Wits Business School (ETDs)

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Subject: search.filters.subject.Remuneration

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Now showing 1 - 4 of 4
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    Exploring The Impact Of Remuneration On Employee Turnover In The South African Diamond Mining Industry
    (University of the Witwatersrand, Johannesburg, 2024) Kedige, Thabang; Appiah, Erasmus
    It is argued that well-structured compensation packages not only fulfil employees' basic needs, but also promote a sense of belonging and recognition, thereby reducing turnover intentions. In the context of the South African diamond mining industry, this research study explored the intricate correlation between employee remuneration and turnover, emphasising the central role that work satisfaction and motivation held. It examined how various aspects of remuneration, including perceptions of fairness, appropriateness and the implementation of performance-related incentives directly influenced employees' decisions to either stay, or resign from their companies. By incorporating a comprehensive discussion regarding relevant theories such as Equity theory, Expectancy theory and Maslow's Hierarchy of Needs, this research study provides a nuanced understanding of the motivational dynamics involved in this issue. A qualitative methodology was adopted for this research study in order to explore the experiences and perceptions of employees in this sector. In addition to this, the aim of utilising this method of research was also to provide empirical evidence concerning the effectiveness of different compensation strategies in order to increase job contentment and employee retention. It is expected that the results of this study should provide valuable insight for human resource managers and policy makers in the mining industry. Furthermore, the results are also expected to offer guidance on how to design appropriate compensation systems that will align employee aspirations with the goals of their organisation. In essence, these proposed systems should ultimately lead to lower turnover rates and a more stable workforce
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    Factors influencing employee retention in the South African manufacturing industry
    (University of the Witwatersrand, Johannesburg, 2022) Masangwana, Asanda; Venter, Robert
    This research project was to look at the relationship between employee development, remuneration, workplace environment and employee retention. In South Africa, many younger workers are willing to change jobs and move on with their careers, and this could be exacerbated by the changing workplace environment. Therefore, it is important to investigate the relationship between employee development, remuneration, workplace environment and employee retention. The key research goals of this study were to see whether there was a link between employee development and retention, to see if there was a link between workplace environment and retention, and to see if there was a link between remuneration and employee retention. The quantitative research method was applied to achieve the research objectives of this study. The quantitative data used in this study was collected by means of an online survey and there were 187 research respondents who are employees in the manufacturing industry in South Africa. The data collected was analysed using SPSS Statistics 28. The study's findings indicate a favourable association between employee development and employee retention in South Africa's manufacturing industry. This result is statistically significant at a 5% level (p-value < 0.001). Further, in South Africa's manufacturing industry, there is also a positive correlation between the workplace environment and employee retention. This result is also statistically significant at a 5% level (p-value < 0.001). In addition, there is a positive relationship between remuneration and employee retention in the manufacturing sector in South Africa. However, this outcome lacks statistical significance at a 5% level (p-value = 0.372). The study recommends promotion of openness in terms information access and reward system for all employees, provision of career development opportunities, performance-based promotions, competitive bonuses and other incentives, and reward of outstanding performance of all employees.
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    An investigation into the causes of high turnover of Salespeople at Nissan Dealerships in South Africa
    (University of the Witwatersrand, Johannesburg, 2021) Mtshali, Sandile; Koech, Roselyne
    Several studies have been conducted to identify factors that contribute to the job satisfaction of employees. One of the reasons for the interest in job satisfaction is that it has been found by many researchers such as Jayaraman and Mohideen (2017) and Sunder et al. (2017) to have a strong negative correlation with employee turnover. For organisations to remain competitive, it is critical that employee turnover is maintained at optimal levels. This study set out to establish the drivers of job satisfaction amongst motor vehicle Salespeople in the South African motor industry sector, an area not currently covered by any of the job satisfaction studies. The aim was to establish how each of the work-related factors affected the job satisfaction of Salespeople as well as recommend Employee Value Propositions that will advance job satisfaction, thus assist in maintaining optimal turnover. The study was a cross-sectional study of Salespeople stationed at various Nissan dealerships around South Africa. A survey instrument consisting of self-administered questions adapted from past studies was randomly distributed to current Salespeople, of which 55% (N=204) responded by taking part in the online survey. We performed statistical analysis using Pearson Correlations and Regression analysis techniques. Using Herzberg’s two-factor theory, we grouped the work factors into motivators and hygiene factors. From the analysis, we identified four factors that contribute significantly to the job satisfaction of motor vehicle Salespeople at Nissan. Ranked in order of their impact, Recognition had the strongest effect on Job Satisfaction (β=.274), followed by Remuneration (β=.228), then Supervision (β=.193), and lastly the Work Environment (β=.144). If these factors were not addressed, job satisfaction would be low, leading to an increase in turnover. The results demonstrate that indeed the motivator and hygiene factors do influence job satisfaction of Salespeople and helped identify those factors that can be used to create a new Employee Value Proposition that would focus on improving job satisfaction
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    Leveraging digital technology for employee engagement in the banking sector in South Africa
    (University of the Witswatersrand, Johannesburg, 2023) Mvundla, Precious Vamisile
    Employee engagement in the context of the fourth industrial revolution has already become topical in many workplaces. However, the industrial revolution brings uncertainties that may affect employees' engagement in their jobs. Therefore, new research and evidence may be required to accurately understand what factors are essential for employee engagement in the new world of work and the importance of leveraging digital technology as a critical element in promoting employee engagement. The study followed a quantitative design to understand the association between training and development, communication, and pay and benefits with employee engagement in the context of the fourth industrial revolution. An online questionnaire was used to collect data from participants. The banking sector was chosen as a sampling frame to get the participants. 5-point Likert scale questions will be used. Data will be analysed in Stata Software. The analysis used a non- parametric test because Likert scale data is ordinal. The results were then compiled into a research report. Training and development showed the strongest correlation with employee engagement. Compensation and communication were also correlated with employee engagement but to a lesser extent than training. Different authors point to the importance of these factors, such as efficient communication in the face of a rapidly changing workplace where employees are hungry for new information as it comes and also for training opportunities to prepare and make them ready for a new world of work. In the mix of all this, pay and benefits remain relevant for engaging employees. Therefore, companies seeking to keep their employees engaged must leverage digital technology as a critical element in promoting employee engagement.