Philosophiae Doctor - PhD (Industrial Psychology)

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https://hdl.handle.net/10566/12735

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Browsing by Author "Mahembe, Bright"

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    An integrated model of the impact of individual cultural values and the mediating effect of job satisfaction, organisational commitment and perceived support on turnover intention
    (University of the Western Cape, 2017) Mthembu, Oscar Sandile; Mahembe, Bright
    Employee turnover presents a number of negative organisational outcomes, such as loss of human capital, skills, organisational memory and investment on employee training and development. Theory and empirical research have shown that the most immediate predecessor of employee turnover behaviour is turnover intention, or intention to quit. It is envisaged in this study that attracting and selecting employees who possess individual cultural value dimensions that are aligned with those of the organisation could impact positively on employee intention to stay in the organisation. The effect of job-related attitudes (i.e. employee job satisfaction and organisational commitment) on turnover intention has been established in a number of empirical studies. It is hypothesised in this study that Hofstede's cultural value dimensions of collectivism, power distance, uncertainty avoidance, masculinity and long-term orientation at individual level can help explain and predict job satisfaction and organisational commitment. In turn, job satisfaction and organisational commitment will decrease employees' intention to leave an organisation.
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    An intergrated model of the role of authentic leadership, psychological capital, psychological climate and intention to quit on employee work engagement: A comparative analysis
    (University of the Western Cape, 2017) Balogun, Tolulope Victoria; Mahembe, Bright
    Organizations exist for the primary aim of meeting particular objectives: innovation and advancement, customer satisfaction, profit making and delivery of quality goods and services. These goals are mostly channelled with the intent of demonstrating high performance crucial for the continued existence of the organization especially in these rapidly changing global economies. This target, however, cannot be achieved without the aid of employees in the organization. A plethora of previous studies have proven that efficiency, productivity, high performance and stability on the job can be better achieved when the employees are dedicated, committed to their work roles and experience work engagement. The experience of work engagement on the part of the employees is not a random event; it depends on a myriad of factors that include authentic leadership. Leaders have a cumulative change effect on their followers; hence, leaders in an organization can be termed as core drivers of employee engagement. Hence, it becomes imperative to seek to understand what authentic leadership as a construct has to offer to the workplace.
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    The development and empirical evaluation of a model of innovation in selected automotive organisations
    (University of the Western Cape, 2022) Makarisira, Douglas; Mahembe, Bright
    Psychological facets for innovation in automotive organisations received little or no attention from previous researchers. The current study was therefore motivated by the need to establish psychological factors and how they impact on innovation in automotive organisations. The 21st century calls for organisations to be creative and innovative if they are to overcome the economic, political, marketing strategies and competition challenges. Organisations need to seriously consider psychological factors among all their employees (from the leadership to the lowest level employee) if they intend to be innovative in the current economic global challenges. Literature has shown that for every business to succeed it should incorporate various psychological factors when developing an innovative culture, which underscores the importance of the current study.