Organisational support, role clarity, job insecurity and organisational commitment of employees in a petrochemical organisation
Nqubane, Rirhandzu Milder
MetadataShow full item record
Organisations have been under enormous pressure due to the changes that they are constantly faced with. Most organisations have at some stage been involved in restructuring, laying-off of employees, and outsourcing of non-core business activities with the aim of coping with the change process. When organisations go through these changes, they still need to support their employees. They must ensure that the employees' roles are clarified, and that they feel secure in their jobs in order to improve their commitment to the organisation. The objective of this study was to determine the relationship between perceived organisational support, role clarity, job insecurity and organisational commitment. Employees from a business unit in a petrochemical organisation were targeted for this research. The study population included employees from managerial, non-managerial and specialist categories. A cross-sectional design was used to achieve the research objectives. Measures of Perceived Organisational Support (POSQ), Role Clarity (RCQ), Job Insecurity (JIQ), Affective Organisational Commitment (OCQ) and a biographical questionnaire were administered for the study. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. Pearson product-moment correlations indicated that when perceived organisational support increases, affective organisational commitment and role clarity will also increase. When perceived organisational support increases, role conflict and job insecurity will Vll decrease. Affective organisational commitment as well as role clarity is predicted by perceived organisational support. MANOYA analysis indicated that male employees experience higher levels of role conflict than their female counterparts. It seems that employees in first line management and professional categories experience significantly higher levels of perceived role conflict than employees in lower level positions. Employees in non-management positions experience significantly higher levels of affective job insecurity than employees in senior management positions. Employees in senior management positions experience significantly lower levels of cognitive job insecurity than employees in non-management positions. Recommendations were made for future research.
Showing items related by title, author, creator and subject.
The knowledge continuum as an enabler for growth and sustainability in the South African basic education system Steenhuisen, Maria Jacoba (North-West University, 2012)The poor state and failure of the basic education system in South Africa gave rise to this research. The wave of knowledge loss experienced in the last two decades is expected to carry on and will continue to deplete the ...
An investigation into engineering knowledge management : a petrochemical organisation as a case study Stanley, Craig (2014)Modern organisations are increasingly seen as knowledge-based business ventures in which proactive knowledge management is important for competitiveness. The interest in knowledge management seems to have surged across ...
The relationship between job insecurity, job satisfaction and organisational commitment in a mining organisation Rannona, Moleko Victor (North-West University, 2003)Companies throughout the world are faced with continual changes in order to remain competitive and survive. These changes are caused by economic uncertainty, globalisation, mergers and acquisitions. The results are ...