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Browsing Theses and Dissertations by Author "Khashane, K."
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Item Open Access Organizational identification, organizational citizenship behavior, and employee silence behavior: A case study of public employees in Vhembe District Municipality, Limpopo Province, South Africa(2021-08) Mashile, Dimpho Arema; Babalola, Sunday S.; Khashane, K.The performance of any organization is dependent upon the quality of service provided by its human resources. However, organizational stressors are an exception in most organizations. Employees are expected to perform duties exceptionally as organizational stressors hamper employees' ability to exhibit organizational citizenship behaviors, the enthusiasm to cling to the organization much longer, and leaving employees with no choice but suppressing their concerns regarding corporate matters. The study sought to determine the association between organizational identification and organizational citizenship behavior and to investigate the moderating role of employee silence of public employees in Vhembe District Municipality, Limpopo, South Africa. A self-administered questionnaire was distributed to a sample of 300 South African Police Services professionals of 4 stations in Vhembe district municipality (Thohoyandou, Sibasa, Malamulele, and Louis Trichardt) in Limpopo province. In this study, IBM-SPSS version 25 was employed to complete descriptive, Factor, inference, and Multiple regression analyses. The Pearson correlation results showed a significant and positive relationship between organizational citizenship behavior and organizational identification (α = 111; p < 0.01) and a negative relationship between organizational citizenship behavior and employee silence behavior (α = -231; p < 0.01). The results further showed that employee silence behavior harms the relationship between organizational identification and organizational citizenship behavior. Therefore, the study recommends transformation in people management and organizational decision-making towards developmental methods that can enhance organizational identification and organizational citizenship behaviors. Lastly, Organizations should focus on creating organizational climates which encourage employees to speak up. When this climate is created, employees will be able to contribute to the development of the organization.Item Embargo The influence of organisational climate on employee organisational citizenship behaviour and turnover intentions at Gijima Holdings (PTY) LTD(2025-05-16) Gumede, Gugu Ambrocia; Girande, H. N.; Khashane, K.Organisational climate, which outlines an organisation's objectives and the methods to accomplish them, is essential in shaping employee behaviour and intentions to leave the company. This study aimed to determine the influence of organisational climate on employee organisational citizenship behaviour (OCB) and turnover intentions at Gijima Holdings (Pty) Ltd. Employing a positivist paradigm due to its structured methodology, the research adopted a quantitative approach to investigate the relationships between organisational climate, OCB, and turnover intentions. An explanatory research design was used to understand why Gijima employees intended to leave or are leaving the company. The study population included 1596 employees from 13 departments at Gijima Holdings. A sample size of 310 employees, calculated using the Raosoft sample size calculator, was used through stratified random sampling. Data was collected via self-administered questionnaires emailed to the respondents and through online Google Forms. The data was analysed using the Statistical Package for Social Sciences (SPSS) version 28.0. Ethical considerations were paramount in this research. The study explored factors such as perceived autonomy, involvement, rewards and recognition, fairness, and supervisor support to assess their impact on organisational citizenship behaviour and turnover intentions. The study findings show that a positive organisational climate significantly enhances OCB and reduces turnover intentions. Exploratory factor analysis revealed strong correlations with autonomy, involvement, rewards, fairness, and supervisor support, which significantly influence employee attitudes and behaviours. Hypothesis testing confirmed that high levels of these climate dimensions correlate with higher OCB and lower turnover intentions, underscoring the importance of a supportive and fair work environment in fostering positive employee behaviours and reducing turnover intentions. Organisations should periodically assess their organisational climate to identify strengths and areas for improvement. This can involve employee surveys, focus groups, or other feedback mechanisms. By doing that, the organisations can create a more supportive and engaging work environment that fosters positive employee behaviours and reduces turnover intentions.