Faculty of Commerce, Law and Management

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Knowledge Worker attrition within a consulting business in South Africa
(2014-01-21) Sayers, Brendan Robert
Knowledge Workers are those employees who use their brains to create intangible value based assets. These assets are contained in the minds of the employees who create them and are lost when employees leave. Thus the ability to retain knowledge workers is recognised as one of the last competitive advantages available to organisations. The purpose of this study is to gain an insight into the causes of knowledge worker attrition. It is only through a thorough understanding of the reasons for attrition, is one able put in place measures to improve staff retention. The case site is an organisation providing a comprehensive range of human resource consulting services to employers throughout South Africa. The organisation has as one of its key objectives, to be the ‘employer of choice’ within their industry. Whilst the company has made some progress in addressing their staff retention rate, from forty seven percent in 2008, to approximately seventy percent by 2011, managements objective was to improve retention to eight five percent. A qualitative methodology was used for this research in the form of a single site case study. The researcher collected data by selecting a sample of eight individuals who voluntarily left the organisation within the preceding two years and then perusing their exit interviews and conducting semi-structured interviews with them. It was found that not paying market related pay was the primary reason for staff leaving the organisation. Thereafter contributing factors leading to staff turn-over was inadequate managerial competencies and not affording employees the opportunity for personal and career development
DIVERSITY MANAGEMENT IN ATTRACTING AND RETAINING RESEARCHERS AT THE HUMAN SCIENCES RESEARCH COUNCIL
(2013-10-08) Letsoalo, Thuli
The science and technology sector is facing a high shortage of researchers. The National Research and Development Strategy (2002) of the Department of Science and Technology is very clear on the need to increase the number of researchers and ensure that they remain within the system. The attraction and retention of the researchers within the science and technology system is therefore of critical importance The purpose of this study was to analyse diversity management in attracting and retaining the researchers at the Human Sciences Research Council, one of the science councils of the Department of Science and Technology. For purposes of this research, a qualitative method ofresearch was used, in order to provide a clear understanding of the participants’ perspectives and experiences of the research study. The findings are that the main reasons that cause the researchers to leave the HSRC are the authoritative management style, short-term contracts, work pressure and inconsistency in salary determinations. The study recommended that the HSRC should develop diversity management strategy and programmes in order to attract and retain the researchers within the Human Sciences Research Council.
Factors influencing the retention of non-executive knowledge workers in the South African banking sector
(2012-11-21) Singh, Yashmita
In an ever-increasing complex global workplace, corporate companies are faced with the challenge of retaining those staff which are considered to be vital to ensuring survival of the company as well as providing the company with its competitive advantage. Banks are no exception to this challenge. Whilst there is some literature around talent retention in a South African economy versus an overseas one, little is known about the retention factors in a South African context for retail banks. The factors important for the retention of non-executive knowledge workers within the banking industry in South Africa is explored in this study, as well as whether any differences exist between different demographic groups. This will provide insight into and enable both people managers and executives within the banking industry to implement practices and effective strategies for sustaining long-term competitive advantage. The data for this research was collected via an email questionnaire utilising a Likert scale to obtain ordinal data pertaining to the factors, and some biographical questions to obtain more insight into the demographics of the population. The key findings are as follows: important retention categories for knowledge workers are employee-employer relationships, remuneration, culture and other non-monetary benefits such as flexible working hours. Some of the individual factors are: open communication, recognition from direct supervisor, competitive pay structures, performance related pay, culture of learning and training, career advancements, fair and equitable treatment and technology to do the job. Each factor is of different importance to different demographic groups, for instance, whilst performance related pay is of importance to both males and females, it is higher up on the scale for males than females. Another example is the factor Home Life/Work balance which is stronger for the age group 21-30 than for the others. The questions per factor was based on the literature review with the researcher asking addition questions about factors not included in the research study. These additional factors include special leave for religious holidays (for religions other than Christianity), and loyalty from the institution. Based on the findings of this research, the researcher concludes that although most factors identified from the literature review were important to a South African banking environment as well – the level of importance placed on each was different to an overseas market.
Job Design Principles in the New World of Work
(2011-10-20) SWANEPOEL, MARCUS
The world of work has changed significantly in the last couple of decades. There has been a clear shift from an industrial economy to an economy that is driven by knowledge. It has become increasingly important for companies to identify knowledge workers and harness their potential. The main purpose of this study was to gain insight into what job design principles are important to knowledge workers. The data was collected by means of a self-completed questionnaire based survey. The survey was conducted at a Business School. One hundred and twenty questionnaires were processed. The data was subjected to descriptive and inferential statistical analyses. The main findings of this research were integrated into a model, which identified the job design factors that are important to knowledge workers. The research showed that knowledge workers deem authority, individual responsibility, financial reward and intellectual stimulation important to their job design. By incorporating these factors into the job design, organisations should increase the levels of motivation, satisfaction, loyalty, performance and commitment that are present amongst their knowledge workers.

Faculty of Commerce, Law and Management

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