Academic literature on the topic '170107 Industrial and Organisational Psychology'
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Journal articles on the topic "170107 Industrial and Organisational Psychology"
Gelfand, Michele. "Cross‐cultural Industrial and Organisational Psychology." Applied Psychology 49, no. 1 (January 2000): 29–31. http://dx.doi.org/10.1111/1464-0597.00004.
Full textLangan-Fox, Janice. "Industrial and Organisational Psychology in Australia: Introduction." Australian Psychologist 32, no. 1 (March 1997): 10–11. http://dx.doi.org/10.1080/00050069708259612.
Full textLangan-Fox, Janice. "Industrial and Organisational Psychology in Australia Part 2: Introduction." Australian Psychologist 32, no. 3 (November 1997): 145. http://dx.doi.org/10.1080/00050069708257372.
Full textCARLESS, SALLY, and PAUL TAYLOR. "Industrial and organisational psychology training in Australia and New Zealand." Australian Psychologist 41, no. 2 (July 2006): 120–29. http://dx.doi.org/10.1080/00050060600575396.
Full textDunnette, Marvin D. "Emerging Trends and Vexing Issues in Industrial and Organisational Psychology." Applied Psychology 47, no. 2 (April 1998): 129–53. http://dx.doi.org/10.1111/j.1464-0597.1998.tb00018.x.
Full textPearce, Jone L., Gregory A. Bigley, and Imre Branyiczki. "Procedural Justice as Modernism: Placing Industrial/Organisational Psychology in Context." Applied Psychology 47, no. 3 (July 1998): 371–96. http://dx.doi.org/10.1111/j.1464-0597.1998.tb00034.x.
Full textWilliamson, Ann. "The Abstracts of the 4th Australian Industrial and Organisational Psychology Conference." Australian Journal of Psychology 53, sup1 (January 1, 2001): 71–89. http://dx.doi.org/10.1080/00049530.2001.10600105.
Full textWilliamson, Ann. "The Abstracts of the 4th Australian Industrial and Organisational Psychology Conference." Australian Journal of Psychology 53, S1 (December 2001): 71–89. http://dx.doi.org/10.1111/j.1742-9536.2001.tb01877.x.
Full textReddy, Prasuna, Janice Langan-Fox, and Sharon Code. "The Abstracts of the 5th Australian Industrial and Organisational Psychology Conference." Australian Journal of Psychology 55, S1 (December 2003): 112–51. http://dx.doi.org/10.1111/j.1742-9536.2003.tb01889.x.
Full textJimmieson, N. L., M. A. Griffin, B. Kabanoff, P. Bordia, L. M. Bradley, and A. Neal. "The Abstracts of the 3Rd Australian Industrial and Organisational Psychology Conference." Australian Journal of Psychology 51, S1 (December 1999): 49–78. http://dx.doi.org/10.1080/00049539908255103.
Full textDissertations / Theses on the topic "170107 Industrial and Organisational Psychology"
Van, der Merwe Izak Petrus. "Organisational climate: variance across functional units." Master's thesis, University of Cape Town, 1987. http://hdl.handle.net/11427/18481.
Full textChamberlain, Lourensia. "The influence of transformational leadership on organisational citizenship behaviours." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50165.
Full textENGLISH ABSTRACT: In order to achieve strategic and economic goals in a post 1994 South African economy, organisations have to apply their human resources to the full, leadership must be developed and companies should aim to benefit from organisational citizenship behaviours (oess). oes refers to voluntary employee behaviour that is not prescribed by formal job description, it is beneficial to the effective functioning of the organisation and employees are not formally rewarded for these behaviours. The aim of this study is to research the relationship between transformational leadership and oess. The main hypothesis is that transformational leadership has a positive relationship with oess. This positive relationship is (a) indirect through employee trust in their direct supervisor, or (b) indirect through firstly perceived fairness within the organisation (on both structural and interactional levels) and secondly trust in the leader. Procedural justice and trust act as mediators in these relationships. An ex post-facto design was used and data (collected from the South African Banking Industry) was analysed using LISREL. The results indicate that transformational leadership has a positive, significant relationship with OeBs. The hypotheses were corroborated that transformational leadership has a positive relationship with procedural justice; justice has a positive relationship with trust in the leader and trust has a positive relationship with OeBs. However, transformational leadership does have a significantly, positive relationship with trust in the leader directly. The conclusion can be drawn that organisations can foster oess by developing transformational leadership, increasing perceived procedural justice and fostering a trust relationship between employees and their direct supervisors. This will greatly benefit organisations, as oess are vital for productivityand organisational performance.
AFRIKAANSE OPSOMMING: Ten einde strategiese en ekonomiese doelwitte te bereik in "n post-1994 Suid- Afrikaanse ekonomie, moet organisasies hul menslike hulpbronne ten volle benut, leierskap ontwikkel en voordeel trek uit die verskynsel van organisatoriese gemeenskapsgedrag (OGG). Laasgenoemde is vrywillige werknemergedrag wat nie deel van formele posbeskrywings is nie; dit is voordelig vir die effektiewe funksionering van die organisasie en werknemers word nie formeel vir hierdie gedrag vergoed nie. Die doel van hierdie studie is om die verband tussen transformasionele leierskap en OGG te ontleed. Die hoofhipotese is gestel dat transformasionele leierskap "n positiewe invloed op OGG het. Hierdie positiewe verband is (a) indirek deur die vertroue wat werknemers in hul direkte toesighouers het, of (b) indirek deur eerstens waargenome billikheid in die organisasie (op strukturele en interaktiewe vlakke) en tweedens vertroue in die leier. Prosedurele geregtigheid en vertroue tree as mediators in hierdie verwantskappe op. "n Ex post facto ontwerp is gebruik en die data (wat uit die Suid-Afrikaanse bank industrie versamel is) is deur middel van LISREL ontleed. Uit die resultate blyk dit dat transformasionele leierskap wel "n beduidend positiewe verband met OGG toon. Die hipoteses is bevestig dat transformasionele leierskap "n positiewe verwantskap het met proseduriële geregtigheid, geregtigheid "n positiewe verwantskap het met vertroue in die direkte toesighouer en vertroue "n positiewe verwantskap het met OGG. Transformasionele leierskap het egter nie "n direkte positiewe verwantskap met vertroue in die toesighouer nie. Die gevolgtrekking is dus dat organisasies die verskynsel van OGG kan bevorder deur te verseker dat transformasionele leiers ontwikkel word, geregtigheid in die organisasie waargeneem word en "n vertrouensverhouding tussen werknemers en hul direkte toesighouers ontwikkel word. Organisasies sal groot voordeel hieruit trek, aangesien oess krities vir produktiwiteit sowel as die algehele funksionering van die organisasie is.
Benjamin, Joi. "Professional work and actual work : the case of industrial psychologists in South Africa." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5850.
Full textVan, Niekerk Roelf. "Economic responsiveness in organisational psychology curricula." Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003952.
Full textRonn, Maria. "The relationship between career management and organisational commitment : the moderating effect of openness to experience." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/4149.
Full textENGLISH ABSTRACT: Career management has received a significant amount of research attention because of its known effects on important work-related outcomes such as organisational commitment (De Vos, Dewettnick & Buyens, 2007). However, the modern world of work has brought fresh challenges for both individuals and organisations when it comes to the management of careers. Rapid economic, technological and societal change imply that, on the one hand, organisations face the challenge of retaining and motivating talented employees through the judicious use of career management systems. On the other hand, these influences indicate a growing awareness of the individual‟s responsibility for career development. However, the way in which individuals respond to organisational initiatives through their work-related attitudes is not well known. Despite previous research that has successfully investigated the relationship between career management and organisational commitment, the possible role that individual differences may play in this regard has received scant research attention. This research study firstly investigates the direct relationships between career management (i.e., both individually and organisationally driven activities) and affective organisational commitment, and secondly, it aims to explore the role of individual differences in this process by examining the moderating role of personality (in the form of openness to experience) in this relationship. For this purpose, quantitative data were collected by means of a survey questionnaire administered to a South African public sector organisation (N = 311) and analysed with correlation and moderated multiple regression analysis to test the hypothesised relationships. The results indicated that employees‟ perceptions regarding the organisation‟s career management activities influence whether individuals initiate internally or externally oriented career self management activities. Where respondents perceived receiving high levels of organisational career management, they also reported increased organisational commitment. More committed individuals, on their part, were found to be more likely to engage in internally oriented individual career management and less likely to practice career management activities aiming at leaving the organisation. Results showed that openness to experience did not moderate the relationship between organisational career management and commitment. However, openness to experience did moderate the effect of commitment on individuals‟ career self-management activities (both internally and externally oriented activities). The implications of these results are discussed and limitations of the present study, as well as recommendations for future studies, are presented.
AFRIKAANSE OPSOMMING: Loopbaanbestuur ontvang tradisioneel aansienlike navorsingsaandag weens die bewese effek daarvan op belangrike werksverwante uitkomste soos organisasie-verbondenheid (De Vos, Dewettnick & Buyens, 2007). Die modêrne werkswêreld bied egter vars uitdagings met betrekking tot loopbaanbestuur vir beide individuele werknemers én vir organisasies. Snelle verandering in die ekonomiese, tegnologiese en sosiale landskap veroorsaak dat, op hul beurt, organisasies, die uitdaging in die gesig staar om talentvolle werknemers te behou en te motiveer deur die oorwoë toepassing van loopbaanbestuurstelsels. Op die keersy, veroorsaak hierdie invloede „n groter bewustheid van die verantwoordelikheid van die individu vir sy/haar eie loopbaanbestuur. Die wyse waarop individue reageer op organisasie-inisiatiewe in terme van hul werkshoudings is egter relatief onbekend. Ten spyte van vorige navorsing wat suksesvol die verbandskap tussen loopbaanbestuur en organisasieverbondenheid ondersoek het, het die moontlike rol van individuele verskille in hierdie proses egter betreklik min navorsingsaandag ontvang. Hierdie navorsingstudie ondersoek eerstens die direkte verwantskap tussen loopbaanbestuursaktiwiteite (d.w.s., beide individuele en organisasiegedrewe aktiwiteite) en organisasieverbondenheid, en tweedens, word die bemiddelende rol van individuele verskille in hierdie proses verken deur die rol van persoonlikheid (in die vorm van oopheid tot ervaring) te ondersoek. Vir hierdie doeleinde is kwantitatiewe data ingesamel deur middel van vraelyste afgeneem binne „n Suid Afrikaanse openbare sektor organisasie (N = 311). Hierdie data is ontleed met korrelasie-ontledings en meervoudige regressie-analise ten einde die gehipotiseerde verbandskappe te toets. Die resultate toon dat werknemers se perspepsies van die organisasie se loopbaanbestuuraktiwiteite bepaal tot watter mate hulle intern- of ekstern gefokusde loopbaanselfbestuuraktiwiteite onderneem. Waar respondente hoë vlakke van organisasiegedrewe loopbaanbestuur gerapporteer het, was hoë vlakke van organisasieverbondenheid teenwoordig. Meer verbonde individue, op hulle beurt, was meer geneig om intern-geöriënteerde loopbaanbestuur toe te pas en minder geneig om aktiwiteite te onderneem gerig op uittrede uit die organisasie. Die resultate toon verder dat, alhoewel oopheid tot ervaring nie die verband tussen organisasie-loopbaanbestuur en verbondheid modereer nie, dit wél die effek van verbondheid op individue se selfgedrewe loopbaanbestuursaktiwiteite (beide intern- en ekstern-geöriënteerde aktiwiteite) modereer. Die implikasies van die resultate word vervolgens bespreek en die beperkinge van die huidige studie word uitgelig. Ten slotte, word aanbevelings vir toekomstige studies gemaak.
Tryfonos, Angelique. "The relationship between employer branding and organisational commitment." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/d1021146.
Full textLockyer, Joan. "From entrapment to emancipation : a critical analysis of rationality in modern organisational management." Thesis, Keele University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.251383.
Full textDonald, Craig Hugh Maxfield. "The experience of managers responsible for retrenchment : the development of a dynamic process model and analysis of role stress." Doctoral thesis, University of Cape Town, 1995. http://hdl.handle.net/11427/13854.
Full textRetrenchment is a widespread and frequently used strategy adopted by management to deal with the economic demands faced by organisations. The lack of a theoretical framework, however, has limited the understanding of the phenomenon. The impact of retrenchment on managers and their role in implementation has been particularly neglected, despite the fact that they are central to this process. The present study addressed the development of a dynamic retrenchment process model which could address these limitations. Development of the model was based on qualitative analysis of interview data from a sample of 50 managers involved in retrenchment announcements, in combination with other concepts and findings relating to the phenomenon, and elements of role theory. The model reflected a five phase retrenchment process-moving through decision making, design and planning, the announcement, a post-announcement phase, and concluding with an aftermath phase. The nature of the model components and the relationship between them was then examined in more depth using both qualitative and quantitative techniques. To facilitate the analysis of role dynamics, a multi-dimensional role conflict measure was developed and applied. Qualitative analysis showed indications of all types of role conflict and of role ambiguity during the retrenchment, but these manifested themselves differently during the various phases of retrenchment. Quantitative analysis demonstrated moderate relationships between person-role conflict and role ambiguity, and organisational commitment. Person-role conflict, interrole conflict and role ambiguity were also all related to a measure of mental health. Role ambiguity was the only variable displaying a significant relationship with job involvement. Qualitative analysis suggested moderating effects of personality, coping, and social support during the retrenchment process. Qualitative analysis also displayed support for the existence of adverse physiological, psychological, affective and performance outcomes resulting from involvement in the retrenchment process. The present study emphasises the importance of viewing organisational phenomena in the context of a process which changes over time. Each phase of retrenchment generates its own dynamics and demands and needs to be understood within that context. While general measures at the end of such a process give an indication of what has happened, they lack the ability to diagnose and explain perceptions and behaviour that drive the phenomenon. Also, the present study demonstrates the usefulness of specific types of role conflict in analysing the reactions of managers. Further, the study highlights the role of the psychological contract in regulating relationships and behaviour within the organisation. Both the strength of the relationship between manager and employee, as well as that between manager and organisation are demonstrated in the research. Given that retrenchment is likely to continue, the need for organisations to address specific issues within the retrenchment process is emphasised, and steps that can be taken to enhance the prospects of retrenchment assisting in organisational renewal are discussed.
Brook, James. "Transformational leadership amongst S.A. human resources specialists, and the effect thereof on subordinate performance and perceptions of the leader." Master's thesis, University of Cape Town, 1993. http://hdl.handle.net/11427/13428.
Full textThe purpose of this research was to examine whether transformational and transactional leadership would be identifiable amongst a diverse sample of HR specialists. Furthermore, the effects of these leadership styles on subordinates' perceptions, viz., willingness to exert extra effort, satisfaction with the leader and leadership effectiveness, and subordinates' performance ratings were investigated. Both self and subordinate ratings of leadership were obtained (n = 330) in order to overcome single-rater error and enhance rater accuracy. Self-rating and rater forms of Bass and Avolio's (1990b) MLQ (Form 5) were used to collect leadership data. The results of principal components factor analyses partially supported the factor structure identified in previous research. However, the four component factors comprising transformational leadership did not emerge. Descriptive analyses of composite leader and subordinate ratings showed that transformational leadership was more prevalent amongst HR specialists than transactional leadership. As found in previous research, self-ratings were inflated relative to subordinate ratings. Transformational factors of charisma, inspiration, intellectual stimulation and individualised consideration were found to be significantly and positively correlated with the perceptual outcomes, as was the transactional factor of contingent reward. No similar relatedness was found between the transactional factor of management-by-exception and these outcomes. Nonleadership, or laissezfaire leadership, was found to be negatively correlated with all these measures. Charisma and contingent reward were found to be significantly related to subordinates' performance ratings in a positive direction.
Von, Hirschfeld S. D. "Job involvement of male and female graduate engineers in South Africa." Master's thesis, University of Cape Town, 1988. http://hdl.handle.net/11427/17703.
Full textBooks on the topic "170107 Industrial and Organisational Psychology"
Onwuchekwa, Christian Ike. Organisational behavior. Enugu, Nigeria: Zik, 2002.
Find full textBusiness psychology and organisational behaviour. Hove, England: Lawrence Erlbaum, 1994.
Find full textCorporate psychopaths: Organisational destroyers. Houndmills, Basingstoke: Palgrave Macmillan, 2011.
Find full textKechroud, Ammar. Dictionary of industrial/organisational psychology & management: English-Arabic. Benghazi, Libya: University of Garyounis, 1994.
Find full textBusiness psychology and organisational behaviour: A student's handbook. 4th ed. New York NY: Psychology Press, 2006.
Find full textNew directions in organisational psychology and behavioural medicine. Farnham: Ashgate, 2010.
Find full textWork and organisational psychology: An introduction with attitude. London: Psychology Press, 2002.
Find full textGellerman, Saul W. How people work: Psychological approaches to management problems. Westport, Conn: Quorum, 1998.
Find full textStride, Chris. Measures of job satisfaction, organisational commitment, mental health, and job-related well-being: A bench-marking manual. 2nd ed. Chichester, West Sussex: John Wiley & Sons, 2007.
Find full textStride, Chris. Measures of job satisfaction, organisational commitment, mental health, and job-related well-being: A bench-marking manual. 2nd ed. Chichester, West Sussex: John Wiley & Sons, 2007.
Find full textBook chapters on the topic "170107 Industrial and Organisational Psychology"
Kemp, Travis J. "Positive Psychology Coaching and Industrial-Organisational Psychology: Blending the Science of Human Flourishing to Build Sustainable Enterprise for an Unpredictable Future." In Positive Psychology Coaching in the Workplace, 61–84. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-79952-6_4.
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