Perceived organisational support (POS), Job engagement (JE) and their effect on organisational citizenship behaviour (OCB) among nurses at the Victoria Hospital, Alice, Nkonkobe Municipality
- Authors: Dumisani, Mathumbu
- Date: 2012
- Subjects: Municipal government -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Nurses -- South Africa -- Eastern Cape , Nursing -- South Africa -- Eastern Cape , Job stress -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Perceived Organization Support , Job Engagement , Organizational Citizenship Behavior
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11552 , http://hdl.handle.net/10353/d1007032 , Municipal government -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Organizational behavior -- South Africa -- Eastern Cape , Nurses -- South Africa -- Eastern Cape , Nursing -- South Africa -- Eastern Cape , Job stress -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Employees -- Training of -- South Africa -- Eastern Cape , Perceived Organization Support , Job Engagement , Organizational Citizenship Behavior
- Description: Wendel (1994, p. 91) defined perceived organizational support (POS) as “organization support in terms of all things that relate to assistance and relationships amongst working peers and colleagues, which involve the feeling of need between superiors and subordinates . Rothbard (2001, p. 656) in defining job engagement (JE) listed two components which he thought were critical for its effectiveness on organizational functioning: (i) attention and (ii) absorption, with the former referring to “cognitive ability and the amount of time one spends thinking about the role”, while the latter “means being engrossed in a role and means the intensity of one’s focus on a role”. Organizational citizenship behavior (OCB) was first introduced by Organ in the 1980s and he defined the concept of organizational citizenship behavior “as discretionary behaviors by individuals (employees) that do not form part of formal requirements of a job, but are necessary and promote effective functioning of the organization (Organ, 1988)”. The objective of study was to explore the relationship between perceived organizational support and job engagement and their effect organizational citizenship behavior. Other relationships that were tested were first, the direct relationship between POS JE. Secondly, the combined effect of POS and JE on OCB. The study was conducted amongst nurses at Victoria hospital, in Alice within the Nkonkobe district municipality. The results showed a significant relationship between JE and OCB, whilst the relationship between POS and OCB was not accepted. The results for the other two hypotheses that were tested; (i) relationship between POS and JE, (ii) combined effect of POS and JE on OCB also showed that they were not accepted. The consistency scores for these variables were of international level (n=106). The Pearson correlation coefficients were used for hypothesis testing.
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- Date Issued: 2012
The relationship between conscientiousness, extraversion and leadership effectiveness among local government managers in Bisho and East London
- Authors: Bell, Clement
- Date: 2012
- Subjects: Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MCom (Industrial Psychology)
- Identifier: vital:11556 , http://hdl.handle.net/10353/d1007116 , Extraversion -- South Africa -- Eastern Cape , Leadership -- South Africa -- Eastern Cape , Local government -- South Africa -- Eastern Cape , Big Five model , Public officers , Role conflict , Conscience -- South Africa -- Eastern Cape
- Description: This study investigated the relationship between conscientiousness, extraversion, and leadership effectiveness among the local government managers in Bisho and East London. Conscientiousness and extraversion were used as independent variables in the study while leadership effectiveness was used as the dependent variable. The data was collected from a sample of 222 local government managers using a self-designed biographical and occupational questionnaire. To measure conscientiousness and extraversion, a 24-item 5-point rating scale adopted from Finchan & Rhodes (2005) was used. To measure leadership effectiveness, a 6-item 5-point derailment rating scale adopted from Lombardo & McCauley (1994) was used. Data analysis was done using various statistical techniques, including t-tests, Pearson Product Moment Correlation Technique and Multiple Regression Analysis. The results indicated that both conscientiousness and extraversion are strongly associated with leadership effectiveness. Conscientiousness was also strongly associated with the individual components of leadership effectiveness, interpersonal relationships; molding a staff; making strategic transitions; follow-through and ability to work independently. Extraversion was also strongly associated with the individual components of leadership effectiveness, molding a staff; making strategic transitions; strategic similarities with management; follow-through and ability to work independently. Although conscientiousness and extraversion combined were found to have an additive effect on leadership effectiveness, conscientiousness accounts for a higher proportion of variance in leadership effectiveness than extraversion. Finally, the results also indicated that age was strongly associated with leadership effectiveness. The study therefore recommends that organisations should use conscientiousness and extraversion when selecting individuals for leadership positions.
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- Date Issued: 2012