Organisational factors that influence the turnover of core employees
- Authors: Naidu, Ricardo
- Date: 2018
- Subjects: Labor turnover , Employee motivation Employees -- Attitudes Organizational change Organization -- Research
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/32871 , vital:32381
- Description: The importance of human resources has been highlighted by many academic studies in recent times. This increase in interest has been a result of evidence that shows that employees contribute significantly to an organisation’s ability to gain a sustainable competitive advantage as well as to achieve increased efficiencies. It is therefore imperative that organisations retain this valuable asset to prevent the negative outcomes associated with high employee turnover. A high level of employee turnover tends to be exacerbated when these employees happen to be part of the core employees within the business. The organisation that motivated this study experienced an unacceptable level of core employee turnover. This study therefore aimed at identifying the organisational factors that influenced core employee turnover and in doing so, also ascertaining what relationship existed between these factors. The factors identified in the study were employee engagement, HRM practices, organisational culture, organisational support and organisational structure. These factors were uncovered and discussed by conducting a thorough review of the literature available on the subject. The literature review not only revealed the benefits associated with these factors, but also showed that the absence of these organisational factors has a negative influence on employee turnover. The study also utilised quantitative methods to collect and analyse data from respondents in the selected organisation. This focused on their opinions regarding the relationship between the various organisational factors and turnover intention. The data obtained indicated that all of the independent variables identified displayed a linear negative relationship with turnover intention and it could therefore be concluded that negative perceptions on employee engagement, HRM practices, organisational culture, perceived organisational support and organisational structure all had a negative impact on turnover intention. It was also noted that perceived organisational support displayed the strongest negative relationship with turnover intention. Consequently it can therefore be recommended that in order for organisations to retain core employees, it is necessary to develop robust systems that address employee needs on employee engagement, HRM practices, organisational culture, organisational support and organisational structure. A further recommendation made is that careful attention should be given to developing employee perceptions on organisational support, as the results showed that this is the most important factor in influencing core employee turnover behaviour.
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- Date Issued: 2018
The impact of leadership on job satisfaction at a specific bank in the Eastern Cape
- Authors: Wyngaard, Shaun Peter
- Date: 2018
- Subjects: Leadership , Bank employees Job satisfaction , Labor turnover , Transformational leadership , Bank management South Africa Eastern Cape
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/62050 , vital:28099
- Description: This study aimed at investigating the relationship between leadership and employee job satisfaction in the banking sector of South Africa. The study drew from the fact that there is a growing emphasis in organisations to reduce employee turnover by keeping their employees satisfied. The ultimate performance, effectiveness and competitiveness of an organisation are directly related to an organisation’s ability to keep its employees optimally productive and satisfied. Numerous research studies have been conducted on transformational, transactional and passive-avoidant leadership to determine the significance of their respective relationship with the job satisfaction of employees in different scenarios. Results show that the transformational leadership style has a significant relationship with job satisfaction; while the transactional leadership style or the passive-avoidant style are applied according to changing circumstances. The study adopted a quantitative approach, using online questionnaires as an instrument for collecting primary data. The target population of the study was 380 bank employees, and the target sample was 218; 121 questionnaires were completed and used as the actual final sample. Questionnaires were completed from managers and employees of the selected bank, with the two population groups being investigated using different scales. SPSS was used in analysing the collected data. The findings of this research showed that the leadership styles under investigation have a direct impact on the job satisfaction of employees. Transformational leadership was found to have a significant positive relationship with job satisfaction, while the relationship between transactional leadership and job satisfaction was positive but moderate. A significant negative relationship was found between passive-avoidant leadership and job satisfaction. It is thus the responsibility of the financial institution under investigation to highlight the significant links and benefits of this leadership style to its management to ensure increased job satisfaction and lower turnover of employees in the institution. Literature explored in this study supported the close link between the different leadership styles and job satisfaction.
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- Date Issued: 2018
The relationship between organisational commitment, work engagement and turnover intentions
- Authors: Robinson, Nicole Dianne
- Date: 2015
- Subjects: Social responsibility of business , Organizational commitment , Labor turnover
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/6582 , vital:21119
- Description: “The question of employee turnover has come to gain greater attention especially in the 21st century where organisations all over the world, in various industries, have faced this problem at some stages of their evolution” (Zahra et al, 2013:78). Turnover intentions have further become a vital study for organisations and researchers as research has found that once an employee has actually implemented the behaviour to quit, it is highly unlikely that an employer will be able to “gain access to them to understand their prior situation” (Darroux, Johnathan & Thibeli, 2013:78). Several studies have been devoted to examine the impact of various factors such as organisational commitment, work engagement, age, gender and tenure on turnover intentions in an attempt to assist organisations in alleviating the challenges associated with turnover (Darroux, Johnathan & Thibeli, 2013). The results of these studies have continually shown that both work engagement and organisational commitment have a significant effect on turnover intentions (Yin & Yang, 2002; Meyer, Stanley, Herscovitch & Topolnytsky, 2002 and Tett & Meyer, 1993).
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- Date Issued: 2015
Factors impacting on engineering professionals' decision to seek alternative employment
- Authors: Mkwananzi, Nokuphumula
- Date: 2011
- Subjects: Labor turnover , Engineering -- Vocational guidance
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8749 , http://hdl.handle.net/10948/d1011335 , Labor turnover , Engineering -- Vocational guidance
- Description: The purpose of this study was to determine factors that impacted on engineering professionals’ decision to seek alternative employment, as well as to determine the decision making processes applied by engineering professionals when seeking alternative employment. A conceptual model was developed to illustrate the impact of various factors on labour turnover and the decision making processes that could be followed by engineering professionals when seeking alternative employment. The factors impacting on labour turnover were organised into four categories, namely external, internal, expectations and personal trait factors. The theoretical study revealed that employees were more likely to leave their present organisations if they perceived that there was ample opportunity for acceptable alternative employment (Bigliardi, Petroni & Dormio, 2005). Zimmerman (2008) stated that employee turnover was a problem faced by all organisations globally. In their study they mentioned that high labour turnover rates have been associated with decreased customer satisfaction, productivity, future revenue growth and profitability. A sense of instability and frustration can also cause work backlogs and slow productivity. At times employees lose faith in their organisations as more individuals seek alternative employment (Drake International, 2010). When the organisation experiences high turnover, burnout also increases and could possibly lead to stayers also seeking alternative employment. Previous studies contain evidence of an extensive poaching of South African engineering professionals (technologists and engineers) by overseas companies (Du Toit & Roodt, 2009). As a result of this mobility and the lack of significant engineering graduates entering the industry, companies competed for a limited number of engineering professionals. This challenge resulted in a higher labour turnover rate among engineers as the demand for engineering professionals was higher than the supply. The skills shortage of engineering professionals in South Africa was one of the perceived contributing factors impacting engineering professionals’ decision to seek alternative employment. Apart from the shortage of skills there were other factors that impacted on engineering professionals’ decision to seek alternative employment. External factors, such as slow recruitment due to the low economy, have been identified as having an impact on labour turnover rates. Bigliardi et al (2005) stated that external factors, also referred to as push factors, such as changes in economic, social and technological conditions,created challenges for retaining engineering professionals. Through developing multivariate models that combine a number of factors contributing to labour turnover and empirically testing these models, researchers have attempted to predict why individuals decide to seek alternative employment (MINTRAC, 2010). The job search process was evaluated and referred to as the process of looking for alternatives to a current job, and the evaluation of those alternatives (Brown, 2009). Various decision making models, including the rational decision making model, Steers and Mowday’s model, image theory and the unfolding path model were studied to provide an understanding of how engineering professionals decided whether to seek alternative employment. Donnell and Quirin (2006) explained two decision making models. These are the image theory and Lee and Mitchell’s unfolding model. According to Zimmerman (2008), the studies carried out did not clearly reflect the impact of individual characteristic factors. An empirical study, by means of a survey and a questionnaire as a data collecting tool, was conducted to determine the factors that impacted on engineering professionals at GIBB to seek alternative employment and the decision making process they applied in seeking alternative employment. This study reflected that personal traits such as openness to new experiences, high levels of competency, the ability to form relationships at work, a general level of commitment, ability to incorporate other people’s views at work and a general positive attitude towards work itself influenced the decision to seek alternative employment. The external, internal, expectancy and personal trait factors that were perceived to be the most influential in impacting on engineering professionals’ decision to seek alternative employment were presented in a revised concept model. This model could be valuable for developing retention strategies at GIBB. Future research that could be beneficial to GIBB and the engineering industry was also identified.
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- Date Issued: 2011
Approach to National Health Workforce Planning for health service delivery in South Africa
- Authors: Mahlathi, Malixole Percival
- Date: 2009-12
- Subjects: Health planning , Rural health services , Labor turnover
- Language: English
- Type: text
- Identifier: http://hdl.handle.net/10353/25216 , vital:64058
- Description: Although South Africa educates and trains many health professionals of various categories, it continues to experience relative and critical shortages of these professionals especially at its rural health facilities. It boasts more than 15 Faculties of Health Sciences which train a variety of health professionals. In addition to training for its own purposes, it also offers training for several countries in the Southern African Development Community. The burden of disease is considered to be high and increasing, complicated by the HIV and AIDS epidemic. In the light of these challenges it is necessary that South Africa engages in careful health workforce planning as a long term approach to solve shortage of health professionals and improving the delivery of health services. This study examines the health workforce planning approaches by the various Provincial Departments of Health and the student planning approaches by the Faculties of Health Sciences of the Higher Education Institutions that train health professionals. , Thesis (PhD) -- Faculty of Health Sciences, 2009
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- Date Issued: 2009-12