A critical analysis of organisational justice in the South African financial service industry
- Authors: Mrwebi, Viwe
- Date: 2018
- Subjects: Organizational behavior , Financial services industry -- South Africa -- Management Intrinsic motivation Employee retention Labor turnover
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/33065 , vital:32513
- Description: Organisational justice has captured the interest of scholars in recent years since it is associated with the perceptions and reactions of an individual, to the presence of fairness in an organisation. It thus captures what an individual feel or evaluates to be, morally correct rather than viewing it to be something prescriptive. This study was aimed at investigating the extent of organisational justice on organisational citizenship behaviour, ethical behaviour and employee retention in the South African financial services industry. A hypothetical model and measuring instrument was developed in order to investigate factors that may influence the organisational justice in the financial services industry. Six independent variables (trustworthiness of management, employee engagement, reward system, organisational transparency, two-way communication and organisational climate) were identified as variables that have the potential to influence organisational justice (mediating variable). It was also hypothesised that organisational justice) has the potential to affect the dependent variables (organisational citizenship behaviour, ethical behaviour and employee retention). Furthermore, nine null-hypotheses were developed to test the relationship between independent, mediating and dependent variables. All these variables were clearly defined and operationalised with various items that were obtained from other measuring instruments or self-developed items. A quantitative research approach followed. This study made use of the non-probability sampling technique, specifically convenient and judgemental sampling, as there is no data base of financial services firms available in South Africa. A purposive sample of 800 respondents was drawn from four provinces in South Africa. Factor and regression analyses were used to test the significance of the relationship between the various independent and dependent variables. The mediating variable of organisational justice was viewed by respondents as a two-dimensional construct, namely procedural-interactional justice and distributive justice. Consequently, intrinsic rewards, extrinsic rewards, organisational transparency and organisational climate were identified as independent variables that could have an impact on the procedural-interactional justice to predict organisational citizenship behaviour and reputable employee retention in the financial services industry. No relationships were identified between trustworthiness of management and employee engagement and procedural-interactional justice. The independent variables, trustworthiness of management, extrinsic rewards and organisational climate, could have an impact on distributive justice to predict organisational citizenship behaviour and reputable employee retention in the financial services industry. No relationships were identified between employee engagement, intrinsic rewards, organisational transparency and distributive justice. The findings of this study have contributed to the body of knowledge in the financial services literature in South Africa, by developing a theoretical model and a measuring instrument of organisational justice in the financial services industry. The antecedents of organisational justice in the financial services industry are not well documented in literature and findings of this study could thus contribute towards closing this gap in literature. The findings of this study could also inform policy formulation to assist with the implementation of organisational justice programmes in the financial services industry. This study provided useful and very practical guidelines to organisations in order to ensure the effective strategising and management of OJ that could enhance their local and global competitiveness and long-term survival.
- Full Text:
- Date Issued: 2018
- Authors: Mrwebi, Viwe
- Date: 2018
- Subjects: Organizational behavior , Financial services industry -- South Africa -- Management Intrinsic motivation Employee retention Labor turnover
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: http://hdl.handle.net/10948/33065 , vital:32513
- Description: Organisational justice has captured the interest of scholars in recent years since it is associated with the perceptions and reactions of an individual, to the presence of fairness in an organisation. It thus captures what an individual feel or evaluates to be, morally correct rather than viewing it to be something prescriptive. This study was aimed at investigating the extent of organisational justice on organisational citizenship behaviour, ethical behaviour and employee retention in the South African financial services industry. A hypothetical model and measuring instrument was developed in order to investigate factors that may influence the organisational justice in the financial services industry. Six independent variables (trustworthiness of management, employee engagement, reward system, organisational transparency, two-way communication and organisational climate) were identified as variables that have the potential to influence organisational justice (mediating variable). It was also hypothesised that organisational justice) has the potential to affect the dependent variables (organisational citizenship behaviour, ethical behaviour and employee retention). Furthermore, nine null-hypotheses were developed to test the relationship between independent, mediating and dependent variables. All these variables were clearly defined and operationalised with various items that were obtained from other measuring instruments or self-developed items. A quantitative research approach followed. This study made use of the non-probability sampling technique, specifically convenient and judgemental sampling, as there is no data base of financial services firms available in South Africa. A purposive sample of 800 respondents was drawn from four provinces in South Africa. Factor and regression analyses were used to test the significance of the relationship between the various independent and dependent variables. The mediating variable of organisational justice was viewed by respondents as a two-dimensional construct, namely procedural-interactional justice and distributive justice. Consequently, intrinsic rewards, extrinsic rewards, organisational transparency and organisational climate were identified as independent variables that could have an impact on the procedural-interactional justice to predict organisational citizenship behaviour and reputable employee retention in the financial services industry. No relationships were identified between trustworthiness of management and employee engagement and procedural-interactional justice. The independent variables, trustworthiness of management, extrinsic rewards and organisational climate, could have an impact on distributive justice to predict organisational citizenship behaviour and reputable employee retention in the financial services industry. No relationships were identified between employee engagement, intrinsic rewards, organisational transparency and distributive justice. The findings of this study have contributed to the body of knowledge in the financial services literature in South Africa, by developing a theoretical model and a measuring instrument of organisational justice in the financial services industry. The antecedents of organisational justice in the financial services industry are not well documented in literature and findings of this study could thus contribute towards closing this gap in literature. The findings of this study could also inform policy formulation to assist with the implementation of organisational justice programmes in the financial services industry. This study provided useful and very practical guidelines to organisations in order to ensure the effective strategising and management of OJ that could enhance their local and global competitiveness and long-term survival.
- Full Text:
- Date Issued: 2018
Correlates and outcomes of emotional intelligence in organisations
- Authors: Bosman, Leon Abraham
- Date: 2003
- Subjects: Leadership , Emotional intelligence , Organizational behavior
- Language: English
- Type: Thesis , Doctoral , DCom
- Identifier: vital:11006 , http://hdl.handle.net/10948/337 , Leadership , Emotional intelligence , Organizational behavior
- Description: Emotional Intelligence and Leadership are two very important constructs to organizations. Likewise concepts like OCB, conflict handling and intention to quit of employees are equally important constructs to organizations. The primary aim of the present study was to determine how well Organisational Citizenship Behaviour and intention to quit as well as the conflict handling style of subordinates could be predicted by means of leadership style, and the emotional intelligence of leaders. A secondary aim was to determine whether a causal model could be built to represent the relationships among the variables included in the study. Relationships among these constructs were investigated in a South African sample of employees (N=470) working for various organisations. The construct validity and internal consistency of the measuring instruments were investigated. The finally accepted factor structure of not one of the measuring instruments matched the original structure as found by the authors/developers of the measuring instruments. It was therefore decided that in all cases the factor pattern as determined on the responses of the present sample would be used in further analyses of the data. Emotional intelligence of leaders as seen by subordinates and the self - perceived conflict handling styles of subordinates seem to be related in the case of Integrating and Obliging conflict handling styles and both the emotional intelligence sub-scales, i.e. Motivation and Vigilance. The Multiple Regression analysis indicated that the emotional intelligence sub-scales scores played a minor role in the prediction of Organizational Citizenship Behaviour. Models of the relationships among the variables were built by studying the results of v previous as well as the present study. The model, in which emotional intelligence is depicted as a causal variable influencing - through leadership behaviour – organizational citizenship behaviour and the integrating style of handling interpersonal conflict represented a good fit with the data. These results seem to provide some structure for thinking about the relationships among the variables and can possibly serve as frames of reference in future studies.
- Full Text:
- Date Issued: 2003
- Authors: Bosman, Leon Abraham
- Date: 2003
- Subjects: Leadership , Emotional intelligence , Organizational behavior
- Language: English
- Type: Thesis , Doctoral , DCom
- Identifier: vital:11006 , http://hdl.handle.net/10948/337 , Leadership , Emotional intelligence , Organizational behavior
- Description: Emotional Intelligence and Leadership are two very important constructs to organizations. Likewise concepts like OCB, conflict handling and intention to quit of employees are equally important constructs to organizations. The primary aim of the present study was to determine how well Organisational Citizenship Behaviour and intention to quit as well as the conflict handling style of subordinates could be predicted by means of leadership style, and the emotional intelligence of leaders. A secondary aim was to determine whether a causal model could be built to represent the relationships among the variables included in the study. Relationships among these constructs were investigated in a South African sample of employees (N=470) working for various organisations. The construct validity and internal consistency of the measuring instruments were investigated. The finally accepted factor structure of not one of the measuring instruments matched the original structure as found by the authors/developers of the measuring instruments. It was therefore decided that in all cases the factor pattern as determined on the responses of the present sample would be used in further analyses of the data. Emotional intelligence of leaders as seen by subordinates and the self - perceived conflict handling styles of subordinates seem to be related in the case of Integrating and Obliging conflict handling styles and both the emotional intelligence sub-scales, i.e. Motivation and Vigilance. The Multiple Regression analysis indicated that the emotional intelligence sub-scales scores played a minor role in the prediction of Organizational Citizenship Behaviour. Models of the relationships among the variables were built by studying the results of v previous as well as the present study. The model, in which emotional intelligence is depicted as a causal variable influencing - through leadership behaviour – organizational citizenship behaviour and the integrating style of handling interpersonal conflict represented a good fit with the data. These results seem to provide some structure for thinking about the relationships among the variables and can possibly serve as frames of reference in future studies.
- Full Text:
- Date Issued: 2003
Relationships between psychological capital, work engagement and organisational citizenship behaviour in South African automative dealerships
- Authors: Harris, Chantel
- Date: 2012
- Subjects: Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Language: English
- Type: Thesis , Doctoral , DCom
- Identifier: vital:9395 , http://hdl.handle.net/10948/d1008059 , Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Description: Psychological capital (PsyCap), work engagement (WE) and organisational citizenship behaviour (OCB) are all positive constructs which research has indicated will have a positive impact on the bottom line. In light of Positive Organisational Behaviour, this has become increasingly important, particularly in the service industry where good service leads to satisfied customers and ultimately repeat purchases. This research took on the form of a cross- sectional design, using a composite questionnaire to measure PsyCap, WE and OCB. This was a self-report electronic questionnaire which was distributed via email to customer service representatives (N=276) from a national automotive company with dealerships in Gauteng and the Western Cape. The measurement models were revalidated for the South African sample of customer service representatives through conducting Exploratory Factor Analysis. PsyCap remained a four-factor structure, however lost items in the elimination process. Both the UWES and OCB instruments lost items and became two-factor structures. This makes the notion that these instruments are portable to the South African situation questionable. To confirm these structures, item parcelling was utilised and Confirmatory Factor Analysis was conducted. The results indicated that the new measurement models were better suited to the South African sample. Demographic groups had significant differences in the means for PsyCap, WE and OCB. Further to this, relationships between the constructs were tested through multiple regression and structural equation modeling. The most significant relationship was found between PsyCap and work engagement. Finally, PsyCap (barring optimism) and WE were found to load onto a single factor when testing for factorial independence, while OCB came out as a separate factor.
- Full Text:
- Date Issued: 2012
- Authors: Harris, Chantel
- Date: 2012
- Subjects: Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Language: English
- Type: Thesis , Doctoral , DCom
- Identifier: vital:9395 , http://hdl.handle.net/10948/d1008059 , Work -- Psychological aspects , Employee motivation , Job satisfaction -- South Africa , Organizational behavior , Automobile industry and trade
- Description: Psychological capital (PsyCap), work engagement (WE) and organisational citizenship behaviour (OCB) are all positive constructs which research has indicated will have a positive impact on the bottom line. In light of Positive Organisational Behaviour, this has become increasingly important, particularly in the service industry where good service leads to satisfied customers and ultimately repeat purchases. This research took on the form of a cross- sectional design, using a composite questionnaire to measure PsyCap, WE and OCB. This was a self-report electronic questionnaire which was distributed via email to customer service representatives (N=276) from a national automotive company with dealerships in Gauteng and the Western Cape. The measurement models were revalidated for the South African sample of customer service representatives through conducting Exploratory Factor Analysis. PsyCap remained a four-factor structure, however lost items in the elimination process. Both the UWES and OCB instruments lost items and became two-factor structures. This makes the notion that these instruments are portable to the South African situation questionable. To confirm these structures, item parcelling was utilised and Confirmatory Factor Analysis was conducted. The results indicated that the new measurement models were better suited to the South African sample. Demographic groups had significant differences in the means for PsyCap, WE and OCB. Further to this, relationships between the constructs were tested through multiple regression and structural equation modeling. The most significant relationship was found between PsyCap and work engagement. Finally, PsyCap (barring optimism) and WE were found to load onto a single factor when testing for factorial independence, while OCB came out as a separate factor.
- Full Text:
- Date Issued: 2012
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