Department of Industrial Psychology

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Browsing Department of Industrial Psychology by Author "Bartlett, Gabriel Adolf"

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    Die invloed van die implementering van 'n totalegehaltebestuursmodel op organisasieverbondenheid, werksbetrokkenheid en organisasiedoeltreffendheid
    (Stellenbosch : Stellenbosch University, 1999-12) Bartlett, Gabriel Adolf; Engelbrecht, A. S.; Stellenbosch University. Faculty of Economic and Management Sciences. Dept. of Industrial Psychology.
    ENGLISH ABSTRACT: South African organisations are characterized by low levels of productivity. Hence business leaders find it difficult to manage organisations in a way that will ensure profitability as well as maintaining high levels of competitiveness. It is important that organisations adapt to the changing environment to ensure profitability and competitiveness. The implementation of a total quality management programme is a method to ensure that organisations adapt effectively to changes. This study investigated the impact of the implementation of a total quality management programme on organisational commitment, job involvement and organisational effectiveness. The nature of the relationship between the twenty different dimensions of effectiveness of a total quality management model, organisational commitment and job involvement, was investigated. Thereafter, an investigation took place to find out if awareness training and on-the-job implementation of the specific twenty dimensions would lead to higher levels of organisational effectiveness. The data was collected by means of the Kanungo job involvement scale (Kanungo, 1982) and the adapted Allen and Meyer organisational commitment scale (Hoole, 1997). The above-mentioned scales displayed high reliability coefficients. The different dimensions of effectiveness of the total quality management model were measured through a scale that was developed by Kobayashi (1995) and adapted by the organisation itself. The results of this investigation reflected that most of the dimensions of effectiveness did not correlate with neither organisational commitment nor job involvement. A significantly negative relationship was, however, identified between only a few dimensions of effectiveness of the total quality management model and organisational commitment and job involvement. Only two of the 20 dimensions of the model contributed significantly to the prediction of organisational commitment. Conversely, four dimensions of effectiveness contributed to the prediction of job involvement. It was identified that on-the-job implementation and awareness training, with regard to 17 of the 20 dimensions of effectiveness, did lead to a significant increase in organisational effectiveness. Conclusions are drawn from the results obtained and recommendations made for future research.