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    The mediating role of workplace relationship and communication satisfaction on the relationship between e-mail attitude and organisational commitment : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University (Albany)
    (Massey University, 2000) Marchant, Lynette K
    As an exploratory piece of research, this study investigated the use of e-mail by university staff and examined the relationship between e-mail attitude and organisational commitment. The mediating role on the attitude-commitment relationship by both satisfaction with overall communication and satisfaction with workplace relationships was also examined. A questionnaire was designed which incorporated Minsky and Marin's (1999) scale of Social and Nonsocial Uses of Electronic Messaging Systems, measures of satisfaction with the use of e-mail and with e-mail as a communication medium, Meyer and Allen's (1993) revised Organisational Commitment Scale, and subscales from Hill, Bahniuk and Dobos' (1989) Mentoring and Communication Support Scale and Furnham's (1996) Organisational Climate Questionnaire. A scale to measure e-mail attitude was developed specifically for this study using the tri-component model of attitude theory. The questionnaire was sent to all staff at Massey University's Albany and Palmerston North campuses (N = 2253). Of the number sent, 575 were returned, with a proportional representation from the two campuses and the five colleges of the university. Use of e-mail was found to be predominantly used for task related purposes, with administration being the most commonly reported function that e-mail was used for. Factor analysis demonstrated three underlying components, affective, behavioural and cognitive, of the E-mail Attitude Scale. A series of hierarchical multiple regressions as outlined by Baron and Kenny (1986) were conducted to explore the potential mediating effects of both communication satisfaction and workplace relationship satisfaction. Communication satisfaction completely mediated the relationship between affective attitudinal component and both normative and affective organisation commitment. In turn, the satisfaction with workplace relationship variables partially mediated the relationship between the affective attitude component and affective commitment, with only collegial social support partially mediating the relationship between affective e-mail attitude and normative commitment. The results are discussed in relation to relevant demographic variables. Limitations and potential directions for future research are also highlighted.
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    Assessment of the organizational culture profile (OCP) and a study of the relationship between organisational culture and organisational commitment, job satisfaction and culture strength using the OCP : a thesis presented in partial fulfilment of the requirements for the degree of Master of Science in Psychology at Massey University
    (Massey University, 2004) Henderson, Eileen Anne
    This research was designed to test the factor structure of the Organizational Culture Profile (OCP) and the relationship of the dimensions of culture to 3 outcome variables, organisational commitment, job satisfaction and culture strength. A 158-item questionnaire, including the OCP, additional culture factors, social desirability scales, and measures for 3 outcome variables was distributed throughout a metropolitan hospital. 302 useable responses were analysed. Structural equation modeling using AMOS was used to assess the models. The 10-factor OCP model was not supported, but a 3-factor higher order structure (Task, Relationship and Socialisation) represented the data. An alternative 7-factor structure (Leadership, Planning, Individual Development, Structure, Innovation, Humanistic and Socialisation) was indicated. Chi-square differences favoured the 7-factor over the 3-factor model. Structural models were tested for each outcome variable using the 7-factor model of culture. Organisational commitment and job satisfaction were directly related to the extent to which the organisation develops and up-skills its members. Commitment and job satisfaction were indirectly related to socialisation of new members, through collectivism and collaboration. Encouragement of innovation and creativity were positively related to job satisfaction. However, socialisation was also negatively predictive of two facets of job satisfaction, work conditions and pay/rewards. Structure and the extent policies and procedures limit the actions of staff were negatively related to job satisfaction. The degree of care and respect afforded staff and the free sharing of information were negatively predictive of satisfaction with pay and the nature of work. Those who felt they were respected felt less satisfied with their pay and the type of work they carried out. Culture strength was not related to the cultural dimensions. Results support the theory (Rousseau, 1995) concerning the changing nature of psychological employment contracts. Psychological contracts between employees and organisations have moved from relational (mutual commitment to the relationship and built on trust) to transactional whereby an exchange of services and benefits occurs. The research suggested that in exchange for receiving training and development, staff give the organisation commitment and feel more satisfied with their job. The implications for the healthcare sector are discussed.