A survey of staff turnover and retention in the Eastern Cape Department of Agriculture, Ukhahlamba District
- Authors: Msomi, Mzwandile William
- Date: 2010
- Subjects: Eastern Cape (South Africa) -- Department of Agriculture -- Ukhahlamba District Eastern Cape (South Africa) -- Department of Agriculture -- Officials and employees -- Turnover Labor turnover -- South Africa -- Eastern Cape Employee retention -- South Africa -- Eastern Cape Industrial relations -- South Africa -- Eastern Cape Government employees -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:726 , http://hdl.handle.net/10962/d1003846
- Description: The aim of this research was to understand the main factors that explain turnover and retention at DOA Ukhahlamba District and to recommend to the District and Provincial management the appropriate strategy for retaining staff. To be able to achieve this aim, the following research objectives have been visited, namely: a) turnover trends, b) analysis of primary and external turnover factors and c) primarily retention factors. Data for analysing turnover trends was collected from the 2004 to 2007 DPSA and DOA annual reports. Primary data on labour turnover and retention factors was collected from 41 employees across different sections at DOA Ukhahlamba District by means of a questionnaire survey. The data was analysed using statistical methods, including frequency distribution, chi-square test and Pearson product-moment correlation. The findings have revealed that there is no clear pattern of turnover trends at DOA and DPSA, and DOA percentage turnover figures are low in comparison with those of the DPSA. In terms of organizational-specific factors, the top three primary turnover factors were identified, namely: a) communication within the organisation, b) leadership and the organisation and participation in decision making. The research results further revealed that communication within the organization had a significant impact with regard to race, but division, location, and grades did not. With regard to the external factors, research results identified the following most important external labour turnover factors arranged according to their importance, namely: lack of availability and quality of health care services and infrastructural development; lack of available sport and recreation facilities; crime in the area and people living in the neighbourhood; lack of educational opportunities available for the family, and geographic location of place of employment. The findings further revealed the top three retention factors, were strongly significantly correlated to each other, namely: resource availability, use of discretion in handling customer complaints, and the impact of the job on society. These are positively related to intention to stay. The implications these results to the management would require the review of the organisational Human Resource Management Policy and the introduction of Attraction and Retention Policy because at present its is non existence at DOA Eastern Cape. Research limitations: the study did not fully explore ethnicity when analysing the communication within the organisation as a labour turnover factor despite having an organisation that is diverse in nature, future academic research should focus more on labour turnover at management level and moderating variables to external labour turnover factors as there is little research done in this area. The factors identified for labour turnover and retention should be treated with caution as it may not be applicable to all sector Departments in the Eastern Cape and may be limited to Ukhahlamba District due to its geographic location. This study will contribute to the body of knowledge as it will serve as a guide to Eastern Cape DOA and other sector Departments in choosing factors to consider when designing their retention strategy in order to reduce labour turnover. To the academic researchers, the first three primary retention factors identified in the survey have not been seen before, grouped and rated amongst the top three retention factors which therefore means that the management support becomes more important than looking more on salary package as the first priority factor as revealed by most of the research literature consulted (Gustafson, 2002; Mobley, 1982; Mobley, 1979; Herzberg, 2003). This shows that labour turnover and retention factors will not be the same to all organisations, the location of the business and surrounding environment should be considered carefully when designing the appropriate policy and retention strategy of the organisation.
- Full Text:
- Date Issued: 2010
- Authors: Msomi, Mzwandile William
- Date: 2010
- Subjects: Eastern Cape (South Africa) -- Department of Agriculture -- Ukhahlamba District Eastern Cape (South Africa) -- Department of Agriculture -- Officials and employees -- Turnover Labor turnover -- South Africa -- Eastern Cape Employee retention -- South Africa -- Eastern Cape Industrial relations -- South Africa -- Eastern Cape Government employees -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:726 , http://hdl.handle.net/10962/d1003846
- Description: The aim of this research was to understand the main factors that explain turnover and retention at DOA Ukhahlamba District and to recommend to the District and Provincial management the appropriate strategy for retaining staff. To be able to achieve this aim, the following research objectives have been visited, namely: a) turnover trends, b) analysis of primary and external turnover factors and c) primarily retention factors. Data for analysing turnover trends was collected from the 2004 to 2007 DPSA and DOA annual reports. Primary data on labour turnover and retention factors was collected from 41 employees across different sections at DOA Ukhahlamba District by means of a questionnaire survey. The data was analysed using statistical methods, including frequency distribution, chi-square test and Pearson product-moment correlation. The findings have revealed that there is no clear pattern of turnover trends at DOA and DPSA, and DOA percentage turnover figures are low in comparison with those of the DPSA. In terms of organizational-specific factors, the top three primary turnover factors were identified, namely: a) communication within the organisation, b) leadership and the organisation and participation in decision making. The research results further revealed that communication within the organization had a significant impact with regard to race, but division, location, and grades did not. With regard to the external factors, research results identified the following most important external labour turnover factors arranged according to their importance, namely: lack of availability and quality of health care services and infrastructural development; lack of available sport and recreation facilities; crime in the area and people living in the neighbourhood; lack of educational opportunities available for the family, and geographic location of place of employment. The findings further revealed the top three retention factors, were strongly significantly correlated to each other, namely: resource availability, use of discretion in handling customer complaints, and the impact of the job on society. These are positively related to intention to stay. The implications these results to the management would require the review of the organisational Human Resource Management Policy and the introduction of Attraction and Retention Policy because at present its is non existence at DOA Eastern Cape. Research limitations: the study did not fully explore ethnicity when analysing the communication within the organisation as a labour turnover factor despite having an organisation that is diverse in nature, future academic research should focus more on labour turnover at management level and moderating variables to external labour turnover factors as there is little research done in this area. The factors identified for labour turnover and retention should be treated with caution as it may not be applicable to all sector Departments in the Eastern Cape and may be limited to Ukhahlamba District due to its geographic location. This study will contribute to the body of knowledge as it will serve as a guide to Eastern Cape DOA and other sector Departments in choosing factors to consider when designing their retention strategy in order to reduce labour turnover. To the academic researchers, the first three primary retention factors identified in the survey have not been seen before, grouped and rated amongst the top three retention factors which therefore means that the management support becomes more important than looking more on salary package as the first priority factor as revealed by most of the research literature consulted (Gustafson, 2002; Mobley, 1982; Mobley, 1979; Herzberg, 2003). This shows that labour turnover and retention factors will not be the same to all organisations, the location of the business and surrounding environment should be considered carefully when designing the appropriate policy and retention strategy of the organisation.
- Full Text:
- Date Issued: 2010
An investigation of turnover and retention factors of health professional staff within the Eastern Cape Department of Health
- Authors: Mrara, Msibulele Theophilus
- Date: 2010
- Subjects: Eastern Cape (South Africa) -- Department of Health Medical personnel -- South Africa -- Eastern Cape Hospitals -- Officials and employees -- Turnover -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:754 , http://hdl.handle.net/10962/d1003875
- Description: Health Professionals are critical in the provision of health services, more especially when it comes to nurses who are next to the patient most of the time. It is critically important for the Eastern Cape Department of Health to ensure that skilled health professionals such as doctors, pharmacists, nurses and the like are retained and the staff turnover regarding this category of staff is appropriately managed. The difficulty to attract and retain health professionals is negatively affecting service delivery in the Eastern Cape department of Health and leaves the department with an unacceptably high vacancy rate. This often put more of a burden on to the health professionals who remain within the organization. Some of them will end up leaving the organization. There is a great shortage of health professionals in South Africa and it becomes easier for the health professionals to get employment elsewhere, particularly in the private sector which appears to have a competitive advantage as compared to the public sector. In this study, both quantitative and qualitative methods were used to gather information through the utilization of a questionnaire and interviews were conducted mainly to confirm the results obtained. The results of the study have assisted to reflect factors that could be influencing the health professionals to leave health facilities of the Eastern Cape Department of Health. The respondents were drawn from the two areas within the Health Department, and these are, Mthatha and Port Elizabeth areas. One hundred (100) questionnaires were issued to the health professionals and sixty three responded. Documents that were received from the department were helpful in determining the turnover rate. The study has revealed that the Eastern Cape Department of Health may succeed in retaining the health professionals if they can be made to feel that their job is important. It appears that health professionals would like to be given enough opportunity to perform their functions and participate in the decision making processes of the department. Some factors may be contributing to the staff turnover and these are, lack of career opportunities to develop, challenges in the workplace, conflict with the management and colleagues. It is always important for the organizations to recognize its employees by giving them space to practice their profession and create a comfortable workplace that could have an impact in influencing the employee to remain within the organization. Employee turnover can be minimized, if employees can be exposed to a healthy workplace environment that will assist if fostering happiness, and in the process, enhance their motivation. It is imperative for the Eastern Cape Department of Health to focus on the training and development of its employees in order to increase the efficiency and competitiveness. As the employees gain the necessary skills to perform their job, productivity may improve. The performance of the employees should be properly managed, and the resultant incentives and rewards must be fairly distributed. This could promote harmony in the workplace and that could help in building relationships among employees. If employees are satisfied, there is an increased chance that they will stay within the organization and it becomes difficult for other competitors to attract them. Employees must be given adequate space to participate in the decision making processes of the organization, and by doing so, their loyalty to the organization could be increased.
- Full Text:
- Date Issued: 2010
- Authors: Mrara, Msibulele Theophilus
- Date: 2010
- Subjects: Eastern Cape (South Africa) -- Department of Health Medical personnel -- South Africa -- Eastern Cape Hospitals -- Officials and employees -- Turnover -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:754 , http://hdl.handle.net/10962/d1003875
- Description: Health Professionals are critical in the provision of health services, more especially when it comes to nurses who are next to the patient most of the time. It is critically important for the Eastern Cape Department of Health to ensure that skilled health professionals such as doctors, pharmacists, nurses and the like are retained and the staff turnover regarding this category of staff is appropriately managed. The difficulty to attract and retain health professionals is negatively affecting service delivery in the Eastern Cape department of Health and leaves the department with an unacceptably high vacancy rate. This often put more of a burden on to the health professionals who remain within the organization. Some of them will end up leaving the organization. There is a great shortage of health professionals in South Africa and it becomes easier for the health professionals to get employment elsewhere, particularly in the private sector which appears to have a competitive advantage as compared to the public sector. In this study, both quantitative and qualitative methods were used to gather information through the utilization of a questionnaire and interviews were conducted mainly to confirm the results obtained. The results of the study have assisted to reflect factors that could be influencing the health professionals to leave health facilities of the Eastern Cape Department of Health. The respondents were drawn from the two areas within the Health Department, and these are, Mthatha and Port Elizabeth areas. One hundred (100) questionnaires were issued to the health professionals and sixty three responded. Documents that were received from the department were helpful in determining the turnover rate. The study has revealed that the Eastern Cape Department of Health may succeed in retaining the health professionals if they can be made to feel that their job is important. It appears that health professionals would like to be given enough opportunity to perform their functions and participate in the decision making processes of the department. Some factors may be contributing to the staff turnover and these are, lack of career opportunities to develop, challenges in the workplace, conflict with the management and colleagues. It is always important for the organizations to recognize its employees by giving them space to practice their profession and create a comfortable workplace that could have an impact in influencing the employee to remain within the organization. Employee turnover can be minimized, if employees can be exposed to a healthy workplace environment that will assist if fostering happiness, and in the process, enhance their motivation. It is imperative for the Eastern Cape Department of Health to focus on the training and development of its employees in order to increase the efficiency and competitiveness. As the employees gain the necessary skills to perform their job, productivity may improve. The performance of the employees should be properly managed, and the resultant incentives and rewards must be fairly distributed. This could promote harmony in the workplace and that could help in building relationships among employees. If employees are satisfied, there is an increased chance that they will stay within the organization and it becomes difficult for other competitors to attract them. Employees must be given adequate space to participate in the decision making processes of the organization, and by doing so, their loyalty to the organization could be increased.
- Full Text:
- Date Issued: 2010
Broadening the tax base: a case for the informal real estate sector in Zambia
- Authors: Siame, Chilengwe George
- Date: 2010
- Subjects: Real property and taxation -- Zambia Tax administration and procedure -- Zambia Rental housing -- Taxation -- Law and legislation -- Zambia Informal sector (Economics) -- Taxation -- Law and legislation -- Zambia
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:732 , http://hdl.handle.net/10962/d1003852
- Description: The main objective of the study was to analyze the potential tax collection from the informal rental housing market in Zambia, using household level rental housing data collected for the Lusaka Urban District by the Central Statistical Office (CSO) as a basis for computation and extrapolation to the national level. This data was used to analyze household monthly expenditure on housing (rent), the total number of households in rented accommodation, and the tax regime applicable on rental income, to estimate the potential tax revenue that could be realized from this emerging sector. The estimates indicate that about K9.7 billion revenue could be collected on income from rental housing in Lusaka Urban District alone and a total of K83 billion nationally per annum. This represents about 0.4 percent of the country’s GDP in 2007. Compliance needs to be improved and legislation revised to ensure that the landlords are compelled to remit tax to the Zambia Revenue Authority. The current legislation makes enforcement and compliance difficult as it places the statutory tax burden on tenants, who are very mobile. It is, therefore, recommended that the landlord is made responsible for the payment of taxes due on rental income and that any compliance requirements be enforced against the real estate/property that is generating the income. This study also examines the performance of the presumptive taxation regime in Zambia The study uses data from the Zambia Revenue Authority on revenue collection from presumptive taxes which were introduced to capture income from the informal sectors. The presumptive taxes already introduced in Zambia include: base tax, advance income tax and turnover tax for minibuses and taxi operators. To analyze the performance of the presumptive tax regime, the study utilizes data on imports made by those not registered for taxes, to estimate how much revenue could be generated by imposing a 3 percent turnover tax on the value of their imports at importation. The analysis shows that the Zambia Revenue Authority increased revenue collection from K5.3 billion in 2004 to K33.5 billion in 2007. This improvement in revenue collection is far below the potential, however, which is estimated at over K501 billion on imports of unregistered traders alone. To collect this revenue and expand the tax base, the tax authority needs to improve the administration of advance income tax on unregistered importers, and raise the advance income tax rate to a level where the importer is indifferent between paying the advance tax at the border and paying turnover tax inland.
- Full Text:
- Date Issued: 2010
- Authors: Siame, Chilengwe George
- Date: 2010
- Subjects: Real property and taxation -- Zambia Tax administration and procedure -- Zambia Rental housing -- Taxation -- Law and legislation -- Zambia Informal sector (Economics) -- Taxation -- Law and legislation -- Zambia
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:732 , http://hdl.handle.net/10962/d1003852
- Description: The main objective of the study was to analyze the potential tax collection from the informal rental housing market in Zambia, using household level rental housing data collected for the Lusaka Urban District by the Central Statistical Office (CSO) as a basis for computation and extrapolation to the national level. This data was used to analyze household monthly expenditure on housing (rent), the total number of households in rented accommodation, and the tax regime applicable on rental income, to estimate the potential tax revenue that could be realized from this emerging sector. The estimates indicate that about K9.7 billion revenue could be collected on income from rental housing in Lusaka Urban District alone and a total of K83 billion nationally per annum. This represents about 0.4 percent of the country’s GDP in 2007. Compliance needs to be improved and legislation revised to ensure that the landlords are compelled to remit tax to the Zambia Revenue Authority. The current legislation makes enforcement and compliance difficult as it places the statutory tax burden on tenants, who are very mobile. It is, therefore, recommended that the landlord is made responsible for the payment of taxes due on rental income and that any compliance requirements be enforced against the real estate/property that is generating the income. This study also examines the performance of the presumptive taxation regime in Zambia The study uses data from the Zambia Revenue Authority on revenue collection from presumptive taxes which were introduced to capture income from the informal sectors. The presumptive taxes already introduced in Zambia include: base tax, advance income tax and turnover tax for minibuses and taxi operators. To analyze the performance of the presumptive tax regime, the study utilizes data on imports made by those not registered for taxes, to estimate how much revenue could be generated by imposing a 3 percent turnover tax on the value of their imports at importation. The analysis shows that the Zambia Revenue Authority increased revenue collection from K5.3 billion in 2004 to K33.5 billion in 2007. This improvement in revenue collection is far below the potential, however, which is estimated at over K501 billion on imports of unregistered traders alone. To collect this revenue and expand the tax base, the tax authority needs to improve the administration of advance income tax on unregistered importers, and raise the advance income tax rate to a level where the importer is indifferent between paying the advance tax at the border and paying turnover tax inland.
- Full Text:
- Date Issued: 2010
The relationship between leadership style and employee engagement in Sasol Gas, South Africa
- Authors: Duma, Thobile
- Date: 2010
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/64034 , vital:28524
- Description: The main purpose of this study was to determine whether there is a significant relationship between leadership styles of Sasol Gas leaders and their followers’ level of employee engagement. The instruments used in the study were the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and the Utrecht Work Engagement Scale (UWES 9). The MLQ (5X) was completed by the followers and leaders of Sasol Gas to determine whether Sasol Gas leaders use transactional, transformational and/or laissez-faire leadership styles. The work engagement instrument was completed by each follower to determine current levels of employee engagement. Descriptive statistics were obtained and correlations completed for the data to determine whether the different leadership styles exhibit different levels of engagement. The MLQ survey results indicate that leaders of Sasol Gas have more transformational than transactional leadership styles. The UWES 9 measured the three factors of vigour, dedication, and absorption; dedication had the highest mean compared to vigour and absorption, indicating that Sasol Gas employees strongly identify themselves with their work because it is experienced as meaningful, inspiring, and challenging. This research found a statistically significant, albeit weak, relationship between transformational and transactional leadership styles and employee engagement. This is a positive reflection of the current Sasol Gas leaders because empirical evidence shows that transformational leadership behaviours are more successful for attaining and fulfilling goals during organisational change.
- Full Text:
- Date Issued: 2010
- Authors: Duma, Thobile
- Date: 2010
- Language: English
- Type: text , Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10962/64034 , vital:28524
- Description: The main purpose of this study was to determine whether there is a significant relationship between leadership styles of Sasol Gas leaders and their followers’ level of employee engagement. The instruments used in the study were the Multifactor Leadership Questionnaire (MLQ) (Form 5X) and the Utrecht Work Engagement Scale (UWES 9). The MLQ (5X) was completed by the followers and leaders of Sasol Gas to determine whether Sasol Gas leaders use transactional, transformational and/or laissez-faire leadership styles. The work engagement instrument was completed by each follower to determine current levels of employee engagement. Descriptive statistics were obtained and correlations completed for the data to determine whether the different leadership styles exhibit different levels of engagement. The MLQ survey results indicate that leaders of Sasol Gas have more transformational than transactional leadership styles. The UWES 9 measured the three factors of vigour, dedication, and absorption; dedication had the highest mean compared to vigour and absorption, indicating that Sasol Gas employees strongly identify themselves with their work because it is experienced as meaningful, inspiring, and challenging. This research found a statistically significant, albeit weak, relationship between transformational and transactional leadership styles and employee engagement. This is a positive reflection of the current Sasol Gas leaders because empirical evidence shows that transformational leadership behaviours are more successful for attaining and fulfilling goals during organisational change.
- Full Text:
- Date Issued: 2010
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