Abstract
Objective: This study focuses on an assessment of managerial job satisfaction and commitment in the context of a vibrant and rapidly changing public utility from a positive organisational behaviour (POB) perspective. It aims at contributing towards an in-depth understanding of positive micro-organisational behaviour.Problem investigated: The aim of this study was to gain deeper insights into the relationship between job satisfaction (JS) and organisational commitment (OC) in terms of the ‘how and why’ at a selected public utility in the Eastern Cape Province.Design: This single case study uses a mixed-method approach within the pragmatism research paradigm.Findings: Findings show that managers across cultures share a positive organisational psychology approach on JS and OC. The JS of managers is mainly influenced by their satisfaction with working with colleagues and supervisors, and with strategies of motivation, as well as their dissatisfaction with the use of power, pay and promotion. OC was mainly influenced by positive collegial relationships, the organisation’s positive influence on the environment and on others, the enabling work environment and the location of the organisation.Originality/value: The article introduces new ideas in positive organisational behaviour research and reconstructs the image of South African organisational behaviour based on qualitative and quantitative data.Conclusion: This article shows that post-modern African organisations are opening new frontiers to building positive-oriented organisational cultures whilst creating constructive and future-orientated mindsets, which may spill over into society.
Highlights
Introduction and theoretical backgroundDuring the past decade, publications and conferences on management in African organisations (Kamoche 2011a; 2011b) and in global contexts (Mangaliso 2001; Jackson 2004)1 have increased steadily
This study focuses on an assessment of managerial job satisfaction and commitment in the context of a vibrant and rapidly changing public utility from a positive organisational behaviour (POB) perspective
Findings show that managers across cultures share a positive organisational psychology approach on job satisfaction (JS) and organisational commitment (OC)
Summary
Introduction and theoretical backgroundDuring the past decade, publications and conferences on management in African organisations (Kamoche 2011a; 2011b) and in global contexts (Mangaliso 2001; Jackson 2004) have increased steadily. In various African contexts and organisations, job satisfaction (JS) (Walumbwa et al 2005) and organisational commitment (OC) (Gbadamosi 2003; Wasti 2003; Nyengane 2007; Pillay 2008) have been researched. Most of the previous research is quantitative in nature. In research on and from Africa, scholars have been arguing that in post-apartheid South Africa, managers should adopt a positive approach in organisations (Roberts 2006; Du Plessis & Barkhuizen 2011) to lead towards a positive organisational culture and paradigm. It has been highlighted that there is a need for context-specific research and theories within the African management context (Zoogah 2008)
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