title: Kia kāpuia te reo o Tāmaki ki te Tonga: Tāmaki Makaurau ki te Tonga

authors: Lee-Morgan, Jenny Bol Jun

abstract: Mai i te Papakuratanga o Mataoho tae noa ki tona Ipu. Mai i Pukaki Tapu o Poutiikeka ki Te Puketapapatanga a Hape. Mai i te tahuna o Torea i nga wai o Mokoia, mawhiti atu ki Te Arapueru e karekare mai na ko Te Manukanuka a Hoturoa, kei reira a Taramainuku raua ko Kaiwhare. Ka kawea ki nga.hau o Mangere, e topa ai taku manuhokahoka ki Te Manurewatanga a Tamapahore. Whakaterawhiti taku haere ki Otara-a-nuku, ki Otara-a-rangi koia te tikapatanga o toku tiipuna o Marutuahu. Hoki whenei mai au ki Te Pane o Mataoho, tiro kau ake au ki aku pa whakairo ko Matatukutureia, ko Matukurua nga nohoanga tapu o Huakaiwaka, o Nga Tini-o-toitehuatahi, o Maruiwi kua ngaro katoa ki te reinga.

text: Kia kāpuia te reo o Tāmaki ki te Tonga: Tāmaki Makaurau ki te Tonga Mai i te Papakuratanga o Mataoho tae noa ki tona Ipu. Mai i Pukaki Tapu o Poutiikeka ki Te Puketapapatanga a Hape. Mai i te tahuna o Torea i nga wai o Mokoia, mawhiti atu ki Te Arapueru e karekare mai na ko Te Manukanuka a Hoturoa, kei reira a Taramainuku raua ko Kaiwhare. Ka kawea ki nga.hau o Mangere, e topa ai taku manuhokahoka ki Te Manurewatanga a Tamapahore. Whakaterawhiti taku haere ki Otara-a-nuku, ki Otara-a-rangi koia te tikapatanga o toku tiipuna o Marutuahu. Hoki whenei mai au ki Te Pane o Mataoho, tiro kau ake au ki aku pa whakairo ko Matatukutureia, ko Matukurua nga nohoanga tapu o Huakaiwaka, o Nga Tini-o-toitehuatahi, o Maruiwi kua ngaro katoa ki te reinga.

year: 2017

title: Exploring Inclusion, Support and Culture in the Workplace: A Study of Māori and European Employees

authors: Brougham, David M.

subjects: Inclusion

abstract: New Zealand boasts a wide range of vibrant and contrasting cultures within the workplace. This level of cultural diversity within New Zealand is set to increase substantially over the next 15 years. This increase has already created a need for researchers and human resource managers to understand the importance and benefits of diversity within the workplace. However, recent research has found that the ‘apparent benefits’ of traditional diversity management cannot be fulfilled unless individuals feel included within the organisation. 
Inclusion is defined as “the degree to which an employee perceives that he or she is an esteemed member of the work group through experiencing treatment that satisfies his or her needs for belongingness and uniqueness” (Shore, Randel, Chung, Dean, Ehrhart & Singh, 2011, p. 1265). Despite a realisation that inclusion may be the future of managing diverse workplaces, the literature on inclusion is under developed and lacks empirical testing. The main contribution and focus of this thesis centres on cultural inclusion in the workplace. A secondary focus is on the benefits of other types of support, from various sources (e.g., organisation, supervisor, and family), within New Zealand’s rich cultural context. 
This PhD has been undertaken by publication. Thus, the majority of its chapters are stand-alone (although related) journal articles. Many of the journal articles within this thesis are either under review, or published/in press, and this is signalled at the start of each chapter. Chapters one and two overview the thesis and discuss the research methods used within this PhD by publication. The first journal article (chapter three) details the cultural context of New Zealand and the importance of managing diversity and including all employees. The second journal article (chapter four) focuses on the importance that Māori culture, collectivism and language has in the workplace for Māori well-being. Findings were based on a sample of Māori employees, with the results highlighting the importance of collectivism and cultural identity for Māori employees towards achieving greater well-being. These two published articles build the foundation for the next three journal articles, which discuss the importance of cultural inclusion in the workplace. 
In an endeavour to test the inclusiveness of organisations’ support for cultural values and beliefs, this thesis offers a new measure of perceived cultural inclusion (PCI). The PCI measure is based on perceived organisational support (POS) owing to the parallels between inclusion and POS. POS is also a strong and reliable predictor of employee outcomes. Data was collected from two culturally distinct groups (i.e., Māori n=349 and New Zealand Europeans n=144) within New Zealand. Findings showed that PCI predicted POS, which in turn predicted job outcomes (i.e., job satisfaction, career satisfaction, organisational commitment, turnover intentions) and mental health outcomes (anxiety and depression) for both Māori and New Zealand Europeans (refer to chapters five and six). This thesis also investigated the effects of PCI to POS to work-family related outcomes on the sample of Māori employees, and findings suggested that PCI would predict POS, which would in turn predict work-family related outcomes in the expected direction (refer to chapter seven). These three chapters provide strong empirical evidence for POS mediating the influence of PCI on numerous employee outcomes. 
The literature has also highlighted the importance of supervisor and family support when predicting job and well-being outcomes. The effects that supervisor support for work-family issues and whānau (extended family) support have on job outcomes (chapter eight) and well-being outcomes (chapter nine) for Māori employees were also investigated. Findings from two Māori samples (N=260 and N=466) emphasised the importance that both supervisor and whānau support have on job satisfaction, turnover intentions, life satisfaction, cultural identity, health and well-being (see chapters eight and nine for more details). 
Overall, this thesis draws findings from both New Zealand European and Māori employee samples to provide evidence that supporting and understanding cultural values is highly important for job and well-being outcomes. These findings have many theoretical and managerial implications. The following chapters discuss in-depth, relevant theories, literature, methods and conclusions that form this thesis.

text: Exploring Inclusion, Support and Culture in the Workplace: A Study of Māori and European Employees New Zealand boasts a wide range of vibrant and contrasting cultures within the workplace. This level of cultural diversity within New Zealand is set to increase substantially over the next 15 years. This increase has already created a need for researchers and human resource managers to understand the importance and benefits of diversity within the workplace. However, recent research has found that the ‘apparent benefits’ of traditional diversity management cannot be fulfilled unless individuals feel included within the organisation. 
Inclusion is defined as “the degree to which an employee perceives that he or she is an esteemed member of the work group through experiencing treatment that satisfies his or her needs for belongingness and uniqueness” (Shore, Randel, Chung, Dean, Ehrhart & Singh, 2011, p. 1265). Despite a realisation that inclusion may be the future of managing diverse workplaces, the literature on inclusion is under developed and lacks empirical testing. The main contribution and focus of this thesis centres on cultural inclusion in the workplace. A secondary focus is on the benefits of other types of support, from various sources (e.g., organisation, supervisor, and family), within New Zealand’s rich cultural context. 
This PhD has been undertaken by publication. Thus, the majority of its chapters are stand-alone (although related) journal articles. Many of the journal articles within this thesis are either under review, or published/in press, and this is signalled at the start of each chapter. Chapters one and two overview the thesis and discuss the research methods used within this PhD by publication. The first journal article (chapter three) details the cultural context of New Zealand and the importance of managing diversity and including all employees. The second journal article (chapter four) focuses on the importance that Māori culture, collectivism and language has in the workplace for Māori well-being. Findings were based on a sample of Māori employees, with the results highlighting the importance of collectivism and cultural identity for Māori employees towards achieving greater well-being. These two published articles build the foundation for the next three journal articles, which discuss the importance of cultural inclusion in the workplace. 
In an endeavour to test the inclusiveness of organisations’ support for cultural values and beliefs, this thesis offers a new measure of perceived cultural inclusion (PCI). The PCI measure is based on perceived organisational support (POS) owing to the parallels between inclusion and POS. POS is also a strong and reliable predictor of employee outcomes. Data was collected from two culturally distinct groups (i.e., Māori n=349 and New Zealand Europeans n=144) within New Zealand. Findings showed that PCI predicted POS, which in turn predicted job outcomes (i.e., job satisfaction, career satisfaction, organisational commitment, turnover intentions) and mental health outcomes (anxiety and depression) for both Māori and New Zealand Europeans (refer to chapters five and six). This thesis also investigated the effects of PCI to POS to work-family related outcomes on the sample of Māori employees, and findings suggested that PCI would predict POS, which would in turn predict work-family related outcomes in the expected direction (refer to chapter seven). These three chapters provide strong empirical evidence for POS mediating the influence of PCI on numerous employee outcomes. 
The literature has also highlighted the importance of supervisor and family support when predicting job and well-being outcomes. The effects that supervisor support for work-family issues and whānau (extended family) support have on job outcomes (chapter eight) and well-being outcomes (chapter nine) for Māori employees were also investigated. Findings from two Māori samples (N=260 and N=466) emphasised the importance that both supervisor and whānau support have on job satisfaction, turnover intentions, life satisfaction, cultural identity, health and well-being (see chapters eight and nine for more details). 
Overall, this thesis draws findings from both New Zealand European and Māori employee samples to provide evidence that supporting and understanding cultural values is highly important for job and well-being outcomes. These findings have many theoretical and managerial implications. The following chapters discuss in-depth, relevant theories, literature, methods and conclusions that form this thesis.

year: 2013

title: Relationships Between Supervisor Behaviour and Subordinates' Work Attitudes: The Role of LMX

authors: Van Lamoen, Nils Karel

subjects: leadership

abstract: This study investigated the relationship between supervisor behaviour and the work experience of subordinate employees and assessed the role of the interpersonal exchange relationship between supervisor and subordinate. Participants completed a questionnaire asking them to rate their supervisor’s behaviour (initiating structure, tolerance of subordinate independence, perceived support, integration and consideration of subordinates), the quality of their leader-member exchange relationship (LMX) with their supervisor, perceived job autonomy, and role ambiguity. To assess subordinates’ work experience, respondents were also asked to report on their level of work engagement, citizenship behaviour, job motivation, commitment to the organisation, and team commitment. Two hundred and fifteen responses were collected and, following a factor analysis, mediation analyses were conducted using the supervisor behaviours as predictors, LMX, autonomy, and ambiguity as mediators and subordinate attitudes and behaviour as outcomes. 
The results provided support for the proposed mediated relationships with 30 out of 36 indirect relationships being significant. The findings confirmed that 1) supervisory behaviour had indirect effects on subordinate attitudes and behaviour. 2) LMX, job autonomy, and role ambiguity significantly predicted subordinate employees’ work attitudes and behaviour. 3) The behaviours of supervisors helped determine LMX, job autonomy and role ambiguity. These results confirmed that there is a strong relationship between the behaviour of supervisors and the work experience of subordinate employees. 
Although causation cannot be inferred based on the results of this study, the findings indicate that the supervisor may contribute to the work experience of subordinates. The findings may suggest that if supervisors were to change their role behaviour by the way they deal with subordinates and introduce structure in the workplace this my help reduce subordinates’ role ambiguity, raise perceived job autonomy,  lead to a higher quality exchange relationship, and positively influence work outcomes. This would enhance employee work engagement, organisation-directed citizenship behaviour, intrinsic motivation, commitment to organisation and work team benefiting both the organisation and the employees.
	Longitudinal research into an integrated model of supervisor behaviour and LMX using experimental or observational study designs is recommended in order to develop a model of causal relationships between supervisor behaviour, LMX, and subordinate outcomes. Further investigation of the measurement of supervisor behaviour may be appropriate in order to validate or revise the LBDQ scales, since factor analyses on these scales prompted substantial changes. Additionally, the results of this study indicated that perceived supervisor support and LMX may not be distinct constructs. Further research into the measurement and theoretical grounding of these measures is recommended.

text: Relationships Between Supervisor Behaviour and Subordinates' Work Attitudes: The Role of LMX This study investigated the relationship between supervisor behaviour and the work experience of subordinate employees and assessed the role of the interpersonal exchange relationship between supervisor and subordinate. Participants completed a questionnaire asking them to rate their supervisor’s behaviour (initiating structure, tolerance of subordinate independence, perceived support, integration and consideration of subordinates), the quality of their leader-member exchange relationship (LMX) with their supervisor, perceived job autonomy, and role ambiguity. To assess subordinates’ work experience, respondents were also asked to report on their level of work engagement, citizenship behaviour, job motivation, commitment to the organisation, and team commitment. Two hundred and fifteen responses were collected and, following a factor analysis, mediation analyses were conducted using the supervisor behaviours as predictors, LMX, autonomy, and ambiguity as mediators and subordinate attitudes and behaviour as outcomes. 
The results provided support for the proposed mediated relationships with 30 out of 36 indirect relationships being significant. The findings confirmed that 1) supervisory behaviour had indirect effects on subordinate attitudes and behaviour. 2) LMX, job autonomy, and role ambiguity significantly predicted subordinate employees’ work attitudes and behaviour. 3) The behaviours of supervisors helped determine LMX, job autonomy and role ambiguity. These results confirmed that there is a strong relationship between the behaviour of supervisors and the work experience of subordinate employees. 
Although causation cannot be inferred based on the results of this study, the findings indicate that the supervisor may contribute to the work experience of subordinates. The findings may suggest that if supervisors were to change their role behaviour by the way they deal with subordinates and introduce structure in the workplace this my help reduce subordinates’ role ambiguity, raise perceived job autonomy,  lead to a higher quality exchange relationship, and positively influence work outcomes. This would enhance employee work engagement, organisation-directed citizenship behaviour, intrinsic motivation, commitment to organisation and work team benefiting both the organisation and the employees.
	Longitudinal research into an integrated model of supervisor behaviour and LMX using experimental or observational study designs is recommended in order to develop a model of causal relationships between supervisor behaviour, LMX, and subordinate outcomes. Further investigation of the measurement of supervisor behaviour may be appropriate in order to validate or revise the LBDQ scales, since factor analyses on these scales prompted substantial changes. Additionally, the results of this study indicated that perceived supervisor support and LMX may not be distinct constructs. Further research into the measurement and theoretical grounding of these measures is recommended.

year: 2012