{"id":{"repo_id":"cape-town","oai_identifier":"oai:open.uct.ac.za:11427/39770"},"canonical_url":"https://search.dev.ndltd.org/etd/cape-town/oai:open.uct.ac.za:11427/39770","repository":{"repo_id":"cape-town","name":"University of Cape Town","base_url":"https://open.uct.ac.za/oai/request"},"display":{"title":"Perceived Inclusion in South Africa: Examining the Effect of Belonging and Value for Uniqueness on Behavioral Outcomes","abstract":"This study investigated the outcomes of inclusion in the call center of a large financial services organisation. Inclusion is driven by two of the most basic human social needs: the desire to belong (Maslow, 1943; Baumeister & Leary, 1995) and the desire to be unique (Snyder & Fromkin, 1980). Both aspects of inclusion were examined to gain insight into the effect each has on employee engagement, burnout, and organisational citizenship behaviors. Quantitative survey data were obtained from call center agents (N = 113). In addition, ten interviews with call center managers and HR business partners (N = 10) were conducted to provide supplementary information and a rich understanding of the research context. Factor analysis supported the conceptualisation of inclusion as multidimensional, with two distinct dimensions: inclusion-belonging and inclusion-uniqueness. Inclusionbelonging explained more significant variance in employee engagement and burnout than inclusion-uniqueness, which explained more variance in organisational citizenship behavior than inclusion-belonging did","abstract_html":"This study investigated the outcomes of inclusion in the call center of a large financial services organisation. Inclusion is driven by two of the most basic human social needs: the desire to belong (Maslow, 1943; Baumeister & Leary, 1995) and the desire to be unique (Snyder & Fromkin, 1980). Both aspects of inclusion were examined to gain insight into the effect each has on employee engagement, burnout, and organisational citizenship behaviors. Quantitative survey data were obtained from call center agents (N = 113). In addition, ten interviews with call center managers and HR business partners (N = 10) were conducted to provide supplementary information and a rich understanding of the research context. Factor analysis supported the conceptualisation of inclusion as multidimensional, with two distinct dimensions: inclusion-belonging and inclusion-uniqueness. Inclusionbelonging explained more significant variance in employee engagement and burnout than inclusion-uniqueness, which explained more variance in organisational citizenship behavior than inclusion-belonging did","abstract_has_math":false,"creators":["Naicker, Terousha"],"institution":"Organisational Psychology","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":["Bagraim, Jeffrey"],"committee_chairs":[],"committee_members":[],"year":2023,"date_issued":"2023","date_published":"2023","updated_at":"2026-07-22T22:23:49Z","subjects":["Organisational Psychology"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/11427/39770","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.advisor","label":"Advisor","values":["Bagraim, Jeffrey"]},{"key":"dc:creator","label":"Author","values":["Naicker, Terousha"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2024-05-30T09:45:38Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2024-05-30T09:45:38Z"]},{"key":"dc:date.issued","label":"Date","values":["2023"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Organisational Psychology"]},{"key":"dc:type","label":"Dc Type","values":["Thesis / Dissertation"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["Masters","MCOM"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Organisational Psychology"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/11427/39770"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["This study investigated the outcomes of inclusion in the call center of a large financial services organisation. Inclusion is driven by two of the most basic human social needs: the desire to belong (Maslow, 1943; Baumeister & Leary, 1995) and the desire to be unique (Snyder & Fromkin, 1980). Both aspects of inclusion were examined to gain insight into the effect each has on employee engagement, burnout, and organisational citizenship behaviors. Quantitative survey data were obtained from call center agents (N = 113). In addition, ten interviews with call center managers and HR business partners (N = 10) were conducted to provide supplementary information and a rich understanding of the research context. Factor analysis supported the conceptualisation of inclusion as multidimensional, with two distinct dimensions: inclusion-belonging and inclusion-uniqueness. Inclusionbelonging explained more significant variance in employee engagement and burnout than inclusion-uniqueness, which explained more variance in organisational citizenship behavior than inclusion-belonging did"]},{"key":"dc:title","label":"Title","values":["Perceived Inclusion in South Africa: Examining the Effect of Belonging and Value for Uniqueness on Behavioral Outcomes"]}]}],"canonical_facts":{"dc:contributor.advisor":["Bagraim, Jeffrey"],"dc:creator":["Naicker, Terousha"],"dc:date.accessioned":["2024-05-30T09:45:38Z"],"dc:date.available":["2024-05-30T09:45:38Z"],"dc:date.issued":["2023"],"dc:description.abstract":["This study investigated the outcomes of inclusion in the call center of a large financial services organisation. Inclusion is driven by two of the most basic human social needs: the desire to belong (Maslow, 1943; Baumeister & Leary, 1995) and the desire to be unique (Snyder & Fromkin, 1980). Both aspects of inclusion were examined to gain insight into the effect each has on employee engagement, burnout, and organisational citizenship behaviors. Quantitative survey data were obtained from call center agents (N = 113). In addition, ten interviews with call center managers and HR business partners (N = 10) were conducted to provide supplementary information and a rich understanding of the research context. Factor analysis supported the conceptualisation of inclusion as multidimensional, with two distinct dimensions: inclusion-belonging and inclusion-uniqueness. Inclusionbelonging explained more significant variance in employee engagement and burnout than inclusion-uniqueness, which explained more variance in organisational citizenship behavior than inclusion-belonging did"],"dc:identifier.uri":["http://hdl.handle.net/11427/39770"],"dc:publisher.department":["Organisational Psychology"],"dc:subject":["Organisational Psychology"],"dc:title":["Perceived Inclusion in South Africa: Examining the Effect of Belonging and Value for Uniqueness on Behavioral Outcomes"],"dc:type":["Thesis / Dissertation"],"dc:type.qualificationlevel":["Masters","MCOM"]},"updated_at":"2026-07-22T22:23:49Z"}