Faculty of Commerce, Law and Management

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Subject: search.filters.subject.Staff retention

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    SUCCESS FACTORS FOR THE RETENTION OF AFRICAN MANAGERS IN THE SOUTH AFRICAN FINANCIAL SERVICES SECTOR
    (2012-01-23) BROWN, URSULA ELAINE
    Notwithstanding numerous legislative and transformation interventions embarked upon by the South African government to eradicate institutional discrimination and transform the upper echelons of corporate structures, the progress made thus far has been very slow and remains dismal. This study endeavoured to assess the success factors pertaining to the retention of senior African managers in the South African financial services sector context. Specifically, the research identified the success factors enunciated in the literature and then assessed whether or not the application of those success factors contributed to the retention of African managers. The researcher made use of qualitative methods in the form of an in–depth descriptive case analysis and semi-structured in-depth interviews. This study sanctions the findings of national and international research that assert that the absence of strategically aligned, consistent and integrated retention strategies, the lack of awareness creation and insufficient communication around retention management initiatives, the absence of visible implementation, execution and evaluation of retention management initiatives, inconsistent recruitment and selection processes and lack of accountability and responsibility for non-compliance of retention initiatives congruent with employment equity legislation, the absence of sufficient inclusionary networking opportunities, the lack of black mentors; and the internal dilution of the external employment value proposition are some of the major factors which could and do inhibit the retention of African managers. The results suggest that intention and commitment of the top leadership to make retention of African managers a core business imperative will fail if that intention is not supported by visible action and effective employee management practices
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    Bank switching behaviour of employed graduates in South Africa
    (2012-01-20) Moganwa, Jan
    This study looked at factors that determine bank switching behaviour among employed graduates, and their propensity to tell the bank and/or other people about the switching incident. Data was collected using a structured questionnaire sent via email using convenience sampling. 93 responses were analysed and presented using descriptive statistics and the Distribution Fitting Algorithm was used for inferential statistics. The study found bank switching behaviour to be determined by 10 different factors. Of the 10 factors, the major bank switching factors among employed graduates were found to be pricing, denied services, and attraction by competitors. The study also found that 6 out of every 10 employed graduates who make a switching decision tell other people about the switching incident. This potentially extends the impact of switching beyond the relationship between the bank and the customer who has already made a switching decision. Results also show that 3 out of 10 employed graduates who make a bank switching decision tell their bank about the switching incident. Being able to obtain as much information as possible from customers who switch does not only provide an opportunity to re-establish the relationship with the customer who switched, but may also provide information necessary to retain customers who have not yet switched. The results of the study point to a need for banks in South Africa to review service value propositions, acquisition and retention strategies; and customer contact and support strategy; among others
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    LEADERSHIP FOR STAFF RETENTION IN THE DEPARTMENT OF SOCIAL DEVELOPMENT IN GAUTENG.
    (2011-11-14) SITHOLE, PHUMZILE
    Social development is essentially a people centered approach to development that promotes citizen participation and strengthens the voice of poor people in decision making. The meeting of human needs is a national collective responsibility, a collaborative partnership, amongst the civil society, government and private sector. The state plays a leading role in implementing development programmes, and these programmes require adequate and skilled service professionals, which are social workers. Social workers are enthusiastic proponents of the social development approach. There is however a serious mismatch between the overwhelming demands for services and the numbers of social service professionals to deliver on these demands. This has adversely affected the organisation’s programmes as projects are abruptly stopped or shelved due to lack of manpower. The National Minister for Public Service and Administration recognized the scarcity of social workers as early as 2003 and declared it a scarce skill. Social work has been declared a scarce skill in terms of the skill framework issued by the Department of Public Service Administration. The primary aim of the study therefore was to explore and describe the role that leadership can assume in the crisis of skills shortage of social workers in the Gauteng province. Qualitative description methods were used in the study, with a purposive sampling of eight respondents, four production officials and four managers from the metro (Johannesburg) region of Gauteng province with different number of years of experience. The results of the study show that the respondents are not content; the non managers have lost confidence in the present leadership and the retention strategy. The present leadership agrees that they are not operating the way they should as some are not capacitated to do so, while others complain about being excluded in decision making, giving political appointees more power to rule and oppress them. This study maintains that leaders do not possess the qualities that their followers most value; they feel left out, not represented and not taken care of. The results of the study are discussed and recommendations are offered for the organization to deploy the necessary leadership theory to address job turnover and keep it to a minimum or even halt completely
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    THE IMPACT OF MANAGEMENT
    (2011-06-24) VAAS, Monica
    Keeping employee turnover below target remains one of the most challenging issues facing modern day organisations. Whilst organisations look at various strategies to address the turnover challenge, the role of the manager/supervisor on employee turnover and retention remains one of the most underestimated and under-valued factors considered in attempts to address the challenge. It is often in the operating departments that problems that results in turnover first emerged, therefore manager/supervisors are best positioned for early detection and to proactively address these problems. The researcher is further of the opinion that management practices contributes greatly to people’s decisions to stay with or resign from the institution and that if these practices can be addressed greater retention will result. Therefore, even though there is no guaranteed way of making everyone happy, numerous studies proved that in general, there are certain factors that contribute to successful recruitment and retention of employees. These include pay, benefits communication, trust and ethics, support, role clarity, job satisfaction, quality of leadership; empowerment; teamwork; trust and ethics; professional growth and career development; rewards and recognition; job performance; life balance; diversity ; commitment; internal and external equity and good co-worker relations. All the above are factors that either forms of the managers/supervisors direct responsibilities or they are in positions to greatly influence these factors. The researcher iv totally agrees with authors that argue that the manager’s job goes beyond passive reaction and adaptation and it is a manager’s responsibility to make what is desirable first possible, than actual. Except for the obvious financial costs resulting from turnover there are also hidden costs for the organisation which are known as the consequences of turnover and will include amongst other, productivity losses for the organisation, negative impact on the quality of customer service, the negative impact on the morale of the remaining employees and the disruption of the social and communication network within the organisation. Through this study the researcher wants to examine and gain more knowledge on the impact of management practices on staff retention in the Gauteng Provincial Legislature and to come up with suggestions as to how managers can change or better their conduct to contribute to staff retention in the institution