Relevant bibliographies by topics / 170107 Industrial and Organisational Psychology

Academic literature on the topic '170107 Industrial and Organisational Psychology'

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Published: 10 December 2022
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Journal articles on the topic "170107 Industrial and Organisational Psychology"

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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.

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Langan-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.

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Langan-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.

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CARLESS, 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.

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Dunnette, 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.

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Pearce, 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.

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Williamson, 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.

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Williamson, 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.

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Reddy, 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.

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Jimmieson, 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.

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Dissertations / Theses on the topic "170107 Industrial and Organisational Psychology"

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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.

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The main objective of this research was to determine whether functional units (departments) in an industrial organization differed significantly with respect to their experience of the organizational climate. Two approaches to organizational theory were drawn from, namely, the systems and contingency approaches. Both emphasize the importance of the task environment and the need for the organization to adapt to its task environment. Systems theorists, Katz and Kahn (1978), have identified a number of organizational components or subsystems which enable the organization to function efficiently. Each component has a fairly specialized function; each develops a distinctive nucleus of operating procedures and values. Contingency theorists, Lawrence and Lorsch (1967, 1969), stated that different parts of the organization face different environments. Organizations therefore tend to become internally segmented into functional units. Organizational climate was highlighted as the general notion specifying the organizational identity or self-awareness of the organization; however, it may vary within the organization from work group to work group. The total number of 54 white employees in four units: marketing, personnel/public affairs, finance and production, at all levels - general employees, supervisory/foremen, middle management, senior management - completed a measure of their perceptions of the organizational climate of their individual units. The Organizational Climate Index for Profit Organizations developed by De Cock, Bouwen, de Witte and de Visch (1984), was used. The scale requires a forced choice on a scale with a scoring pattern of 4,3,2,1. Total scores on each of the 6 climate scales, grouped into 20 subscales, were obtained for each functional unit. One-way analysis of variance (the Kruskal-Wallis Test) was used for assessing the significance of differences between the four units on the different climate subscales. The results of the study supported the hypothesis that had been formulated. It was concluded that significant differences exist between the functional units marketing, personnel/public affairs, finance and production of the industrial organization concerned, with respect to the climate dimensions. It was concluded that, in order to achieve maximum integration between functional units and their members in an organization, business will need to concern itself with the differences in expression of human behaviour and motivation in units.
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Chamberlain, Lourensia. "The influence of transformational leadership on organisational citizenship behaviours." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50165.

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Thesis (MComm)--Stellenbosch University, 2004.
ENGLISH 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.
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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.

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Van, Niekerk Roelf. "Economic responsiveness in organisational psychology curricula." Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003952.

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This study focused on a topic at the intersection of two contexts, namely curriculum responsiveness and industrial/organisational psychology (IOP). The rationale for this study is based on two considerations. Firstly, a review of the IOP curricula offered at ten prominent South African universities revealed little overlap. This suggests that academic departments are not guided by shared principles when they implement decisions about the content or sequencing of curriculum content. Secondly, the Department of Education urges academics to design curricula that are relevant and responsive to contemporary conditions. These two considerations motivated the investigation of the following research question: What key performance areas (KPAs) do employers specify when they advertise positions suitable for IOP graduates? The investigation had two aims, namely (a) to systematically analyse the KPAs specified in job advertisements and (b) to compile KPA templates that may be used by IOP departments who wish to revise or transform their curricula. The research design of this study has five characteristics, namely that it is: (a) qualitative, (b) naturalistic, (c), descriptive, (d) applied, and (e) strategic. The study employed a purposive sampling strategy that involved the collection of documentary data (job advertisements aimed at recruiting IOP graduates) over a 52-week period (N=1115). The data was content analysed by means of a six-step documentary analysis method. Specific strategies were employed to enhance the validity of the findings. These strategies focused on credibility, transferability, dependability, and confirmability. Similarly, the ethical standing of the investigation was promoted by addressing four considerations, namely autonomy and respect for dignity, non-maleficence, beneficence, and justice. The data analysis procedure produced comprehensive and detailed qualitative descriptions of (a) 21 occupational categories, (b) 4070 KPA themes and (c) 84 KPA clusters. In addition, the number of occupational categories, KPA themes and KPA clusters were recorded and interpreted. In addition, the data analysis procedure produced comprehensive KPA templates that IOP departments may find useful. The templates reflect the KPAs specified by advertisements aimed at recruiting IOP graduates for a range of occupational categories and were designed to be used as benchmarks against which the economic responsiveness of curricula can be compared.
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Ronn, 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.

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Thesis (MComm (Industrial Psychology))--University of Stellenbosch, 2010.
ENGLISH 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.
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Tryfonos, Angelique. "The relationship between employer branding and organisational commitment." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/d1021146.

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The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
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Lockyer, 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.

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Donald, 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.

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Bibliography: leaves 317-338.
Retrenchment 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.
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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.

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Bibliography: leaves 160-183.
The 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.
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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.

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The study investigated the job involvement of a sample of 125 graduate engineers in South Africa. In particular, whether gender differences existed in the level of job involvement, as well as in the factors influencing job involvement (N = 68 males; N = 57 females). The specific factors investigated were biographic variables and career anchors. The method used was the analytical survey method; three questionnaires were administered. These were: the Lodahl and Kejner (1965) Job Involvement Scale, Schein's (1982) Career Anchor Inventory and a biographic questionnaire. Questionnaires were sent to all female engineers who are registered with one of the professional engineering institutes, while the male sample was drawn from a variety of sources. Intercorrelation coefficients were calculated for all variables. Analyses of variance were performed to test for significant differences amongst male and females with respect to the variables and relationships measured and a stepwise multiple regression analysis was performed to identify predictors of job involvement by career anchors. No gender differences in level of job involvement were found. However, significant gender differences were found in the relative strength of four out of the nine career anchors measured. Social conditioning and expectations were proposed as the reasons for this. Further, significant differences were found with respect to the degree to which career anchors are related to job involvement for males and females. Contrary to conventional wisdom, being married and having children did not affect the job involvement of female engineers, while married men were more job involved than unmarried men. The study did not contribute greatly to the understanding of the dynamics of female job involvement, inasmuch as career anchors were found to explain only 8, 8% of the variance in job involvement scores. In contrast, career anchors were found to be significant predictors of job involvement for males. (38,8% of the variance explained). Implications of the results are discussed in terms of the alleviation of the skills shortage and organisational strategies such as the development of technical or specialist career ladders, job design and career counselling and career management skills for both males and females, are proposed. Further areas for research, especially into the dynamics of female job involvement, are suggested.
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Books on the topic "170107 Industrial and Organisational Psychology"

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Onwuchekwa, Christian Ike. Organisational behavior. Enugu, Nigeria: Zik, 2002.

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Business psychology and organisational behaviour. Hove, England: Lawrence Erlbaum, 1994.

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Corporate psychopaths: Organisational destroyers. Houndmills, Basingstoke: Palgrave Macmillan, 2011.

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Kechroud, Ammar. Dictionary of industrial/organisational psychology & management: English-Arabic. Benghazi, Libya: University of Garyounis, 1994.

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Business psychology and organisational behaviour: A student's handbook. 4th ed. New York NY: Psychology Press, 2006.

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New directions in organisational psychology and behavioural medicine. Farnham: Ashgate, 2010.

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Work and organisational psychology: An introduction with attitude. London: Psychology Press, 2002.

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Gellerman, Saul W. How people work: Psychological approaches to management problems. Westport, Conn: Quorum, 1998.

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Stride, 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.

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Stride, 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.

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Book chapters on the topic "170107 Industrial and Organisational Psychology"

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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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