceives that there is emphasis on justice or fairness (procedural justice, distributive justice, and interactional justice) within the organisation, they may reciprocate this gesture by displaying desirable discretionary work related behaviours. Theoretical and managerial implications and suggestions for future research are discussed
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Psychological capital as a moderator of the relationship between intrinsic motivation and employee engagement at public hospital in the Eastern Cape, a South Africa
- Authors: Skoti , Bulumko
- Date: 2020
- Subjects: Employee motivation
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/18996 , vital:43006
- Description: Employee engagement is an important characteristic that all organizations would be happy to have among all their employees. This is because employee engagement is linked with many desirable organisational outcomes such as job satisfaction, productivity, and employee retention. It is therefore extremely important for organisations to know how engagement among employees can be generated or enhanced, especially in the South African public health sector that is characterised by high levels of stress and labour turnover among its employees. The main objective of the present study was accordingly to explore (i) the role of intrinsic motivation and psychological capital as individual and combined predictors of employee engagement, and (ii) the role of psychological capital as a moderator of the relationship between intrinsic motivation and employee engagement. A quantitative approach was adopted and a structured self-administered questionnaire was used in data collection. Simple Linear Regression and Hierarchical Multiple Regression were used in hypothesis testing. The results revealed a significant positive relationship between intrinsic motivation and employee engagement. Psychological capital was also found to be significantly positively related to employee engagement. Intrinsic motivation and psychological capital (combined) were found to account for a significantly higher proportion of variance in employee engagement than intrinsic motivation alone but they did not account for a significantly higher proportion of variance in employee engagement than psychological capital alone. The limitations of the study were highlighted and recommendations were made for future research directions. Recommendations were also made for the managerial and professional application of the results of the present study.
- Full Text:
- Authors: Skoti , Bulumko
- Date: 2020
- Subjects: Employee motivation
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: http://hdl.handle.net/10353/18996 , vital:43006
- Description: Employee engagement is an important characteristic that all organizations would be happy to have among all their employees. This is because employee engagement is linked with many desirable organisational outcomes such as job satisfaction, productivity, and employee retention. It is therefore extremely important for organisations to know how engagement among employees can be generated or enhanced, especially in the South African public health sector that is characterised by high levels of stress and labour turnover among its employees. The main objective of the present study was accordingly to explore (i) the role of intrinsic motivation and psychological capital as individual and combined predictors of employee engagement, and (ii) the role of psychological capital as a moderator of the relationship between intrinsic motivation and employee engagement. A quantitative approach was adopted and a structured self-administered questionnaire was used in data collection. Simple Linear Regression and Hierarchical Multiple Regression were used in hypothesis testing. The results revealed a significant positive relationship between intrinsic motivation and employee engagement. Psychological capital was also found to be significantly positively related to employee engagement. Intrinsic motivation and psychological capital (combined) were found to account for a significantly higher proportion of variance in employee engagement than intrinsic motivation alone but they did not account for a significantly higher proportion of variance in employee engagement than psychological capital alone. The limitations of the study were highlighted and recommendations were made for future research directions. Recommendations were also made for the managerial and professional application of the results of the present study.
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