Strategies to improve employee retention in medium-sized businesses in the Garden Route
- Authors: Myburgh, Elsa
- Date: 2013
- Subjects: Employee retention -- South Africa -- Eastern Cape , Small business -- Employees , Personnel management -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8853 , http://hdl.handle.net/10948/d1020128
- Description: The management dilemma that triggers this research is the improvement of employee retention in medium-sized businesses in the Garden Route. Various factors contribute to poor retention in business, such as the lack of employee engagement, lack of organizational commitment, lack of recognition and reward and lack of employee retention strategies. If these strategies are not in place it results in employees not feeling committed to the organization and therefore opting to leave. This study takes a closer look at the literature review on specific causes of poor employee retention and aims to seek solutions for management to address the employee turnover problem, which affects the ability of the organization to achieve its goals and objectives. The question which formed the basis of this research was whether management can indeed improve retention within their businesses. The parameters of this research topic are five medium-sized businesses in the Garden Route. Ten middle managers from these organizations formed part of the research. The research topic fell within the phenomenological paradigm, as the study looked at employee retention within organizations with the aim of finding out what the reasons for poor retention are and how the problem can be addressed. The approach was a subjective one as responses were interpreted from questionnaires to gain an in-depth understanding of the problem. Research was conducted by means of both questionnaires and interviews in order to interpret and explain the complexity of poor retention rates within the specific organizations. The qualitative data collection method was used. Results were analysed and interpreted to indicate the relevance with the theory. Respondents confirmed that employee retention remains a challenge. It is clear that there is a need for effective strategies to retain talented employees in medium-sized businesses in the Garden Route as this is not being addressed as a priority. Recommendations were submitted which indicated that managers need to invest in strategies to foster employee engagement and organizational commitment. Fair and consistent rewards should be implemented and supported by blended retention strategies.
- Full Text:
- Date Issued: 2013
- Authors: Myburgh, Elsa
- Date: 2013
- Subjects: Employee retention -- South Africa -- Eastern Cape , Small business -- Employees , Personnel management -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8853 , http://hdl.handle.net/10948/d1020128
- Description: The management dilemma that triggers this research is the improvement of employee retention in medium-sized businesses in the Garden Route. Various factors contribute to poor retention in business, such as the lack of employee engagement, lack of organizational commitment, lack of recognition and reward and lack of employee retention strategies. If these strategies are not in place it results in employees not feeling committed to the organization and therefore opting to leave. This study takes a closer look at the literature review on specific causes of poor employee retention and aims to seek solutions for management to address the employee turnover problem, which affects the ability of the organization to achieve its goals and objectives. The question which formed the basis of this research was whether management can indeed improve retention within their businesses. The parameters of this research topic are five medium-sized businesses in the Garden Route. Ten middle managers from these organizations formed part of the research. The research topic fell within the phenomenological paradigm, as the study looked at employee retention within organizations with the aim of finding out what the reasons for poor retention are and how the problem can be addressed. The approach was a subjective one as responses were interpreted from questionnaires to gain an in-depth understanding of the problem. Research was conducted by means of both questionnaires and interviews in order to interpret and explain the complexity of poor retention rates within the specific organizations. The qualitative data collection method was used. Results were analysed and interpreted to indicate the relevance with the theory. Respondents confirmed that employee retention remains a challenge. It is clear that there is a need for effective strategies to retain talented employees in medium-sized businesses in the Garden Route as this is not being addressed as a priority. Recommendations were submitted which indicated that managers need to invest in strategies to foster employee engagement and organizational commitment. Fair and consistent rewards should be implemented and supported by blended retention strategies.
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- Date Issued: 2013
Espoused and actual employee value proposition (EVP) at the SPAR Group - Eastern Cape (SPAR EC)
- Authors: Prins, Alveno
- Date: 2018
- Subjects: Employee retention -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape Personnel management -- South Africa -- Eastern Cape Supermarkets -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23001 , vital:30291
- Description: Globally there is a shortage of talent with organisations facing the challenge of attracting, engaging and retaining top talent. It has therefore become a priority for any organisation to ensure, that the offer made to attract talent, extends beyond a salary. The Employee Value Proposition (EVP) is a strategic tool that could be used to ensure that the offer made to employees is indeed an offer of value, considering both extrinsic and intrinsic attributes; therefore, ensuring the attraction, engagement and retention of talent. All organisations have an EVP, whether documented or not; however, the effectiveness thereof should be questioned. This was the aim of this study, namely, to assess whether a gap exists between the espoused and actual employee value proposition at the SPAR Group – Eastern Cape (SPAR EC). The study used an existing questionnaire to collect data from a sample of 150 respondents. The questionnaire was adapted to align to the company and industry studied and aimed to answer the following questions: To what extent did employees expect to find, both intrinsic and extrinsic EVP characteristics in the company? How important were these intrinsic and extrinsic EVP characteristics to attract employees to the organisation? In addition, to what extent did employees experience the expected intrinsic and extrinsic EVP characteristics in the organisation? These questions formed the essence of the study, using expectation, importance and experience as categories to distinguish the perceptions of respondents. The data was analysed using descriptive and inferential statistics. The results indicated that a gap does indeed exist between the espoused and actual EVP at SPAR EC. EVP attributes associated with people and their advancement, such as personal and career development opportunities, recognition provided to employees for exceptional performance, work-life balance and the level of involvement and empowerment of employees, were experienced to a lower extent in the organisation, when compared to the respondents’ level of expectation and how important they deem these attributes. It was therefore recommended that SPAR EC focus on these attributes, as employees determine for themselves the extent to which they experience “value” in organisations. Employees who view their organisations' EVP to be of less value are likely to withdraw, by either not contributing or by resigning from the organisation altogether (Heger, 2007).
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- Date Issued: 2018
- Authors: Prins, Alveno
- Date: 2018
- Subjects: Employee retention -- South Africa -- Eastern Cape , Employee motivation -- South Africa -- Eastern Cape Personnel management -- South Africa -- Eastern Cape Supermarkets -- South Africa -- Eastern Cape
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23001 , vital:30291
- Description: Globally there is a shortage of talent with organisations facing the challenge of attracting, engaging and retaining top talent. It has therefore become a priority for any organisation to ensure, that the offer made to attract talent, extends beyond a salary. The Employee Value Proposition (EVP) is a strategic tool that could be used to ensure that the offer made to employees is indeed an offer of value, considering both extrinsic and intrinsic attributes; therefore, ensuring the attraction, engagement and retention of talent. All organisations have an EVP, whether documented or not; however, the effectiveness thereof should be questioned. This was the aim of this study, namely, to assess whether a gap exists between the espoused and actual employee value proposition at the SPAR Group – Eastern Cape (SPAR EC). The study used an existing questionnaire to collect data from a sample of 150 respondents. The questionnaire was adapted to align to the company and industry studied and aimed to answer the following questions: To what extent did employees expect to find, both intrinsic and extrinsic EVP characteristics in the company? How important were these intrinsic and extrinsic EVP characteristics to attract employees to the organisation? In addition, to what extent did employees experience the expected intrinsic and extrinsic EVP characteristics in the organisation? These questions formed the essence of the study, using expectation, importance and experience as categories to distinguish the perceptions of respondents. The data was analysed using descriptive and inferential statistics. The results indicated that a gap does indeed exist between the espoused and actual EVP at SPAR EC. EVP attributes associated with people and their advancement, such as personal and career development opportunities, recognition provided to employees for exceptional performance, work-life balance and the level of involvement and empowerment of employees, were experienced to a lower extent in the organisation, when compared to the respondents’ level of expectation and how important they deem these attributes. It was therefore recommended that SPAR EC focus on these attributes, as employees determine for themselves the extent to which they experience “value” in organisations. Employees who view their organisations' EVP to be of less value are likely to withdraw, by either not contributing or by resigning from the organisation altogether (Heger, 2007).
- Full Text:
- Date Issued: 2018
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.
- Full Text:
- Date Issued: 2015
- 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.
- Full Text:
- Date Issued: 2015
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