The aim of the study was to determine what type of organisational culture would support creativity and innovation in an organisation. A new model was developed and compared with the theoretical model. Similarities, differences and new perspectives emerged. The factors trust relationship, working environment, management support and customer orientation on an operational level presented shifts in emphasis in the new model. The trust relationship in particular indicated that trust manifests in openness and sincerity. Trust influences both employee support for change and the probability of successful change, which influence the degree to which creativity and innovation are stimulated and promoted. OPSOMMINGDie doel van die studie was om te bepaal watter tipe organisasiekultuur kreatiwiteit en innovasie in 'n organisasie sal stimuleer. 'n Nuwe model is ontwikkel en met die teoretiese model vergelyk. Ooreenkomste, verskille en nuwe perspektiewe het aan die lig gekom. Die faktore vertrouensverhouding, werkomgewing, bestuursondersteuning en kliëntegeoriënteerdheid op 'n operasionele vlak was klemverskuiwings in die nuwe model. Spesifiek die vertrouensverhouding het daarop gedui dat vertroue manifesteer in openlikheid en opregtheid. Vertroue beïnvloed beide werknemers se steun vir verandering en die waarskynlikheid van suksesvolle verandering, wat die mate waarin kreatiwiteit en innovasie gestimuleer en bevorder word, sal beïnvloed.

<strong>Orientation:</strong> Organisational climate and job satisfaction are distinct but related constructs, and both appear to influence employees’ understanding of the work environment and their level of job satisfaction.<p><strong>Research purpose:</strong> The objective of this study was to explore the relationship between organisational climate and job satisfaction to determine whether employees’ perceptions of the work environment influence their level of job satisfaction.</p><p><strong>Motivation for the study:</strong> Organisations are facing more challenges than ever before. These challenges are not unique to any specific organisation or industry, but affect all organisations.Organisational climate in particular is constantly challenged by changes impacting organisations today.</p><p><strong>Research design, approach and method:</strong> An organisational climate questionnaire was administered to a convenience sample of 696 employees from a population of 1453 employees working in three regions in which the organisation was operational. Confirmatory and exploratory factor analyses were used to investigate the structure of the climate model.</p><p><strong>Main findings:</strong> The revised 12-factor model (after the confirmatory factor analysis) fitted the data best and the researchers therefore decided to proceed with the revised 12-factor model (11 dimensions) for further analysis. A stepwise regression was conducted and nine dimensions of organisational climate were found to predict job satisfaction. The results indicated a strong positive correlation (<em>r</em> = 0.813, <em>p</em>< 0.01) between organisational climate and the dependent variable of job satisfaction.</p><p><strong>Practical implications:</strong> This study provided support for the view that line managers and human resource practitioners should be aware that different biographical groups have different needs that can influence their job satisfaction levels and different perceptions of the climate within the organisation and that this impacts on their behaviour.</p><p><strong>Contribution:</strong> The findings of this study indicated a positive relationship between organisational climate scores and job satisfaction scores and thus, regardless of how the dimensions are perceived, organisational climate has an influence on job satisfaction.</p><p><strong>How to cite this article: </strong><br />Castro, M., & Martins, N. (2010). The relationship between organisational climate and employee satisfaction in a South African information and technology organisation. <em>SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde</em>, <em>36</em>(1), Art. #800, 9 pages. DOI: 10.4102/sajip.v36i1.800</p>

When considering an information security culture in an organisation, researchers have to consider the possibility of several information security subcultures that could be present in the organisation. This means that different geographical, ethnic or age groups of employees could have different assumptions, values and beliefs about the protection of information, resulting in unique information security subcultures. This research sets out to understand how dominant information security cultures and subcultures develop and how they can be influenced positively over time through targeted interventions. An empirical case study was conducted using a survey approach with a validated information security culture questionnaire to illustrate how to identify dominant information security cultures and subcultures. The survey was conducted at four intervals in the same organisation over a number of years to identify potential information security subcultures and to monitor the change, if targeted interventions for each are implemented. Using t-tests and ANOVA tests, a number of information security subcultures were identified, mostly evident across the organisation's office locations (which are separated geographically), as well as between employees that worked in the IT division compared to those who did not. The data indicates that the dominant information security culture and subcultures improved over time to a more positive information security culture after the implementation of targeted interventions. This illustrates how the identification and targeting of information security subcultures with customised interventions can influence the information security culture positively. By using information security interventions, organisations can target their high-risk subcultures and monitor the change over time through continuous assessment, thereby minimising the risk to information protection from a human perspective.

The human aspect, together with technology and process controls, needs to be considered as part of an information security programme. Current and former employees are still regarded as one of the root causes of information security incidents. One way of addressing the human aspect is to embed an information security culture where the interaction of employees with information assets contributes to the protection of these assets. In other words, it is critical to improve the information security culture in organisations such that the behaviour of employees is in compliance with information security and related information processing policies and regulatory requirements. This can be achieved by assessing, monitoring and influencing an information security culture. An information security culture can be assessed by using an approach such as an information security culture assessment (ISCA).The empirical data derived from an ISCA can be used to influence the information security culture by focussing on developmental areas, of which awareness and training programmes are a critical facet.In this paper we discuss a case study of an international financial institution at which ISCA was conducted at four intervals over a period of eight years, across twelve countries. Comparative and multivariate analyses were conducted to establish whether the information security culture improved from one assessment to the next based on the developmental actions implemented. One of the key actions implemented was training and awareness focussing on the critical dimensions identified by ISCA. The information security culture improved from one assessment to the next, with the most positive results in in the fourth assessment.This research illustrates that the theoretical ISCA tool previously developed can be implemented successfully in organisations to positively influence the information security culture. Empirical evidence is provided supporting the effectiveness of ISCA in the context of identified shortcomings in the organisation's information security culture. In addition, empirical evidence is presented indicating that information security training and awareness is a significant factor in positively influencing an information security culture when applied in the context of ISCA.

The study, representing 6,528 employees, investigates the relationship of the``big five'' personality dimensions and managerial practices to the dimension of trust relationships between managers and employees, and also the relationship between the``big five'' and managerial practices. Results indicate that managerial practices have an influence on the trust relationships between managers and employees. A weaker relationship with the dimension of trust was obtained for the``big five'' personality dimensions. Although there appears to be a weaker relationship between the``big five'' and the dimension of trust, the relatively good fit of the model indicates that an overall implication of the model is that both managerial practices and thè`b ig five'' personality aspects of the manager might influence his/her subordinates indirectly. The results indicate that although managers perceived it to be a good instrument to use, future research is needed to expand other anecdotes of trust.

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A strong information protection culture is required in organisations where the confidentiality, sensitivity and privacy of information are understood and handled accordingly. This is necessary to reduce the risk of human behaviour to the protection of information as well as to uphold privacy requirements from a regulatory perspective. This research explores the concept of an information security culture and how information privacy can be incorporated to define an information protection culture. Next, the researchers explain information attributes relating to information security and information privacy to derive information attributes that can be considered when referring to an information protection culture. The information attributes are used to evaluate an existing information security culture assessment instrument that can potentially be used to assess an information protection culture. The research reveals that the information security culture assessment (ISCA) instrument can be used, but that it can be further improved by incorporating additional privacy concepts. An information protection culture assessment (IPCA) is conducted as part of a case study in an organisation. This allowed for a factor and reliability analysis to validate the IPCA. The analysis indicated that the IPCA is valid and reliable when grouping the items into the newly identified factors, but can further be enhanced by aligning it to information privacy attributes.

The purpose of this study was to investigate employees’ experiences of their organisation’s culture and general satisfaction levels and to explore whether potential explanations for these could be derived from measures of the perceived emotional competency and dominant personality type of senior management as aspects of their predominant leadership style. The South African Culture Instrument (SACI), an Employee Satisfaction Survey questionnaire and the 360 Degree Emotional Competency Profiler (ECP) were administered to a sample of 181 (SACI), 170 (Employee Satisfaction Survey questionnaire) and 88 (ECP) volunteer employees of a South African engineering company. All nine senior directors voluntary participated in completing the MBTI, Form G. The results indicated significant differences between the various biographical groups regarding the measured dimensions. The ECP and MBTI results showed the affective and social aspects of leadership behaviour to be a development area for senior management. This study makes an important contribution to the expanding body of knowledge that focuses on the evaluation of organisational factors and leader attributes that influence the motivation, commitment and satisfaction of employees in South African organisations