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<strong>Orientation:</strong> Because workplace bullying has detrimental consequences on the profitability, work quality and turnover intention of organisations, this phenomenon should be addressed. Perceived Organisational Support (POS) was explored since factors such as role clarity, job information, participation in decision-making, colleague support and supervisory relationships might act as buffers against workplace bullying, subsequently influencing the turnover intention of the organisation.<p><strong>Research purpose:</strong> To investigate the role of POS as moderator in the relationship between workplace bullying and turnover intention across sectors in South Africa.</p><p><strong>Motivation for the study:</strong> Workplace bullying is a worldwide concern and it is unclear whether perceived organisational support moderates the relationship between workplace bullying and turnover intention.</p><p><strong>Research design, approach and method:</strong> A cross-sectional survey approach with a quantitative research design was used (<em>N</em> = 13 911). The South African Employee Health and Wellness Survey (SAEHWS) was administered to explore the experiences of bullying behaviour, POS and turnover intention.</p><p><strong>Main findings:</strong> Bullying by superiors is more prevalent than bullying by colleagues. A positive relationship exists between workplace bullying and turnover intention. Role clarity, participation in decision-making and supervisory relationship moderates the relationship between bullying by superiors and turnover intention.</p><p><strong>Practical/managerial implications: </strong>This study creates an awareness of the prevalence of workplace bullying in the South African context so that sufficient counteraction can be encouraged.</p><p><strong>Contribution/value-add:</strong> This study contributes to the limited research regarding workplace bullying in the South African context by quantifying the relationships between workplace bullying POS and turnover intention.</p><p><strong>How to cite this article:</strong> Van Schalkwyk, L., Els, C., &amp; Rothmann, S. (Jr). (2011). The moderating role of perceived organisational support in the relationship between workplace bullying and turnover intention across sectors in South Africa. <em>SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 9</em>(1), Art. #384, 13 pages. http://dx.doi.org/10.4102/sajhrm.v9i1.384</p>

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This study investigated the mediating effect of leader-member exchange (LMX) (as perceived by subordinates) in the relationship between strengths use and work engagement . Participants numbered 213 employees in a South African financial organisation (females = 53 .10%, blacks = 19 .40%) . Data on their perceptions of LMX, strengths use and work engagement were collected with the LMX-7, SUDIQ and UWES-17 . Structural equation modelling methods with bootstrapping were used to determine the role of LMX in the relationship between strengths use and work engagement . Findings showed that perceived organisational support for strengths use (POSSU) had a positive relationship with both LMX and work engagement, and that LMX had a positive relationship with work engagement . Furthermore, LMX mediated the relationship between POSSU and work engagement, indicating the important role of high quality leadermember exchange in organisations .

Orientation: This article focuses on how South African organisations manage their employees’ wellness through their Employee Wellness Programmes (EWPs). Research purpose: The objective of this research is to describe employee wellness in South Africa by investigating the types, foci and perceived success of EWPs.Motivation for the study: Despite the growing awareness of the importance of EWPs in South Africa, the nature, content, context, participants, role-players and anticipated benefits as well as the possible drawbacks of these programmes in the South African context are unclear.Research design, approach and method: The researchers used a cross-sectional design. The first author developed the Employee Wellness Survey, consisting of quantitative and qualitative questions, to collect data from 16 organisations, four service providers and seven labour unions in South Africa.Main findings: The results showed that organisations, service providers and labour unions define employee wellness differently and that these role players give different reasons for introducing EWPs. Almost half of the participating organisations have no baseline measurement with which to compare the effectiveness of their EWPs. Generally, all the organisations present the results of their programmes reasonably. However, the programmes involve little overall expenditure to the organisations.Practical/managerial implications: Organisations should monitor the state of their employees’ wellness in order to manage it effectively. This will only become possible when information about employee wellness improves.Contribution/value-add: This study provides new information about the nature, content, context, participants, role-players, anticipated benefits and possible drawbacks of EWPs in the South-African context.

Orientation: The motivational process of the Job Demands-Resources (JD-R) model indicates that job resources are the main predictors of work engagement. Previous research has found that the two job resources perceived organisational support (POS) for strengths use and POS for deficit correction are also positively related to work engagement. However, the causal relationships between these variables have not been investigated longitudinally.Research purpose: To determine if POS for strengths use and POS for deficit correction are significant predictors of work engagement over time.Motivation for the study: In the literature, empirical evidence on the longitudinal relationships between work engagement and specific job resources, namely POS for strengths use and POS for deficit correction, is limited.Research design, approach and method: A longitudinal design was employed in this study. The first wave elicited a total of 376 responses, while the second wave had a total sample size of 79. A web-based survey was used to measure the constructs and to gather data at both points in time. Structural equation modelling was used to investigate the hypotheses.Main findings: The results indicated that both POS for strengths use and POS for deficit correction are positively related to work engagement in the short term. However, only POS for deficit correction significantly predicted work engagement over time.Practical and managerial implications: The results provide valuable insights to organisations by providing knowledge regarding which approach influences work engagement levels of their employees in the short and long term.Contribution or value-add: The study contributes to the limited research on what job resources predict work engagement over time.

Orientation: The positive psychology paradigm suggests a balanced focus on employee strengths and deficits. However, an overemphasis on strengths has raised questions regarding the value of a focus on strengths use, deficit improvement or a combined approach with a balanced focus on both.Research purpose: The primary objective was to examine whether perceived organisational support (POS) for strengths use, POS for deficit improvement or a combined approach would be the strongest predictor of work engagement, learning, job satisfaction and turnover intention.Motivation for the study: In the literature, there is little empirical evidence to support an approach where both employees’ strengths are used and their deficits improved.Research design, approach and method: This study was conducted among 266 teachers from four public schools in the Western Cape. A cross-sectional survey design was used.Main findings: The results suggest that both strengths use and deficit improvement are important predictors of work engagement, learning, job satisfaction and turnover intention. Learning was higher and turnover intention lower for individuals experiencing a combined approach compared to those believing that their school did not support them in either using their strengths or improving their deficits. Furthermore, a combined approach was associated with higher job satisfaction than a strengths-based approach, and a deficit-based approach was shown to be associated with higher levels of work engagement and lower turnover intentions compared to an environment where neither employees’ strengths nor deficits were addressed.Practical or managerial implications: The results urge organisations to invest an equal amount of resources in their employees’ strengths and deficits, as opposed to neglecting either one. Such a combined approach may be associated with increased work engagement, learning and job satisfaction and lower turnover intention.Contribution: This study provides empirical evidence that supports a combined approach where both employees’ strengths are used and their deficits developed.

Orientation: Work engagement, burnout and stress-related ill health levels of individuals, suffering from depression, who are unsure whether or not they suffer from depression, or who do not suffer from depression, have not been investigated in South Africa.Research purpose: The main objectives of this study were to investigate the prevalence of depression amongst employees in South African organisations and the relationship of depression with specific well-being constructs.Motivation for the study: Organisations should know about the prevalence of depression and the effects this could have on specific well-being constructs.Research design, approach and method: A cross-sectional design was followed. The availability sample (n = 15 664) included participants from diverse demographics. The South African Employee Health and Wellness Survey was followed to measure constructs.Main findings: The results showed that 18.3% of the population currently receive treatment for depression, 16.7% are unsure whether or not they suffer from depression and 65% do not suffer from depression. Depression significantly affects the levels of work engagement, burnout and the occurrence of stress-related ill health symptoms.Practical/managerial implications: This study makes organisations aware of the relationship between depression and employee work-related well-being. Proactive measures to promote the work-related well-being of employees, and to support employees suffering from depression, should be considered.Contribution/value-add: This study provides insight into the prevalence of depression and well-being differences that exist between individuals, suffering from depression, who are unsure whether or not they suffer from depression, and who do not suffer from depression.