The purpose of this study was to determine the relationships between leadership style and organisational commitment, job satisfaction, job involvement and organisational citizenship behaviour and whether these relationships were stronger for transformational than for transactional leaders. A sample of 52 leaders and 276 raters from a world class engineering company participated. The results of a canonical correlation analysis using the rater data indicated that the most prominent relationship was that between transactional leadership and affective commitment. Furthermore, transformational and transactional leadership did not correlate significantly with the constructs of job involvement and job satisfaction.<p> <strong>Opsomming</strong> <br>Die doel van die ondersoek was om te bepaal wat die verbande tussen leierskapstyl en organisasieverbondenheid, werkstevredenheid, werkbetrokkenheid en organisatoriese burgerskapsgedrag is en of hierdie verbande sterker is vir transformasionele as vir transaksionele leiers. ’n Steekproef van 52 leiers en 276 beoordelaars van ’n wêreldklas ingenieursfirma het deelgeneem. Die resultate van ’n kanoniese korrelasie-ontleding van die beoordelaardata het getoon dat die prominentste verband dié tussen transaksionele leierskap en affektiewe verbondenheid is. Verder het transformasionele en transaksionele leierskap nie beduidend met die konstrukte werkbetrokkenheid en werkstevredenheid gekorreleer nie

The objective of the study was to examine the relationships between several constructs that were hypothesised to be components underlying psychological wellness and to establish whether there were differences between managerial and non-managerial groups or between Black and White groups in respect of the wellness variables. The Personal Orientation Inventory (POI), Locus of Control Inventory (LOC), Sense of Coherence Scale (SOC), and the Bar-On EQ-I were administered to a random sample of 200 employees of a financial services company. Statistically significant differences were found between the groups on several of the wellness variables with the manager and White groups obtaining higher scores on these variables than their comparison groups. However, in respect of External Locus of Control, the non-manager and Black groups obtained the higher scores. Factor analytic results demonstrated that the wellness variables clustered in two correlated factors (r = 0,43) labeled psychological wellness and self-actualisation.

The objective of the study was to determine the work-readiness skills that are regarded as important by employers and graduates in the Fasset Sector of South Africa. A cross-sectional survey design was used to achieve this objective. Two convenience samples, namely 24 employers and 333 graduates, completed the Work Readiness Skills Scale. This scale was validated as a one-factor model with an alpha coeffi cient of 0.88. Oral and written communication, self-discipline, time management, interpersonal skills and teamwork, problem-solving skills and positive work ethic were rated as important skills for securing employment in this sector by employers and graduates alike. In addition, employers valued numeracy skills and motivation, whereas graduates regarded confi dence and leadership skills as important. The results have implications for the curriculum design of the Fasset Work Readiness Programme presented to graduates in this industry.

Concern with the effectiveness, productivity, efficiency and excellence of organisations has served as a unifying theme of research on the management and design of organisations for more than a century. It has also motivated the writings of economists, organisation theorists, management philosophers, financial analysts, management scientists, consultants and practitioners. Empirical research has, however, not contributed to the development of a universal theory of organisational effectiveness. Another limitation has been that measures of effectiveness have often been based on a set of subjective measures (Lewin & Minton, 1986;Pounder, 2001).The entrance of new competitors into the financial services arena in South Africa during the past decade has had a profound effect on the banking industry. During the apartheid years when economic sanctions were imposed on the country, South African organisations were not overly concerned with internal effectiveness and price competitiveness, because the local environment was less competitive than at present as there were few multinational firms operating within the country (Marx, De Swart & Nortjé, 1999;Van der Post, De Coning & Smit, 1998). Since the first democratic elections new competitors have moved in and South African organisations have expanded their horizons internationally. This trend is also apparent in the investment banking sector. New models of management require managers in the banking industry to be more knowledgeable about their markets and also more competitive in how they approach them. In general, banks have not competed on the basis of cost and the margins of return on most banking products and services have been relatively small (ParadiseTornow, 1991). Whereas quality of service is a key differentiating factor for attracting and retaining customers, it appears that sound financial management is necessary to keep abreast of the competition (Marx et al, 1999).In order to achieve the desired level of financial performance, many organisations have restructured, merged, benchmarked, re-engineered, implemented total quality management programmes and introduced competitive staff benefits. Despite such attempts, many organisations have not achieved the anticipated results or have not experienced high performance (Jeuchter, Fisher & Alford, 1998). Analyses of sustained superior financial performance of certain American organisations have attributed their success to the specific cultures of the respective organisations (Deal & Kennedy, 1982;Flamholtz, 2001Lewis, 1994Ouchi, 1981;Peters & Waterman, 1982;Schlechter, 2001). Culture sets the boundaries by providing employees with a set of normative rules to regulate certain aspects of their behaviour which gives rise to attitudes, motivations and a sense of shared identity that contributes to organisations' effectiveness (Rollinson, 2005). No change will provide sustainable performance unless an organisation's culture and employees are fully prepared and aligned to support that change. Culture is what distinguishes tr...

The Senior South African Individual Scale-Revised (SSAIS-R) was developed jointly for coloured, white and Indian pupils. The functioning of the scale for a sample in which the three population groups were represented proportionally is described in the test manual. In the present study the validity of the scale for each group was investigated by performing factor analyses and by obtaining correlations with other intelligence tests and examination scores. The results demonstrated the construct and predictive validity of the SSAIS-R for each group. Although the factor structures corresponded for the groups, coefficients of congruence indicated that the construct being measured differed to some extent for some age groups. Differences in correlations with external criteria between the various groups imply that the value of the scale for classification according to intellectual level and for the prediction of academic achievement also varied to some extent for the respective groups. The scale may safely be used in educational situations to differentiate between pupils within any one population group. However, the results of the study should be kept in mind when norms are used to differentiate between members of the three population groups.