- Title
- An assessment of factors affecting staff turnover in the Eastern Cape provincial treasury
- Creator
- Mda, Sinethemba
- Subject
- Labor turnover -- South Africa -- Eastern Cape
- Subject
- Labor turnover -- Government employees -- South Africa -- Eastern Cape
- Subject
- Human capital
- Date Issued
- 2025-04
- Date
- 2025-04
- Type
- Master's theses
- Type
- text
- Identifier
- http://hdl.handle.net/10948/72357
- Identifier
- vital:79215
- Description
- This study assessed the multifaceted factors contributing to staff turnover in the Eastern Cape Provincial Treasury. Turnover occurs when employees’ services are terminated. The process of staff turnover is a component of the human resource management function and refers to the in-and-out movement of employees within an organisation, manifesting through the beginning or end of an employment contract (Toni, 2007). The Eastern Cape Provincial Treasury Annual Reports for the 2021/2022 and 2022/2023 financial years indicate a growing turnover rate in the Eastern Cape Provincial Treasury. High employee turnover presents substantial challenges for organisations, disrupting service delivery and organisational effectiveness. This study adopted a qualitative research method. Data collection was conducted through a literature review and the use of relevant official documents. Journal articles, published and unpublished treatises and dissertations, and credible Internet sources, including the Eastern Cape Provincial Treasury website, were used to gather data for the research. The turnover rate in the Eastern Cape Provincial Treasury rose from 13.9% in 2021/2022 to 14.8% in 2022/2023 despite a slight increase in the workforce. This upward trend highlights escalating challenges in employee retention, potentially stemming from job dissatisfaction, competitive labour markets, and internal management practices. The increase in turnover rates signals potential operational disruptions and heightened expenses related to recruitment and training. The Provincial Treasury can address turnover by offering clear career progression pathways, competitive salaries, and performance-based incentives to retain skilled employees (Ndlovu & Ngcobo, 2023; Sithole & Mabuza, 2022). Fostering an inclusive and supportive culture that values contributions, promotes work-life balance, and recognises achievements is crucial (Mazibuko, 2017). Strengthening leadership through training and transparent communication can enhance management effectiveness (Mthembu & Ngcobo, 2023). Improving job security and creating pathways for contract employees to transition to permanent roles, alongside regular feedback mechanisms, will further boost employee satisfaction and retention (Mkhize, 2023).
- Description
- Thesis (MPA) -- Faculty of Humanities, School of Governmental and Social Sciences, 2025
- Format
- computer
- Format
- online resource
- Format
- application/pdf
- Format
- 1 online resource (106 pages)
- Format
- Publisher
- Nelson Mandela University
- Publisher
- Faculty of Humanities
- Language
- English
- Rights
- Nelson Mandela University
- Rights
- All Rights Reserved
- Rights
- Open Access
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- Downloads: 0
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NMU School of Governmental and Social Sciences
| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details Download | SOURCE1 | Mda_S.pdf | 975 KB | Adobe Acrobat PDF | View Details Download |