The impact of employment equity regulations on psychological contracts in South Africa

Impact of demographic variables on voluntary labour turnover in South Africa

“…This supports the results of Wöcke and Sutherland (2008) through finding that employees from the designated groups are generally more prone to leave due to pull factors as a result of the favourable labour market, and that whites leave more as a result of push factors in the current organisation.…”

“…It specifically referred to the Unfolding model as introduced by Lee and Mitchell (1994) as well as the subsequent extension introduced by Morrell et al (2008). The results show that in the context of South Africa, demographics such as age, gender and race play a role in the turnover decision, thus supporting previous studies by Cron and Slocum (1986, p. 119) on the impact of age, The International Journal of Human Resource Management 3491 Blomme et al (2010) and Royalty (1998) on the impact of gender, and Wöcke and Sutherland (2008) on the impact of race. In the case of South Africa, its labour regulations have emphasised race and gender in the South African labour market but it would appear that skills are significantly more important for job mobility.…”

“…This could largely be explained by the Employment Equity Act 1998 that required employers with more than 50 employees to implement affirmative action policies and to remove barriers for those who have been denied access to jobs and education. Wöcke and Sutherland (2008) found that the impact of many leading Employee Equity programmes by firms to meet the requirements of the legislation had a substantial impact on the psychological contracts of designated and non-designated groups in terms of loyalty, focus on career development in the international market, and the degree to which employees felt they were impacted by this legislation. The study showed that among African managers there existed a higher turnover rate and intention to leave than was the case with the other groups, despite employers attempting to build a relational or balanced psychological contract.…”

Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command

“…Rousseau (2004) introduced and developed the concept of psychological contracts to express the complex set of expectations that employer and employee have of each other. The degree to which these are fulfilled has been shown to have wide-ranging effects on job satisfaction, motivation, commitment, and intention to quit (Wocke & Sutherland, 2008). Appelbaum, Nadeau and Cyr (2009) and Sy and D'Annunzio (2005) indicate that very little work has been done to understand staff performance in a matrix organisation.…”

Regulation of work and employment: advances, tensions and future directions in research in international and comparative HRM

“…Empirically, some authors (e.g. Anagnostopoulos & Siebert, 2015;Cullinane, Donaghey, Dundon, Hickland, & Dobbins, 2014;Hau & Chow, 1998;Koch, 2008;McIlroy, Marginson, & Regalia, 2004;Mellahi, 2007;Molina, 2007;Sebardt, 2004;Tomlinson, 2007;Wöcke & Sutherland, 2008;Zhu & Campbell, 1996) have reported evidence of the impact of regulation on HRM practices in organisations in different countries, reflecting on contextual diversity and embedding analytical frameworks that illustrate varieties of capitalism. In this respect, an important development in these discussions is the acknowledgement that contexts, sectors, work settings and actors have changed and therefore, the social framing that helps to articulate regulatory spaces is very heterogenous.…”