Staff turnover at selected government hospitals
- Authors: Mdindela, Sindiswa Victoria
- Date: 2009
- Subjects: Labor turnover -- South Africa -- Eastern Cape , Hospitals -- South Africa -- Eastern Cape -- Personnel management , Job satisfaction -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: vital:9382 , http://hdl.handle.net/10948/1191 , Labor turnover -- South Africa -- Eastern Cape , Hospitals -- South Africa -- Eastern Cape -- Personnel management , Job satisfaction -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape
- Description: The purpose of this study was to identify factors that impact on staff turnover and strategies that organisations can use to curtail staff turnover. To achieve this goal the following procedure was followed. An overview of theories related to staff turnover was conducted to identify what staff turnover is. Also the consequences of staff turnover, the classification and measurement of staff turnover and the broad theoretical explanation of staff turnover were investigated. The current brain drain experienced in the medical field was explored. A literature study was also conducted focusing on individual, job, organisational and environmental factors that influence staff turnover and strategies that managers can utilise to reduce staff turnover. Interviews were conducted with the chief executive officer and one doctor at Hewu hospital. Interviews were also conducted among senior nurses. An empirical study was undertaken to determine individual, job, organisational and environmental factors that impacted on staff turnover among doctors and nurses at Bisho and Hewu Hospitals. The strategies that were utilised at these hospitals to retain doctors and nurses were also investigated. Suggestions were made for addressing factors that could impact on staff turnover among doctors and nurses and strategies that could be utilised to retain staff. These strategies include: Getting people off to a good start, Create a great environment with bosses whom people respect, Share information, Give people as much autonomy as they can handle and Challenge people to stretch. iii Staff turnover is an issue that many South African organisations are currently facing and an issue that is especially affecting the medical field. Various factors, especially job and organisational factors, are not adequately addressed and these could lead to a high rate of staff turnover. It is clear that organisations should have a human resource strategic plan in order for them to effectively select, retain, train and develop employees. Health Care organisation could use the strategies identified in this study as a mechanism to benchmark how well they manage staff turnover. It is therefore important that the management of hospitals should strive to identify the underlying causes of labour turnover in their organisations and formulate strategies to address the problem.
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- Date Issued: 2009
The factors affecting the retention of talent at an industrial development zone in the Eastern Cape
- Authors: Ntoyakhe, Nomandla Dorothy
- Date: 2014
- Subjects: Employee retention -- South Africa -- Eastern Cape , Job satisfaction -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape , Labor turnover -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/6170 , vital:21045
- Description: The retention of knowledge workers has become an increasing challenge both locally and internationally. This study focusses on the factors contributing to the retention of knowledge workers at an Industrial Development Zone in the Eastern Cape. The aim of the study was to investigate the factors that would facilitate the retention of knowledge workers in the IDZ. This was explored through the employee value proposition framework which includes affiliation, career development, work content, compensation, company benefits, work-life balance and performance and recognition. The sample consisted of 30 employees from the IDZ from all business units. Three categories of employee levels were selected namely the executive managers, managers and specialists and professionals. Thematic analysis was used to analyse data which was gathered through semi-structured interviews. The literature reviewed explored the various retention strategies used by organisations. From the literature review it is realised that employee retention strategies vary from one organisation to another. In most cases they are very similar. Although this is the case, not all strategies will work for all organisations, each organisation requires preferred and unique strategies for its employees. The findings indicate that the majority of employees were satisfied with the employee value proposition dimensions in the organisation. The exceptional areas of satisfaction were retirement benefits, career development, performance recognition, relationships with colleagues, health benefits, relationships with direct manager or supervisor and relationships generally within the organisation. Areas of dissatisfaction were also raised on long service incentives, autonomy to do work, relationships with other business units and the performance review process. In order to retain employees at the IDZ, it is recommended that the organisation should focus on enhancing long service incentives. It is also recommended that employees should be given greater autonomy to do their work. Relationships with business units also need to be strengthened. Work-life balance of employees and performance review process also need to be revised.
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- Date Issued: 2014
An empirical study on staff turnover and retention within Eskom : Eastern Cape Operating Unit
- Authors: Chibba, Rajesh Chagan
- Date: 2015
- Subjects: Eskom (Firm) , Labor turnover -- South Africa -- Eastern Cape , Employee retention -- South Africa -- Eastern Cape , Job satisfaction -- South Africa -- Eastern Cape , Career development -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:847 , http://hdl.handle.net/10962/d1017514
- Description: This research paper is broken up into three sections, namely an evaluation report, a literature review and a description of the research methodology. The evaluation report section is an assessment of the factors that could contribute to staff leaving the organisation and why staff would choose to remain with the organisation. The Distribution Division of Eskom is divided into nine separate Operating Units (OU's), in line with the nine Provinces. According to an Eskom Human Resource Manager (Mjali, 2013), as at March 2012 there were 2231 employees in the Easter Cape Operating Unit, while the staff turnover for the same period was 4.53%. Of the 101 staff that had resigned for the period 01 April 2011 to 31 March 2012, there were 27 transfers, 26 resignations and 30 retirements. The balance of 18 staff that left was due to dismissals and deaths. While the statistics suggest a healthy level of staff turnover at present, given the current pressures that Eskom employees are under, it is important to investigate their future intentions and to see what Eskom can do to continue to retain their services. The literature relating to staff turnover and retention was examined to determine the meaning of the terms retention and turnover and to review the relevant turnover topics that were emerging from the exit interview data. The research conducted was quantitative in nature, and a questionnaire was distributed to all managerial staff within the Eastern Cape Operating Unit of Eskom. The questionnaire was sent electronically to the participants via email with the link to the questionnaire. Participants were requested to respond on questions relating to factors on turnover and retention, and the responses were used to assess employee's intention to either remain with the organisation or to leave. The feedback received was analysed with the use of data analysis in Microsoft Excel (2010). The results of the research showed that there were two distinct themes related to employees' intention to remain with the organisation, namely job satisfaction and career development. On the other end of the scale, themes which would cause staff to want to leave the organisation were the performance management system of the organisation, not being listened to (i.e. to the ideas and views of staff) and leadership (i.e. the way the organisation was being led). Recommendations are made to management. The study also recommends future research that can be done to get greater insight into factors relating to staff turnover and retention. A detailed review of the literature is included in Section two of the report. Only essential components of the literature are included in Section one of report. Section three of the report provided a detailed description of the research design and the research procedure that was followed.
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- Date Issued: 2015