Retention strategies for medical doctors in a Port Elizabeth Hospital complex
- Authors: Yusuff, Toyeeb
- Date: 2014
- Subjects: Employee retention -- South Africa -- Port Elizabeth , Physicians -- Recruiting -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/8856 , vital:26436
- Description: The aim of this research is to investigate the factors identified as significant in increasing the retention of medical doctors employed in Port Elizabeth hospital complex (PEHC) in the Eastern Cape, South Africa. Medical practitioners of PEHC are providing the needed critical clinical services and are believed to be the strength of tertiary health services in the Eastern Cape, providing world class treatment to the public. Recruitment and retention of talented medical practitioners, then, is in the best interests of the Department of Health. Demotivated staffs are more likely to leave their jobs for better opportunities, and therefore efforts must be geared towards retaining them. This research investigates the independent factors identified. They include the management style, risk exposure, the working environment, the work overload, and the benefits associated with retaining of medical practitioners in PEHC. The results of this study revealed that the following factors influence the talent management and retention of doctors in the hospital complex: a management style that appreciates and recognises staff, a risk-free work environment, a flexible and balanced life, a reasonable work load, and the attitude of immediate supervisors. The results of this study will add to the guidelines and retention strategies already in place by the Department of Health, Eastern Cape. The senior management and policy makers could use the recommendations revealed in this study for an efficient human resources policy. However, future research still needs to be done in the area of providing employment for spouses of members of staff especially on the reward system and the recognition of employees in the organization.
- Full Text:
- Date Issued: 2014
- Authors: Yusuff, Toyeeb
- Date: 2014
- Subjects: Employee retention -- South Africa -- Port Elizabeth , Physicians -- Recruiting -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/8856 , vital:26436
- Description: The aim of this research is to investigate the factors identified as significant in increasing the retention of medical doctors employed in Port Elizabeth hospital complex (PEHC) in the Eastern Cape, South Africa. Medical practitioners of PEHC are providing the needed critical clinical services and are believed to be the strength of tertiary health services in the Eastern Cape, providing world class treatment to the public. Recruitment and retention of talented medical practitioners, then, is in the best interests of the Department of Health. Demotivated staffs are more likely to leave their jobs for better opportunities, and therefore efforts must be geared towards retaining them. This research investigates the independent factors identified. They include the management style, risk exposure, the working environment, the work overload, and the benefits associated with retaining of medical practitioners in PEHC. The results of this study revealed that the following factors influence the talent management and retention of doctors in the hospital complex: a management style that appreciates and recognises staff, a risk-free work environment, a flexible and balanced life, a reasonable work load, and the attitude of immediate supervisors. The results of this study will add to the guidelines and retention strategies already in place by the Department of Health, Eastern Cape. The senior management and policy makers could use the recommendations revealed in this study for an efficient human resources policy. However, future research still needs to be done in the area of providing employment for spouses of members of staff especially on the reward system and the recognition of employees in the organization.
- Full Text:
- Date Issued: 2014
Factors affecting the retention of employees in auditing firms
- Authors: Axon, Kerry
- Date: 2012
- Subjects: Employee retention -- South Africa -- Port Elizabeth , Labor turnover -- South Africa -- Port Elizabeth , Auditing -- South Africa , Job satisfaction -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9408 , http://hdl.handle.net/10948/d1015728
- Description: The twenty first century has identified knowledge, as opposed to labour, raw materials or capital, as the key resource required by firms. This has created a shift of ownership in relationships between employees and employers since employees own the tools of production through the knowledge they hold (Kinnear & Sutherland, 2000). The employment relationship is undergoing fundamental changes due to international competition, de-regularisation and globalisation which have major implications for attraction, motivation and retention of talented employees (De Vos & Meganck, 2009). Organisations face great challenges and intense competition with almost all strategies being easily replicable by competitors. This has led organisations to begin realising that people are in fact the only real differentiator that can gain the organisation competitive advantage (Munsamy & Bosch Venter, 2009). Turnover of employees costs South Africa millions of rands per annum through decreased productivity, increased accidents and quality problems. Specifically, loss of knowledge workers are identified through costs of hiring and training new employees, loss of institutional knowledge, lower office morale, loss of talent and customer dissatisfaction. It is therefore essential to understand the reasons why employees leave organisations in order to discover how to retain them (Mendes & Stander, 2011; Gaylard, Sutherland & Viedge, 2005). Employee turnover can have several negative consequences. It can be difficult to replace the departed employees and the cost of replacing employees can be exhaustive. Remaining employees can be left feeling demoralised from the loss of valued co-workers and work patterns can be disrupted until replacements are found (Newstrom and Davis, 1997). Bilal, Zia-ur-Rehman, and Raza, (2010) add to this list of negative consequences of turnover as turnover can increase recruitment and training costs, loss of productivity as projects lose continuity, interruption of key activities, increase in mistakes made, or even hiring the wrong person for the position.
- Full Text:
- Date Issued: 2012
- Authors: Axon, Kerry
- Date: 2012
- Subjects: Employee retention -- South Africa -- Port Elizabeth , Labor turnover -- South Africa -- Port Elizabeth , Auditing -- South Africa , Job satisfaction -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9408 , http://hdl.handle.net/10948/d1015728
- Description: The twenty first century has identified knowledge, as opposed to labour, raw materials or capital, as the key resource required by firms. This has created a shift of ownership in relationships between employees and employers since employees own the tools of production through the knowledge they hold (Kinnear & Sutherland, 2000). The employment relationship is undergoing fundamental changes due to international competition, de-regularisation and globalisation which have major implications for attraction, motivation and retention of talented employees (De Vos & Meganck, 2009). Organisations face great challenges and intense competition with almost all strategies being easily replicable by competitors. This has led organisations to begin realising that people are in fact the only real differentiator that can gain the organisation competitive advantage (Munsamy & Bosch Venter, 2009). Turnover of employees costs South Africa millions of rands per annum through decreased productivity, increased accidents and quality problems. Specifically, loss of knowledge workers are identified through costs of hiring and training new employees, loss of institutional knowledge, lower office morale, loss of talent and customer dissatisfaction. It is therefore essential to understand the reasons why employees leave organisations in order to discover how to retain them (Mendes & Stander, 2011; Gaylard, Sutherland & Viedge, 2005). Employee turnover can have several negative consequences. It can be difficult to replace the departed employees and the cost of replacing employees can be exhaustive. Remaining employees can be left feeling demoralised from the loss of valued co-workers and work patterns can be disrupted until replacements are found (Newstrom and Davis, 1997). Bilal, Zia-ur-Rehman, and Raza, (2010) add to this list of negative consequences of turnover as turnover can increase recruitment and training costs, loss of productivity as projects lose continuity, interruption of key activities, increase in mistakes made, or even hiring the wrong person for the position.
- Full Text:
- Date Issued: 2012
Remuneration and rewards strategies at the Nelson Mandela Metropolitan University
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
- Authors: Bobi, Lungiswa
- Date: 2011
- Subjects: Nelson Mandela Metropolitan University , Compensation management -- South Africa , Employee retention -- South Africa -- Port Elizabeth , Incentives in industry , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9393 , http://hdl.handle.net/10948/d1021232
- Description: To be competitive, organisations need to ensure that all their resources are functioning at optimal level. The most important of these resources being its employees. This is because their commitment can guarantee the attainment of organisational goals. Commitment can be attained by an organisation through the payment of internally and externally competitive remuneration and reward packages, that communicate the value of the employees to the organisation. Remuneration and reward strategies are a critical tool for organisations, as they can motivate, attract and retain high performing employees. The theories of motivation, such as, the equity theory, state that employees compare their compensation with that of others and that if they perceive inequity, can be de-motivated or leave an organisation. Therefore, it is imperative for an organisation to ensure that its remuneration and reward strategy is aligned with its business strategy, to ensure clear communication of goals. In order to prevent labour turnover and to ensure commitment and retention, the employer needs to offer total rewards, which include base pay, benefits, variable performance pay, recognition and an enabling work environment. These can be effective as they meet all employee needs as in Maslow‟s hierarchy of needs and ensure the satisfaction of the organisation‟s need for goal attainment. To gain more insight, an empirical study was conducted at the Nelson Mandela Metropolitan University. The results of the survey indicated that the NMMU‟s remuneration and reward strategy contained certain elements of the total rewards strategy. These are variable pay in the form of a service bonus and benefits plus based pay. This strategy seems to be ineffective to motivate and retain employees due to lack of clear communication and recognition. To motivate and retain its employees, the NMMU should improve its communication and engage employees and unions in defining remuneration and reward strategies through collaboration.
- Full Text:
- Date Issued: 2011
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