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.
- Full Text:
- Date Issued: 2018
- 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.
- Full Text:
- 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.
- Full Text:
- Date Issued: 2018
- 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.
- Full Text:
- Date Issued: 2018
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