the relationship between employee turnover and job
TRANSCRIPT
The relationship between employee turnover and job satisfaction: A case study
of the North West Department of Health
KP Matlapeng
orcid.org/0000-0001-6625-8408
M06007055;",�
Mini-dissertation submitted in partial fulfilment of the
requirements for the Master of Business Administration
Degree at the North-West University
Supervisor: Dr G.N Molefe
Graduation May 2018
Student number: 26736292
zma -n- 1,
�-�--� "
I -�ORTH•WEST UNIVERSITY
DECLARATION REGARDING PLAGIARISM
I (full names & surname): Keitheng Priscilla Matlapeng
Student number: 26736292
Declare the following: l. lBRAR 1. I understand what plagiarism entails and I am aware of the University's policy
in this regard.
2.1 declare that this assignment is my own original work. Where someone else's
work was used (whether from a printed source, the Internet or any other source)
due acknowledgement was given and reference was made according to
departmental requirements.
3. I did not copy and paste any information directly from an electronic source
(e.g., a web page, electronic journal article or CD ROM) into this document.
4. I did not make use of another student's previous work and submitted it as my
own.
5. I did not allow and will not allow anyone to copy my work with the intention of
presenting it as their own work.
Keitheng Priscilla Matlapeng April 2018
Date
ii
ACKNOWLEDGEMENTS
It was not easy to carry out this research at my workplace, though I managed to access
some vital information. It was time-consuming and at the same time interesting to do
this research project. I hope it improves on my managerial skills. I expect to add value
to the organisation and contribute towards its continuous improvement.
I thank God for his wisdom in guiding and providing me with knowledge to do this
research project. I thank the angels of the Lord for their protection as I was studying. I
thank the house of the spiritual leader in my church for their commitment and support.
I sincerely thank my supervisor Dr. Molefe for his guidance, effort and support. My
special gratitude goes to North-West University for giving me the opportunity to study. I
thank my colleagues at the Department of Health for providing me with research-related
information. And most especially I thank my children for allowing me to take time away
and my husband for being supportive. I would like to than the Provincial Department of
Health for allowing me to conduct research and appointing me as members of research
committee.
iii
...
ABSTRACT
South Africa experiences a significant shortage of nurses and medical specialists in the
health sector. Nurses and medical specialists leave country for more lucrative offers
outside South Africa. Currently in South Africa , medical special ists have set up private
practices. As a result, private practice becomes an uncanny riva l for the public sector
(public hospitals and clinics) because of the quality of service they offer to their
customers. North West Province faces the same challenge of high employee turnover,
especially under the nursing and medical field . Nursing and medical specialists render
core business of the health care services and this high turnover bespeaks huge
challenges.
The shortage has negative impact on the quality and sustainability of health care
services. The aim of the study is to assess factors that affect retention of employees
and employee job-satisfaction. The primary objective of this study is to determine the
relationship between high employee turnover and job satisfaction.
Descriptive statistics are used to determine the relationship between independent and
dependent variables (Welman , Kruger, & Mitchell , 2011 ).The study determined the
relationship between job satisfaction and employee turnover using the case study
research design. Structured questionnaire in the form of Likert scale was used for data
collection.The measuring instrument was adapted from the Minnesota Job Satisfaction
Questionnaire (MSQ) and was used to collect data on job satisfaction. Pearson
correlation coefficient was used to determine the relationship between employee
turnover and job satisfaction (Saunders, Lewis, & Thornhill , 2009). Furthermore,
Statistical Package for Social Science (SPSS) was also used to analyze demographic
data. The findings of the study were that there is a positive correlation between high
employee turnover and job satisfaction.
Key words: job satisfaction, employee turnover, retention, human resource
management.
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Table of Contents
DECLARATION REGARDING PLAGIARISM ...................... .. ........ ...... ...... ...... ........ ........ II
ACKNOWLEDGEMENTS .. .... ..... ..................... ................................. ........... .. ... ....... ....... 111
ABSTRACT ....... ... .. ............. .. ......... .. .......... .. .... ..... ...... .. .... ......... ... ....... .. ........ .. ......... ..... IV
CHAPTER 1: THE PROBLEM AND ITS SETTINGS ............................. .. ...................... .. 1
1.1 INTRODUCTION ............................................................ ........ .... .. .. ... ..... ......... .......... 1
1.2 PROBLEM STATEMENT ...................... ... .... ......... .. ...... .. ...... ............. ... ........ .. ....... 2
1.3 RESEARCH QUESTIONS ...................................... ................ ....... ............... ....... .. ... .4
1.4 RESEARCH OBJECTIVES .. .......... .. ...... .. .... .... ... .................................................. .. ... 5
1.5 IMPORTANCE AND BENEFITS OF THE PROPOSED STUDY ........ ..... .. ............. 5
1.6 DELIMITATTIONS, LIMITATIONS AND HYPOTHESES ...... ..... ... ....................... .. 5
1.6.2. HYPOTHESES ................ ........................... .. .. ..... .... .............. .... .. ........... ............... 6
1.7 DEFINITION OF KEY TERMS ...................... ........ ..... ... .. ... ... ... ...... .. ............. ......... 6
1.8 LIST OF ABBREVIATIONS .......... ..... ....... .. .. ..... .............................. ...... ......... .... .. .. 7
1.13. CONCLUSION ... .................................................................................... ................. 7
CHAPTER 2: LITERATURE REVIEW .................................................................. ..... ...... 8
2.1. CHAPTER OVERVIEW ............................................ .. .. .. .......................... ... .. ........... 8
2.2 . EMPLOYEE TURNOVER ..... ............ ....... ........ .. .... ..... ........... ... .............. .. .............. .. 8
2.2.1. EMPLOYEE TURNOVER COST ...................................................................... ... 11
2.2.2. DIRECT AND INDIRECT COST OF TURNOVER .......... ..................................... 12
2.2.3. EMPLOYEE TURNOVER MEASURES ...... ................... .................................... .. 13
2.2.4 TALENT RETENTION AND INTENTION TO QUIT .............. ................................ 13
2.2.5. RETENTION AND UPWARD MOBILITY ... ........... ............. ....... ...... ... ..... ............. 15
2.2.5.1. CAUSES OF MOBILITY .. ... ... .......................... ..... ... ....... .. ................. .. ... ... ....... 16
2.2.6. RETENTION STRATEGY ........ ...... ................. ..... .................. .............. .. .............. 16
2.3. JOB SATISFACTION ......... ... .. .................................... .............. ...... ...... ..... .... ......... 17
2.3.1 THEORETICAL FRAMEWORK OF MOTIVATION .......... ... .................................. 18
2.3.2. FACTORS THAT AFFECT JOB SATISFACTION ................ ... ................ ............. 22
2.3.3. FACTORS THAT CAUSES JOB SATISFACTION ................. .. .... .......... ............ .. 22
2.3.4. JOB DISSATISFACTION ........ .. .................. .. ... .... ........................ ........ .. .............. 26
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2.3.5. THE IMPACT OF SATISFIED AND DISSATISFIED EMPLOYEES ON THE WORKPLACE .. ... ......... .. ........ .. .. ..... .... ... ... ... ........ ......... ...... .. ..... .. ......... ..... .. ...... ... 27
2.3.6. JOB SATISFACTION AND ABSENTEEISM ...... ....... ........ .. ........ ....... .... .... .... .. .... 28
2.3.7. MEASURING JOB SATISFACTION ... ... ..... ..... .. ... ..... .. .... ... ........... .. ...... .. ......... ... 29
2.4. WORK-RELATED QUALITY OF LIFE ..... ......................... .. .......... ...... ... ... ........... ... 30
2.4.1. MEASURES OF WORK-RELATED QUALITY OF LIFE .. .... .. ......... ..... ...... ... ...... . 34
2.4.2 . WAY FORWARD ... ... ... ...... ...... .. ...... ....... ...... ... .. ...... ......... .... ......... ... ....... ....... ... .. 34
2.5 CONCLUSION ..... ....... .. .... ..... ........ ......... .. ............ ..... ... ............ ..... ... ........ ... ......... ... 34
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY ...... .... ... ..... ... ... ...... ..... .. ... 36
3.1 INTRODUCTION .... ... ..... ....... ....... .......... .. .. ..... .......... ....... .... ............. ... ..... ... ....... .... 36
3.2 RESEARCH DESIGN ... .. .... ... ....... .. .... ..... ...... .... ... ... ............. ........ .. .. .. ..... .. ......... ... .. 36
3.3 METHODOLOGY ........... ........ .... ...... ... .. .. .... ...... ......... ...... ... .... ..... ..... ....... .. ...... ..... ... 37
3.3.1 OVERVIEW OF RESEARCH DESIGN .... .. ....... ..... ............. ....... .... ..... .......... ... ..... 37
3.3.1 .1 QUALITATIVE APPROACH ............... .......................... ......... ............. .. ..... ....... . 37
3.3.1.2. QUANTITATIVE APPROACH ...... .. .. .......... ..... ... ... ........ ... ...... ... ...... .... ........ ..... . 37
3.3.2. DIFFERENCE BETWEEN THE QUALITATIVE AND THE QUANTITATIVE METHODS .... .... ......... ..... ... ..... ... ....... .. ... ........ ....... ... ........ .... ..... ... .. .............. .... .... . 38
3.3.3. MIXED METHODS APPROACH .......... .... .... ..... .......... ... ...... .... ... .. ...... ...... ....... ... . 39
3.3.4 JUSTIFICATION OF METHOD .. .......... .. ............. .. ... .. ...... ... .. ..... ..... ... .. ...... ... ...... .. 39
3.4 POPULATION AND SAMPLING ..... ... .......... .......... ... .. ........ .......... ........ ....... .. .... ...... 39
3.4.2 SAMPLING AND DATA COLLECTION STRATEGY ... ...... .... .... .... .... .... .. ..... ... ... . .41
3.5 MEASURING INSTRUMENT ........ ..... ... .... ....... ... .. .. ... .... ... ... ... ....... ..... .. .... .. ... ... ....... 42
3.6 DATA ANALYSIS TECHNIQUE ... ....... .. ......... ... .... ....... ... .. ..... ... ........ ..... ... ......... ... .. .43
3.7 VALIDITY AND RELIABILITY OF THE RESEARCH STUDY .. .. ... ......... ............ .. .. . .43
3.8. ETHICAL CONSIDERA TIONS ....... ........... ......... .. ... ... ..... ... .... ....... .... .. .... ... .... ..... ... .44
3.9. CONCLUSION ......... .. .. .... .... ... .. ..... ...... ... ...... ... ... ...... ..... ..... ...... ..... .......... ...... ... ... ... 45
CHAPTER 4: RESEARCH RES UL TS ... ....... .... ..... ... .... ... .. ........ .. .. ....... .... .. ......... ... ...... .46
4.1 . INTRODUCTION .... ... .. .. ..... .... .. .... .... .... .... ..... .. ......... .... ...... .. .. ..... .. .. ....... ....... .. .. ..... 46
4.2. DESCRIPTIVE STATISTICS .... .. ..... ....... ........... .. ... .... .... ... ..... ... ...... ... ... .... ...... ...... .46
4.3. DEMOGRAPHIC DISTRIBUTION .. ..... .... .. .. ....... ...... ... .. .. .... ....... .. .. ....... ... .. ..... .. ...... 48
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4.4. MEAN TESTS ....... ...... .. ..... ........ .. ............ ....... ...... ........... ... .... ........ ..... ....... ... ......... 56
4.5. CORRELATIONS FOR EMPLOYEE TURNOVER CONTRIBUTORY FACTORS ......... ........ .... ..... ......... .. .. ......... ......... ..... .. .. .. ....... .. .............. .. ..... .... .. ... .. 57
4.6. CORRELATION FOR EMPLOYEE TURNOVER .. .. .. ... ...... .... .... ....... ...... .. ..... .. .... ... 59
4.7. EMPLOYEE TURNOVER DISTRIBUTION .............. .... .................. .. ...... .. .... ... ........ 60
4.8. JOB SATISFACTION DISTRIBUTION .................. ........ ....... ... ......... .. .... .... .......... ... 60
4.9 . CONCLUSION ... ....... .. ... .... ... ..... .. .. ........... ... ........ .... ........... .. ... .. .. .... ...... .. .... .... .. ..... 61
CHAPTER 5: RECOMMENDATIONS AND CONCLUSIONS ....... ....... .. .. ...... .. ....... ..... .. 61
5.1. INTRODUCTION ... ..... ......... .... ... ...... .... ... ..... ..... .. .. .. ... ... ... ..... .. .... ..... ...... .......... ...... 61
5.2 OVERVIEW OF THE STUDY ..... .. .. ..... ...... ... ......... .......... ... ...... ..... ..... ..... ........ .... .... 61
5.2 .1. CHAPTER 1: PROBLEM AND ITS SETTINGS ... ....... ... ..... ..... .... ....... ... ... ....... .... 61
5.2.2. CHAPTER 2: LITERATURE REVIEW ........... .... .. ... ........ ...... .. ........ ...... .... .. ......... 61
5.2.3. CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY .. ....... ......... ....... ..... 62
5.2.4. CHAPTER 4: RESEARCH RESULTS .. ... ... ....... .... ...... ........ .... ..... ...... .......... ....... 62
5.2 .5. CHAPTER 5: RECOMMENDATIONS AND CONCLUSIONS ... ..... .. ..... ........ ..... .. 62
5.3. OBJECTIVE OF THE STUDY RESTATED ...... .. ..... .. .. ... ... ........ ... .. .. ... .... ... ..... ... .. ... 62
5.4. HOW EACH OBJECTIVE WAS ACHIEVED ..... ....... ... .. ... ... ....... ....... .... ... .. ...... ..... .. 63
5.5. CONCLUSION ...... ....... ..... ... .. ..... .... .. ........ .. ...... ..... .... ......... ....... .. ....... ... ... ..... ... .... .. 64
5.6. LIMITATIONS OF THE STUDY ... ... .. ..... ..... .. ....... ....... ...... ....... ..... ........ .... ..... ..... ... . 64
5.7. RECOMMENDATIONS .. .. ........ .. ... ................ .. ..... ... .......... .... ..... ...... ..... ... .. ..... ........ 65
5.8. SUGGESTIONS FOR FUTURE RESEARCH .... .. ....... ... ..... .. .. ..... .......... ..... ... ... ...... 65
5.9. FINAL CONCLUSION ... ... .. ......... ... ................... .... ....... .. .... ... .... ..... .. ....... ...... ... ..... .. 66
REFERENCES .... .. .... ........ ... ... ..... ....... ... ........ ... ......... .. ............. ..... ... ..... .. ...... .... ... ...... .. 67
APPENDICES ......... .... ..... ... ..... ..... ......... ..... ....... ... ..... .......... .......... ....... .... ... ..... ......... .. .. 71
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APPENDICES
APPENDIX A: DATA COLLECTION INSTRUMENT ... .. ....... ... ... ...... .... ... .. .. .......... .. 73
APPENDIX B: DATA ANALYSIS ........ ............. .... ...... ... ....... ... .. ... .......... ... .... ... .. .... .. 81
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LIST OF FIGURES
Figure 2.1: Indirect and direct cost of skilled labor turnover ..... .. ............ ......... ... 29
Figure 2.2: Turnover Model ............................................. ... .. ..... ..... .. ...... .... 33
Figure 2.3: Four components of work related quality of life ....... ... .... .. ...... ... .. .. ... 33
Figure 2.3: Maslow's hierarchy of needs .. . .... ....... ... .. .. ... ......... ... ... ......... ... ... .. 43
Figure 4.1: Gender Distribution ............. .... .... ........ . .............. ......... ...... ...... ... 75
Figure 4.2: Age group distribution ......... .... .. .. . .. ..... .. .......... ... .. ....... ... .. ... .... .. .. 76
Figure 4.3: Job level distribution .... .......... . ... ..... . ........ ... .. ....... ...... ....... .... ...... 77
Figure 4.4: Job experience distribution ..... .......... .. ..... .. ......... ............. .... ........ . 77
Figure 4.5: Qualification level distribution .... ......... .... .. ... ....... .... .. ...... .. .. ....... .... 78
Figure 4.6: Distribution of respondents by division .. .......................................... 79
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LIST OF TABLES
Table 1.1: Distribution of respondents by division .... ... .. ... ... .. . ... ........ .... ... ... ... .. 16
Table 1.2: Sampling frame ................... .. ...................... .............. ..... ..... .... .... .. . 18
Table 3. 1: Difference between qualitative and quantitative method ....... .. ...... .. .. .. 50
Table 3.2: Stratified sample of NDOH Provincial Office ............ .............. ... ....... 53
Table 4.1: Frequency distribution for job satisfaction .. ........ .. ....... .. ...... ... .... ..... . 79
Table 4.2 : Correlation for job satisfaction .............. .. ........... .. ......... . .......... ..... . 83
Table 4.3 : Frequency table for employee turnover .... .. ..... . ... .... .... . ...... .. . ... .. . ... 83
Table 4.4: Employee turnover distribution ...... .. ........... .. ........ . .. .. ... .. .. ............. 85
Table 4.5: Job satisfaction distribution .... .. .... .. ....... .... . ... ............. ... .. ......... .. .. 86
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CHAPTER 1: THE PROBLEM AND ITS SETTINGS
1.1 INTRODUCTION
In South Africa there is currently a high rate of attrition among medical specialists
and nurses which has a detrimental effect on the quality of the health care services
provided . The demand for health care services has increased during the last half of
the 20th century due to the increased burden of diseases and local population
lifestyles among other reasons (Ruff, Mzimba, Hendrie & Broomberg 2011 :184-192).
Apart from the above-mentioned , there are standard operating procedures which
include the standards concerning the total quality of health services provided by
management, specifically with regard to diseases. Moreover, the Department of
Health of the Mahikeng district (henceforth referred to as the organisation) is guided
by policies and guidelines.
The purpose of this study is to measure employee job satisfaction and the employees'
turnover. These factors have an impact upon the rate of employee turnover. When
the turnover rate is decreased , the organisation is strengthened and health care
services are improved . When health care services are strengthened , they provide
comprehensive good quality care and value to communities.
By accomplishing this, services of good quality (by persons who have the knowledge,
experience and qualifications for their positions) can be rendered to customers by
competent staff members. This leads to customer satisfaction. Excellent customer
satisfaction has a positive impact on organisational performance (Robbins & Judge,
2015b:109). Organisational performance has a positive impact on job satisfaction and
employee turnover rates.
1
There are four types of turnover (Steel & Lounsburg, 2009), namely, voluntary,
involuntary, desirable, and undesirable. Voluntary turnover refers to turnover as a
result of an employee leaving the organisation by choice; involuntary turnover refers
to turnover following an employee's service termination as a result of poor
performance, absenteeism, or the violation of workplace policies (Steel & Lounsburg,
2009). Involuntary turnover is beyond the employee's control. Desirable turnover
occurs when the employee introduces new talent and skills in the workplace that
provide the organisation with a competitive advantage over competitors and internal
efficiency, while undesirable turnover occurs when the organisation loses an
employee with good knowledge and skills that is valuable to the organisation (Shaw,
Gupta & Delery, 2005a).
In this study, the researcher measured in what ways job satisfaction influences
employee turnover. In order to do this, the researcher focused on one component of
human resource management, namely persal (responsible for the employees'
movement) and on another component of knowledge management, namely retention.
Retention strategies provide the organisation with ways in which to retain their
employees. The results of the study were anticipated to inform the organisation on
the ways in which they could improve their retention strategies.
1.2 PROBLEM STATEMENT
With the increasing demand for health care services, there is a need to employ
competent staff who will deliver efficient and effective services to customers (Peer &
Mpinganjira, 2011 ). However, in the 2013/2014 financial year, the staff turnover rate
in health services increased from 3.2% to 16%. The average turnover rate in health
services over the last 3 years increased from 9.2 % to 13.3%. The turnover rates
ranges from 9.2% to 21 % (Annual Performance Plan 2016/17, 40). Based on
evidence from the annual performance plans for 2014/15 and 2015/16, the staff
turnover rate in the health services is high, since the employee turnover norm is 2%.
This high turnover rate led to increased expenditures to replace staff members;
2
....,_.,__ , NWU
\usRARY sometimes with less experienced officials who are less likely to perform at the same
level than the employees that they have replaced (Annual Performance Plan
2015/16, 33). Therefore, health organisations face problematic high rates of staff
turnover. In order to resolve the issue, the DOH has implemented various HRM
programmes to motivate employees to work, but despite implementing these
programmes, the staff turnover rate remains high. The HRM programmes comprise:
• An employee health wellness programme that is responsible for the health and
well-being of employees,
• The knowledge management directorate, that is responsible for the retention of
employees,
• The performance management development system, which is responsible for
employee and organisational performance, occupational skills development, as
well as performance appraisals,
• The labour relations directorate that is responsible for handling labour disputes
and disciplinary procedures, and
• A human resource development programme, responsible for training and
development of personnel.
Despite the efforts to implement these programmes, health services organisations
still experience problems resulting from high staff turnover rate and job
dissatisfaction.
Furthermore, due to the current organisational structure that is not aligned to the
budget, the filling of posts and distribution of staff is done on an ad hoc basis
(Annual Performance Plan 2015/16). Top management has ordered the recruitment
and selection sub-directorate not to advertise posts until the finalization of
organisational restructuring . To make matters worse, the proposed organisational
structure has tailor-made posts. It seems as if the organisation plans to redirect
some posts and downsize other posts by not replacing employees in some of the
vacant posts. Currently no promotions are effected within the organisation.
3
Employees are currently placed in acting positions in vacant posts and are paid
allowances. At the moment, this restructuring is luckily still only in the process of
development, and it is not finalized yet.
Furthermore, the organisation has severe budget constraints which have led to a
cost containment measure (restriction on the utilization of the budget). As a result of
the limited budget, the organisation is unable to replace and appoint new staff
(talent management). The cost containment measure which was implemented in the
organisation negatively affects the employees. As a result of all these factors, the
organisational structure is imbalanced (Annual Performance Plan 2016/17). The
main problems that the organisation experience result from the budget constraints
which have apparently created a chain of challenges.
There are ten job categories within the organisation. These categories are:
temporary, session, political office bearer, periodical remunerations, part time 6/8
(hours), part time 5/8 (hours), abnormal appointment, and contract. Fixed
appointments are at the level of officer permanent and fixed appointment officer
permanent performance.
Based on the aforementioned background , this research seeks to find out in which
directorate the vacant posts are and the reasons that caused personnel to leave the
organisation. Moreover, the research investigates the causes of job dissatisfaction.
The organisation does not abide by the policy of the performance management
development system (PMDS) for motivating employees. From the financial year
2013/14 until now, employees have not been appraised for their performance. There
have been strikes in which employees have fought for their rights to be appraised
for their performance. Furthermore, this organisation is under administration and
the rate of job expansion and personal enrichment are very high.
1.3 RESEARCH QUESTIONS
The following research questions were formulated :
1.3.1 Is there a correlation between employees turnover intention and job
satisfaction?
4
1.3.2 What are the factors that enhance job satisfaction?
1.3.3 To what extent do employees want to quit their current posts in the organisation?
1.3.4 What are levels the employee job satisfaction?
1.4 RESEARCH OBJECTIVES
The research objectives are set to:
1.4.1. Determine the correlation between employees turnover intention and job
satisfaction
1.4.2. Determine factors that enhance job satisfaction
1.4.3. Determine the extent to which employees wants to quit their current posts in
the organisation
1.4.4. Determine the levels of employee job satisfaction
1.5 IMPORTANCE AND BENEFITS OF THE PROPOSED STUDY
The benefits of the study to the organisation are that the results and findings of the
study, with recommendations for the improvement of the current retention strategy
are made available to management. Because recommendations for the improvement
of the current retention strategy of the organisation are provided by this study, the
organisation is anticipated to optimally utilize the budget allocated to capacitate
employees. Hence, this could reduce the costs associated with the Human Resource
processes of recruitment, selection and placement. Furthermore, the research
identifies where the vacant posts are and the reasons that caused people to leave the
organisation. The research findings could also be used to optimize the strategic
planning and management of the organisation.
1.6 DELIMITATTIONS, LIMITATIONS AND HYPOTHESES
1.6.1 Delimitations
The following aspects are delimitations of the study:
• The study was conducted in the Ngaka Modiri Molema District as representative
of trends in the entire province.
5
• The majority of the employees are Africans because the organisational structure
consists of 90% African employees.
1.6.2. Limitations
The following are the limitations of this research.
• The sampling method does not reflect accurate results, because the margin of
error is high (outside the range of -0.01 - 0.05).
• It was not easy to access information, since the people who worked for the
Human Resource Management Directorate who had access to the information
had left the organisation.
• The behaviour and attitude of the participants towards the proposed topic
compromised the accuracy of the results obtained from the data.
1.6.2. HYPOTHESES
The following propositions were made for conducting this study:
1.6.1 Employees' turnover intention and job satisfaction are correlated
1.6.2 Motivational factors that enhance job satisfaction are not completely
implemented
1.6.3 Majority of employees want to quit their current posts in the organisation
1.6.4 There is a low level of employee job satisfaction.
1. 7 DEFINITION OF KEY TERMS
Job satisfaction refers to an employee's positive feelings towards his or her own job,
and this experience is fundamental to the evaluation performed on its characteristics
(Robbins & Judge, 2015).
Employee turnover is the rate at which employees leave the organisation (Armstrong
& Taylor, 2014:249).
Work-related quality of life refers to the granting of promotions, talent retention and
good working conditions that enhance organisational effectiveness (Saraji & Dargahi ,
2006).
6
The key terms defined here are applied in the context of this research study only.
Definitions of the key terms may vary hence these definitions may have different
interpretations in other contexts and are therefore restricted to the definitions
submitted at the onset.
1.8 LIST OF ABBREVIATIONS
Table 1.1: Abbreviations used in this document Abbreviation Meaning
1. HRM Human Resource Management
2. PA Performance Appraisal
3. VT Voluntary Turnover
4. SPSS Statistical Package for the Social Sciences
5. DOH Department of Health
6. DOSA Department of Service Administration
1.13. CONCLUSION
This chapter introduced the research, entitled 'The relationship between job
satisfaction and employee turnover: The case of North West Department of Health."
After a brief introduction , the problem statement, objectives and research questions
were provided . Furthermore, the delimitations, assumptions and benefits of this study
were explained . Key terms were defined . Additionally, a preliminary literature review
was provided. The literature review is discussed extensively and more exhaustively in
the next chapter.
7
CHAPTER 2: LITERATURE REVIEW
2.1. CHAPTER OVERVIEW
Chapter 1 provided an explanation of the research approach followed in order to
carry out this research . Furthermore, Chapter 1 provided the background to the
study, the research questions and problems, objectives, delimitations and
assumptions of the study, and a definition of the key concepts and objectives
thereof. The aim of this chapter is to review literature relevant to the r study and
provide a theoretical framework.
This chapter provides an overview of employee turnover, causes of employee
turnover, employee turnover costs, and measures intended to stem high employee
turnover and its sub-components. Furthermore, job satisfaction, causes of job
satisfaction and its sub-components are discussed in this chapter.
2.2. EMPLOYEE TURNOVER
Employee turnover refers to the rate at which employees leave an organisation
(Armstrong & Taylor, 2014:249). Employee turnover is a process of change affecting
the composition of the workforce (Roux, Brynard, Botes, & Fourie, 1997).
Furthermore, employee turnover is regarded as an institutional phenomenon
(Mobley, 1982). It is clear from the submissions above that employee turnover can
be classified into two categories, either voluntary or involuntary turnover (Msomi,
2010).
Voluntary turnover is the process whereby the employee decides to leave the
organisation, whereas involuntary turnover refers to the process whereby the
organisation makes the decision to leave on behalf of the employee. Furthermore,
involuntary turnover refers to the making of a decision by an organisation to retrench
or dismiss employees for disciplinary matters or in a bid to save anticipated costs of
retaining a specific number of employees within a particular organisation
8
(Sutherland & Jordaan , 2004). For instance, involuntary turnover can be executed
through retrenchment, dismissal and termination of contract.
Employees leave their jobs for various reasons (Cascio & Aguinuis, 2005; Stahl,
1983). An employee's decision to leave an organisation is influenced by several
factors: promotion, relocation, retrenchment and dismissal, retirement, career
development and incapacitated leave.
Policies and Acts should be considered when deciding to impose involuntary
turnover on an employee. The act and policy that should be considered are the
Labour Relations Act 66 of 1995 which includes dismissal and disciplinary
procedure, and the Labour Relations Guidelines for any labour dispute (Venter &
Levy, 2011 ).
Disciplinary action takes place whenever an employer makes a guiding intervention
in an employee's work behaviour. Interventions for disciplinary actions include
induction, instruction performance, feedback training, counselling , verbal reprimands,
written warnings, and final written warnings. Dismissal occurs when the employee
breaches the trust relationship between the employees and the employer (Venter &
Levy, 2011 ).
Other types of employee turnover are internal and external turnover (Mobley, 1982).
Internal turnover refers to a process in which the employee moves from one position
to another within the same organisation , whereas external turnover occurs when the
employee leaves the current organisation for another. External turnover negatively
impacts the organisation , whereas internal turnover has a more positive effect in
that the employee retains their expertise and experience for the quality development
and competitive edge of the same organisation.
Mathis and Jackson (2003) distinguish two constructs of turnover, namely
controllable and uncontrollable turnover. Controllable turnover is in the interest of
the organisation , in contrast to uncontrollable turnover that occurs outside the
interest of the organisation. Uncontrollable turnover negatively affects the
organisation in many ways, for example the loss of an employee with experience
9
who leaves the organisation for promotion because the current employer cannot
counter-offer the same job and remuneration offered . Controllable turnover could be
curbed through the utilization of different mechanisms such as counter-offers, job
evaluation (demotion and promotion based on the assessment of job performance)
and skills recognition . Moreover, the intensity of a turnover is measured by the
aspects outlined herein.
Weller, Haltom, Matiaske, and Millewigt (2009) distinguish employee turnover as
either functional or dysfunctional. When functional turnover takes place, there is no
cost implication when a low-skilled employee decides to leave. Contrarily,
dysfunctional turnover occurs when the organisation loses a highly skilled and
experienced employee (Weller et al., 2009).
Another theory associated with employee turnover is the social capital theory, which
focuses on the social relationships obtained in accordance with value creation
(Kiwook & Rupp, 2013). Social networks are the foundations of social relations.
These social relationships may result in the formation of an organisational culture
(refers to a system of shared values and norms) that differentiates the organisation
from other organisations that work and produce similar products of a competitive
nature.
Organisational culture suppresses organisational performance when there are
cohort groups. A cost benefit analysis shows that a high turnover rate and
performance are not much of the problems, because they depend on the
organisational situation and those who exit from the organisation (Price, 1977;
Dalton & Todor, 1979). Employee turnover is costly for the organisation, because
the recruitment and selection of new employees as well as induction are all
seriously expensive undertakings.
However, turnover of the weaker performers could benefit the organisation, because
a more skilful and competent candidate easily replaces a weaker performer and
does much better (Kiwook & Rupp, 2013). Weaker performers are costly to the
organisation, because once they have been assessed corrective actions must be
10
followed, which may require training the new employee in order to fill the identified
gap. Training is costly and must be budgeted for and all these are costs that the
organisation has to bear. The aforementioned arguments indicate that employee
turnover has a negative impact on the organisational performance.
Failure to maintain the existing organisational structure defers to turnover, which
negatively affects production and service delivery. Job enrichment (enhancing a job
by adding more meaningful tasks and duties - vertical expansion to make the work
more rewarding or satisfying) and expansion are alternatives used in an
organisation to temporarily close the gap left by an employee, until the appointment
of a new candidate (Belcourt, Singh , George, & Nel , 2005). Public services provide
allowances for job expansion.
2.2.1. Employee turnover cost
Turnover is the rate at which people leave an organisation. Employee turnover
directly affects the organisation in terms of performance, structure and budget.
Hence, it has cost implications for all the processes that have to be followed by
HRM for the replacement of an employee. These processes are the following
according to (Michael & Stephen, 2014):
• Recruitment and selection - the organisation advertises the post on the internet
and national and provincial newspapers. This is the recruitment cost.
• Induction cost - this is the cost allocated for orientating a new employee to
familiarize the employee with the workplace.
• Training costs - these· are the costs allocated for training , which are usually
budgeted for by the training and development directorate. Priority for training is
usually given to new employees so as to prevent poor performance.
• Leaving costs - these are the costs for HR administration and payroll pertaining to
the packages associated with the employee who leaves an organisation.
• The loss of outputs as a result of low performance by the new employee who is
still learning and the delays associated with obtaining a replacement.
11
2.2.2. Direct and indirect cost of turnover
Turnover is negatively affects the organisation in terms of production (Hodges,
2003). Turnover is the key driver of low job performance. There are cost implications
as a result of a high turnover rate of competent staff members; however,
incompetent employee turnover is not costly to the organisation. The turnover of
incompetent staff allows the organisation to recruit and fill the vacant posts with
qualified, expert and experienced candidates. Costs are divided into two categories,
namely direct and indirect costs. Direct costs are measurable, e.g. a low attrition
rate. Direct costs are those associated with hiring a person, e.g. salary, training, and
administrative costs. These costs are easy to calculate and form part of the
organisational budget. Indirect costs are not easy to identify. These costs are mainly
associated with low performance, job dissatisfaction and ineffective service delivery.
For example, the cost that results from having an employee who benefits from the
organisation even if he/she performs poorly. These costs are hidden.
Direct costs Indirect costs ~~--·- -~i.;,;~-----;~,,....:-.... -~~,:-~
■ D Vacancy Loss of production of incubent
D Advertisement O Loss of production of co-worker
D Recruitment, Selection and appointment Loss of production of due vacant
0 Orientation and training Learning curve of new staff
Figure 2.1: Indirect and direct costs of skilled labour turnover
(Source: DPSA, 2009)
12
The figure above depicts a linear relationship between direct and indirect costs.
Costs are incurred for all the activities given in the figure. For example, the
advertisement of a post is done in a newspaper, requiring money for printing and the
advertisement. Furthermore, the appointment of a new candidate is expensive, even
though the cost depends on the level of the job; however, regardless of the job level,
a salary and allowances are still involved in such an appointment process.
2.2.3. Employee turnover measures
Michael and Stephen (2014) recommend various methods to measure employee
turnover. These measures are:
2.2.3.1 The employee turnover index
This index measures the number of job leavers in a specified period (usually one
year), divided by the average number of employees, and multiplied by a hundred.
2.2 .3.2 The stability index
This method measures the number of employees with one year service or more
within the same organisation, divided by the number employed one year ago.
2.2.3.3 The survival rate
This rate measures the ratio of employees who have remained with the organisation
for a determined period after so many years.
2.2.3.4 The half-life index
This index compares the successive entry years of the different employees and it is
a more robust measure of the 'retention capacity' of an organisation relative to the
employees retained against those who have left.
2.2.4 Talent retention and intention to quit
The retention of talent by an organisation works to oppose the intention to quit by
employees. Talent in the organisation is regarded as the capability exhibited by
13
individuals and humans in the form of skills, ability and knowledge (Born & Heer,
2009). This definition is further supported by Cappelli, (2008) who submits that this
entails the ability to learn and grow. Learning is a continuous process, so individuals
need to be empowered through training and development programmes when a need
arises. Talent retention is defined as an organisation 's ability to reduce the attrition
rate (McKinsey & Company, 2001 ). It is further described as the mechanism used to
reduce turnover (Dockel, Sasson, & Coetzee, 2006), making the organisation one
that stands above similar competitors in the field.
Since the introduction of machinery and technology, most of the organisations has
been compelled to downsize (retrenched) and they have restructured their
organisations. However, most organisations strive to retain their competent workers,
who need training in basic and advanced computer skills. These training sessions
incurred costs for administration and module facilitations. Due to the high costs of
training, organisations were encouraged to retain employees who are trainable
(have the ability to understand, read and write) in order for them to catch up with the
technological environment.
The advances made in technology brought about organisational efficiency and
effectiveness. It is easy to access and produce work timeously due to the use of
technology. Hence, restructuring and downsizing were the result of management's
decision to redirect the resources to competent staff, because empowered
employees speed up production and remain in the organisation. However, the
disadvantage of providing training to the competent employee is the fact that the
employee becomes even more marketable and if there is any job dissatisfaction,
turnover is bound to follow and impact negatively on the initiative to retain workers.
Talent retention results in organisational effectiveness and efficiency because
current employees have been budgeted for, while there is no budget provision for
the appointment of new employees (Bryant & Allen, 2013).
Competent staff members are the high performers who are highly productive; hence
it is important to retain them and to meet their expectations. Organisations that do
not cater for the needs of competent staff members run the risk of losing them to
14
their competitors. The needs of staff members are the needs referred to by
Maslow's hierarchy of needs. Motivation to perform should be directed at the
competent staff, where after they can empower the low performers through assisting
them. The retention strategy needs to be reviewed regularly in order to prevent the
risk of a high turnover rate and job dissatisfaction, especially for the competent staff.
Talent management is regarded as a three way process (Kaye, 2002). This is the
train ing needs identification, talent identification and the strengthening of potential
employees within the organisation (Kaye, 2002). These processes can be
implemented through a skills audit, personal development plan, performance
reviews and assessment of those in the employ of an organisation.
2.2.5. Retention and upward mobility
Mobility is the movement of employees from one position to another within the same
organisation . Mobility can be either downwards or upwards. Downward mobility is
enforced on the individual by management after a job evaluation has been
performed and the results show poor or non-performance, which results in a
demotion. It is not the individual's decision but one taken by the employing
organisation. Downward mobility is associated with feelings of anger, betrayal,
uncertainty and oppression, giving rise to the intention to quit on the part of the
affected employee.
Job dissatisfaction resulting in downward mobility encourages an employee to leave
the organisation. Upward mobility, on the other hand, refers to the movement of
employees from one position to another, mostly driven by competence and power
seeking. An example is the promotion of an employee from a junior position to a
senior position based on the level of job performance, skills and knowledge acquired
at the subordinate level. Furthermore, mobility is divided into three categories,
namely structural , social and economic concepts. An example is the DOH
increasing the salary notch of nurses after being in service for five years. Economic
mobility is more related to upward mobility. Such upward mobility involves money in
that the organisation has to plan for, budget and pay the new salary scale.
15
2.2.5.1. Causes of mobility
Advances in technology can affect the organisation positively or negatively. The
advantage of using the internet is that it provides easy access to information. A
disadvantage of the internet is evident when an employee uses the internet to
access information on from their current employer to search for advertised posts,
apply for the job, and the application becomes successful. Comparisons and the
compatibility of job positions and remuneration are easily done on the internet.
Therefore, internet usage can be a catalyst of organisational change, whether
negative or positive.
Another factor that causes mobility between organisations is globalization.
Globalization is a complex phenomenon , which affects both the public and private
sector. Globalization increases diversity and a competitive market, resulting in a
multitude of available options for employees on which to base their decisions.
Subsequently, opportunities and threats are evaluated by both the individual and the
organisation in deciding whether to enforce a person to leave or to retain the person.
Hence, globalization can act in favour of or against the organisation. Consequently,
globalization results in a global competition for skills and an easy movement of skills,
irrespective of location and demographic profile. Moreover, work environment
factors in the form of financial or non-financial rewards contribute to mobility.
2.2.6. Retention strategy
Employee retention strategy mainly focuses on human capital and capacity. In
addition, retention primarily focuses on keeping competent staff for as long as is
feasible and productive and reducing turnover (Mathis & Jackson, 2003). It
counteracts employee turnover. Moreover, retention strategy is an enabler of
knowledge management and organisational structure. Retention strategy is also a
subsystem of HRM. Furthermore, the strategy interfaces with organisational
development and human resource development.
16
The human resource planning processes of hiring employees, from the selection to
the appointment of a candidate should be given priority, followed by induction,
training and development to empower the employees, performance review feedback,
communication between supervisor and subordinate for information-sharing and
support, job security, motivation, and the creation of a safe working environment in
order to retain employees. The strategy should be aligned with the organisational
strategic plan.
The analysis of both external and internal factors is important during the crafting of a
retention strategy. The external analysis examines political, technological , economic,
legal and environmental factors (Strickland, Thompson, Gamble, Peteraf, Janes, &
Sutton, 2016). It is commonly referred to as the PESTLE analysis. On the other
hand, internal factors include finance, operation, organisational structure and HRM.
Factors affecting retention, according to Armstrong & Taylor (2014)include
leadership (the supervisor's attitude and behaviour) , company image (reputation of
the company), recruitment, selection and appointment ( cost incurred to appoint new
candidate), learning and career opportunities (career development), performance
recognition and reward (performance appraisal).
2.3. JOB SATISFACTION
Job satisfaction is defined as an employee's positive feeling towards his or her own
job based on the evaluation done on its characteristics (Robbins & Judge, 2015).
Job satisfaction has a multitude of contributing factors . Job satisfaction theories
focus mainly on the relationship between turnover and job satisfaction . Bernhart,
Donthu, and Kenneth (2000) conducted research set to determine the relationship
between job satisfaction and employee turnover and they concluded that job
dissatisfaction results in attrition. There are many factors related to job
dissatisfaction that can determine employee turnover.
17
2.3.1 Theoretical framework of motivation
The most well-known theory of motivation is the hierarchy of needs developed by
Abraham Maslow. Maslow ( 1954) classified human needs into five categories.
These are physiological needs, safety needs, social needs, esteem needs and self
actualization or fulfilment needs. Abraham Maslow's hierarchy of human needs has
been used as a robust theoretical framework used to understand human behaviour.
Physiological, social and safety needs are regarded as the deficit needs. In contrast,
both self-esteem and self-actualization needs are regarded as the least essential
and higher order needs that only become manifest when the basic and physiological
ones have been satisfactorily reached. Physiological needs are regarded as
essential, because a human being cannot live without food and water (Maslow,
1954). Individuals strive to satisfy these basic needs every day and can only begin
striving for the higher order ones afterwards.
Employees are motivated in various ways at the workplace. Employees feel safe at
the workplace when they are supported by management, when their effort dedicated
to their work is recognized, and even when they are promoted. The safety needs
include job security, financial security and a safe environment within which to work
and accomplish target goals. The safety and wellness of employees are imperative,
since better outputs and outcomes for the organisation result from these (Kossek,
Lautsch, & Eaton, 2006). The fulfilment of employees' safety needs results in job
satisfaction.
Social needs encompass support, networks, and the interaction that an employee
has with the other people. The social exchange theory and Maslow's hierarchy of
needs are interrelated in this respect. The social exchange theory describes the
exchange of non-financial and financial rewards for job performance. Individuals get
promotions and money as rewards for job performance and this in tum stimulates
performance. There is a linear relationship between the exchange relationship and
organisational support (Hughes & Rog, 2008). The equal distribution of incentives
for similar jobs performed encourages job engagement and commitment.
Subsequently, it curbs turnover and improves retention.
18
Workplace social support encourages better performance, and employees perceive
it as preventive measures to allay depression, stress and conflict. A good leader
always empowers and engages other people, countering feelings of isolation and
alienation. The leadership provided in an organisation is the engine of the
organisation, because of the leaders' ability to support their subordinates in order to
accomplish the mission and objectives of the organisation. Employees are the
assets of an organisation and are therefore valuable (Kossek et al., 2006).
Favourable outcomes result from social support. Social support is constructed by
establishing a trustworthy relationship between supervisor and subordinate, by work
recognition , and feedback from meetings. This reinforces positive behaviour and
creates job satisfaction. Hence, social support counteracts a high turnover rate and
encourages positive behaviour at the workplace (Shanock & Eisenberg, 2006).
Human behaviour is the same, whether you are at home or at the workplace.
Therefore, these needs also ought to be satisfied at the workplace in order to
improve retention, curb turnover, increase the returns on investment and enhance
human capabilities. Failure to satisfy these needs compromises organisational
performance and organisational development. Furthermore, employees disengage
and do not commit themselves to the organisation when the low order and high
order needs are not satisfied. Job dissatisfaction and failure to satisfy the needs in
the hierarchy negatively reinforce the individual and demotivate the individual such
that they are encouraged to leave the organisation. Consequently, employees
search for greener pastures offered by competitors.
Benson and Dundis (2003) highlighted the relationship between self-esteem and
performance appraisal , linked to both non-financial and financial rewards that
empowers the individual and strengthen his/her commitment and engagement within
an organisation. Self-actualization needs are attainable when an individual is
continuously being trained and when he/she enters a development programme.
Job satisfaction depends highly on needs satisfaction, that can either be financial or
non-financial, and it results in high levels of production (Maslow, 1954). Job
19
satisfaction predicts customer satisfaction and customer retention . A safe work
environment includes the provision of a workplace in an organisation in which
management supports the subordinates and recognizes the efforts made to
accomplish the organisational goals and objectives (Maslow, 1954).
Self -actualization
Self-esteem
Social
Safety
Physiological
Figure 2.3: Maslow's hierarchy of needs: (Source: Bergh, Z. and Theron, A. 2003)
20
Another theory of motivation is Herzberg's two-factor theory, which identified the two
factors motivating individuals, namely the motivating and hygiene factors. These two
factors are satisfiers. The motivating factor includes job content, the need for
achievement, interest in work and achievements. These needs are regarded as
intrinsic (Armstrong & Taylor, 2014). On the other hand, the hygiene factor includes
pay.
Herzberg regards pay as a source of motivation for the employees. Therefore,
money triggers high performance and job satisfaction. When the pay does not meet
the expectations of the employees, thoughts of resignation may arise (Michael &
Stephen, 2014). In addition to what Maslow and Herzberg stated, the equity theory
of Adams (1965) assesses fairness with regards to employee qualification, since
employees compare themselves with one another (Armstrong & Taylor, 2014).
Employees who are more likely to leave the organisation perceive unfairness in
terms of rewards awarded to them, because others delivering the same
performance on the same task might have been unequally rewarded. Therefore, it is
important to give equal payment to employees on the same level. Fairness in the
workplace is bound to keep the employees satisfied.
In evaluating the three theorists above, it is clear that the main factor that influences
job satisfaction is the attendant financial reward. This means that when employees
are rewarded for their effort, they are happy and loyal to the organisation. However,
the other factors that were mentioned should also be considered in a bid to retain
the employees. Someone who is highly qualified, experienced and knowledgeable is
susceptible to leave the organisation at any time, irrespective of his/her salary level,
especially if there is a competitor offering more. Therefore, competent employees
need to be satisfied as much as possible, because they are highly marketable. Job
dissatisfaction is the result of poor supervision, poor communication, an uneven
remuneration regime and the lack of management support according to these
theorists.
21
2.3.2. Factors that affect job satisfaction
Armstrong and Taylor (2014) averred that the main determinant of the workers'
attitude is supervision. Poor supervision leads to low performance. Supervision
entails developing an attitude of caring for junior staff members, as this may
produce a positive result. Good supervision promotes a sense of belonging. Hence,
supervision is regarded as the management support provided to the subordinates
for their performance. If supervision is of a high quality, then follows good
performance results. Quality supervision entails management support, good
communication , acknowledgement of duties performed , and feedback provided to
the subordinate after a task was completed. Poor quality supervision results in job
dissatisfaction, whereas good quality supervision provides job satisfaction .
Success motivates employees; hence it provides job satisfaction, but failure leads to
job dissatisfaction. Employees who always meet the goals and objectives of the
organisation through super performance are always willing to do more or something
new. Failure may be regarded as poor performance, which may be imposed by poor
supervision and no feedback provided on job performance and so on.
2.3.3. Factors that causes job satisfaction
Factors such as promotion, fair payment and good working conditions encourage
employees to stay at the workplace without experiencing the pressure of thinking
about leaving the organisation. These factors are concrete indicators of
organisational effectiveness (Saraji & Dargahi, 2006). This means that good working
conditions lead to job satisfaction (Saraji & Dargahi , 2006). Landy (1989) found out
that the study conducted by Robert Hoppock in 1930 indicates that there is a
positive correlation between the highest level of job satisfaction and the highest
occupational level (senior manager, director, chief executive officer).
Employees in junior positions work hard to contribute to the outcome of the strategic
decisions made by the management, but their performances are not rewarded in the
same manner than those of senior management. Justice is not done to the junior
22
workers. In the end, junior workers look for jobs outside the organisation to obtain
better working conditions, which results in a high turnover rate. Several researchers
(Koberg, Boss, Senjem, & Goodman, 1999) found that individuals in the highest
positions experience higher levels of job satisfaction than individuals in the lowest
positions. Therefore, the retention of competent staff members becomes a costly
challenge to the organisation. More so since fairness and equity are not perceived.
Money is perceived as the primary motivation for job retention and non-financial
rewards are secondary. The following are factors affecting job satisfaction:
(i) Internal locus of control versus external locus of control
An internal locus of control is defined as an individual's beliefs that events in his or
her life, such as success or failure, are caused by controllable factors such as
attitude, preparation and effort, whereas an external locus of control is defined as an
individual's beliefs that events in his or her life, like success or failure , are caused by
uncontrollable factors such as the environment and people (Spector, 1988). These
are the fundamental mechanisms that predetermine the experience of happiness or
unhappiness by an individual. An imbalance of these factors causes job
dissatisfaction .
(ii) Extrinsic versus intrinsic job components
Extrinsic and intrinsic job components are determining factors of job satisfaction or
dissatisfaction . Extrinsic factors refer to behaviour that enables the employee to
attain job satisfaction from external factors such as salary or promotion (Chantal,
Valleranda & Vallieres, 1995). Extrinsic factors cut across a spectrum from job
security, physical environment, co-workers, incentives, and supervisor and resource
availability (Koberg et al., 1999).
Intrinsic factors refer to behaviour related to the job content that is independent from
external factors (Armstrong & Taylor, 2014). Job content has five dimensions, which
are skills variety, task identity, task significance, autonomy and feedback (Armstrong
23
& Taylor, 2014). These dimensions make the individual independent from others,
because he/she can apply his/her own capabilities, knowledge and skills to his/her
job. Hence, intrinsic needs are psychological and refer to Maslow's self-esteem and
self-actualization needs. Extrinsic behaviour is driven by external factors, whereas
intrinsic behaviour is driven by internal factors. Warr (1987) regarded intrinsic and
extrinsic factors as interrelated, even though their concepts differ.
(iii) Demographic variables
Demographic variables such as age, work experience, skills, gender, and race are
predictors of job satisfaction. Historically, before democracy in South Africa, mainly
white men were in senior positions, whereas black and women (if any) were in junior
positions. Gender roles and racial discrimination were severe challenges at the
working place. Age is still a problematic variable, just in a different way than it was
previously.
Since the introduction of technology and computerized systems at the workplace in
modern society, the elderly workers experience challenges in using of computers,
even though they have been trained. This puts pressure on the elderly, which may
result in job dissatisfaction. Hence, the intention to quit is used as alternative
mechanism to remedy the situation of being unfamiliar with 'the tools of the trade.' In
addition, changing the levels of employment may give nuanced meanings to the
value a person attaches to her or his job, determining his/her level of job
satisfaction/dissatisfaction.
A study performed by Hochwater, Ferris, Perrewe, Witt, & Kiewitz, 2001)
)on the relationship between job satisfaction and age delivered mixed results, where
after they controlled the variables, because they were unable to make conclusions.
Consequently, demographic dimensions are predictors of job satisfaction or
dissatisfaction.
24
(iii) Organisational climate
Organisational climate refers to the organisational structure, norms, attributes and
values of the organisation. It entails the unique characteristics of the organisation
that distinguish it from other organisations and enable the organisation to influence
people. An organisation is able to retain their competent staff members through the
effective use of these mechanisms. Fairness and equity form part of the
organisational climate.
Organisational climate can be categorized into three groups, namely distributive,
procedural and interactional forms of justice (Robbins & Judge, 2015). Distributive
justice refers to the individual's perception of whether the job outcomes are fair.
Examples are pay progression and promotion as external rewards for job
performance. Contrarily, procedural justice refers to similar processes and
procedures that are applied to all individuals, irrespective of their job position
(Robbins & Judge, 2015). An example is equal payment for individuals who share a
similar job activity. In conclusion , interactional justice is the communicative
relationship between the supervisor and the junior. An example is the feedback
provided by the supervisor to the junior after a meeting related to competencies and
performance on a specific task.
Research done by Field & Abelson , (1982) determined that there is a positive
correlation between procedural justice and job satisfaction. Irrespective of the
incentives provided for job performance, as long as employees perceive it as equal ,
they are satisfied in their jobs. Moreover, there is a linear relationship between
distributive justice and job satisfaction. Furthermore, a good working relationship
between the supervisor and the junior enhances performance, which results in job
satisfaction. A good working relationship between the supervisor and the
subordinate counteracts workplace stress, depression and conflict.
25
2.3.4. Job dissatisfaction
Competent staff members are highly productive because they possess an
abundance of knowledge and skills with which to accomplish a task. Job
dissatisfaction results from the incompetence of staff members, because these staff
members possess little knowledge and skills with which to accomplish a task.
Incompetent individuals barely produce the expected results and are hard to train;
as a result a positive outcome is unattainable. Therefore, incompetence and job
dissatisfaction are correlated.
A high turnover rate is associated with job dissatisfaction. According to Shaw, Gupta,
& Delery (2005), the large amount invested in human capital for training and
development may result in a loss for the organisation , as competent staff members
may look for another job when they experience job dissatisfaction (Michael &
Stephen, 2014 ). This is related to social needs. Individuals appreciate a sense of
belonging to a certain group that boosts their morale (Maslow, 1954 ). Job
dissatisfaction, as a result of boredom and frustration , affects both the ind ividual and
the organisation . Hence, it also has an effect on staff turnover and organisational
inefficiency (Bryant & Allen , 2013). Therefore talent management is recommended
for the prevention of a high employee turnover rate.
Talent management is a positive predictor of job satisfaction and quality of work
related life, and prevents a high turnover rate. In conclusion, talent management is a
key to a successful organisation. Motivation theory categorizes factors that cause
job dissatisfaction into two categories, namely, the push and pull factors (Spinelli &
Adams, 2016). These factors either push or pull the employee to remain with the
organisation or leave the organisation. The pull factors pull out the employee from
the current employment, whereas the push factors push the employee away from
the current employment.
26
-Recognition of performance -Personal development -PE!rsonal wealth
Figure 2.4: Job dissatisfaction. Source: Spinelli & Adams, 2016
2.3.5. The impact of satisfied and dissatisfied employees on the workplace
Job satisfaction positively impacts positively on organisational performance,
whereas job dissatisfaction impacts organisational performance negatively.
Employees who are satisfied with their work are capable of satisfying the customers.
They are more likely to meet the goals of the organisation. On the other hand,
employees who are not happy in the workplace might pose a threat to customers,
for instance by dragging their feet when providing a service (Robbins & Judge,
2015). Conflict may arise amongst workers who are not happy at their workplace.
Dissatisfied employees may, for instance, decide to strike and act violent towards
management if they are not happy. Furthermore, stress and depression are
common psychological disorders that arise from job dissatisfaction.
Absenteeism, burnout, absconding from work and a high turnover rate are also
results of job dissatisfaction (Hayes, Douglas, & Borner, 2015). Burnout is most
common in employees who are filling in for vacant posts because their workload
increases. Therefore, as a result of them having to fill in, they work under greater
pressure and ultimately become exhausted. In addition, job expansion, enrichment
27
and enlargement without receiving training in it directly lead to stress. Another
factor related to job dissatisfaction is substance use during working hours. Crimes
such as violence, theft, fraud , and corruption may also result from job dissatisfaction.
All the factors associated with job dissatisfaction negatively impact on both
individual and organisational performance.
2.3.6. Job satisfaction and absenteeism
Sheikha and Younis (2006) describe absenteeism as a major challenge to
organisational performance and organisational structure. Similar to employee
turnover rate, absenteeism has a financial implication, in this case it results in a
financial loss (Sheikha & Younis, 2006). There is no return on investment, since the
organisation spent large amounts of money on the training of employees, where
after they are absent from work. Some of the factors that lead to absenteeism are
the work burden, no provision of management support and no rewards handed out
for a job that was performed. Absenteeism is divided into two types, namely
involuntary (sick leave and incapacity due to unfitness) and voluntary absence
(intentionally abstaining from work with no reason) (Kiwook & Rupp, 2013).
Dissatisfied employees are more likely to be absent from work, as they are not
motivated. When the organisation offers liberal sick leave, employees are more
likely to be absent from work, while still benefitting from the organisation (Robbins &
Judge, 2015). Absenteeism can be classified as either a short- or long-term
absence. The long-term absenteeism is much more difficult to deal with , because
the decision taken on the handling of the employee on long-term absenteeism may
result in employee turnover (Armstrong & Taylor, 2014). In conclusion , absenteeism
and employee turnover are negative predictors of job satisfaction. An employee
indicates that he/she has the intention to leave the organisation when absenteeism
is used as a mechanism to abscond from the workplace.
Constructs such as workload , the demanding nature of the job, family conflicts and a
stressful workplace were found to correlate to a high employee turnover rate and
28
r;:;·:~i;, absenteeism (Josephson, Lindberg, Voss, Alfredsson, & Vingard, 2008). Other
psycho-social variables that accelerate the employee turnover rate are job
expansion, complex jobs and occupational risks (Foglia, Grassley, & Zeigler, 2010).
Absenteeism positively predicts employee turnover (Steel & Lounsburg, 2009). Job
dissatisfaction results from the effects of job demand, which then leads to
absenteeism and a high rate of employee turnover. In conclusion, it is important to
address job dissatisfaction and absenteeism so as to prevent a high employee
turnover rate.
The prevention of a high employee turnover rate will reduce the costs attached to it.
Return on investment is ensured through retaining competent staff members and
minimising absenteeism. Researchers (Einarsen, Hoel, Zapf, & Cooper, 2003)
interestingly have determined that another factor which is associated with
absenteeism is supervisor bullying. Bullying occurs in many forms, for instance the
supervisor's negative comments about the work performed by a subordinate, poor
communication with the subordinate, the withholding of feedbacks by the supervisor,
the ill-treatment received by the subordinate and so on. Bullying suppresses job
commitment and results in job dissatisfaction. Under these conditions, an employee
may opt for absenteeism and may even leave the organisation.
2.3.7. Measuring job satisfaction
Job satisfaction can be measured in many ways. Two measuring tools are
commonly used for measuring job satisfaction. The first is single global ratings, for
example asking the question: how satisfied are you with your job on which
respondents react by circling a number between 1 and 5 on a scale from highly
satisfied to highly dissatisfied. The other measuring tool is a summation of job facets
in which respondents are rated on a standardized scale. An example from the scale
is when the researcher identifies key elements in a job, such as training and
performance evaluation, then the researcher performs an assessment on that
29
standardized scale and add the different ratings in order to create an overall score
(Robbins & Judge, 2015).
Another measure of job satisfaction is the index for work satisfaction (IWS)(Stamps,
1997a). This technique measures six components (Hayes et al. , 2015), namely
autonomy (independent), pay (salary), organisational policy (management policy),
task requirements (activities that need to be performed), interaction and professional
status (the feeling experienced about one's job). The IWS method will be used to
measure job satisfaction in the organisation in this research.
2.4. WORK-RELATED QUALITY OF LIFE
Several studies have been conducted which define quality of work-related life by
using various perspectives. Quality of work-related life is defined as a complex entity
influenced by various factors such as the social and economic needs of the human
dimension of the working life (Davis, 1983). In addition, quality of work-related life is
defined as the benefits from the workplace on life (Boisvert, 1977). The benefits can
be health-related and a safe working environment. (Chan, 2015) found that there is
a positive correlation between quality of work life and job satisfaction.
Sirgy, Efraty, Siegel, and Lee (2001) posit that there is a need to satisfy the
individual's needs in the workplace and in life; the needs proposed by the theory of
Maslow (1954) and Herzberg, Mausner, & Snyderman, (1959). These are the self
actualization need, safety need, social need, physiological need, and the self
esteem need (Maslow, 1954; Herzberg et al. , 1959). Job satisfaction and quality of
work-related life rely on these needs, particularly on the safety need (need to work
and live in a safe environment), social need (need to belong), and self-actualization
(need for self-realization).
Stahl and Harrell ( 1981) define the social need as a need to belong to a group and
to form a relationship with them. In fulfilling the social need, the working relationship
among groups is strengthened. The support from each other is fundamental for high
organisational performance and thus job satisfaction, and it boosts the individual 's
30
morale and thus quality of work-related life. Organisational performance as well as
individual performance is influenced by the satisfaction of these needs.
Anti-social behaviour is caused by the non-satisfaction of the social need. As a
result, the individual does not participate in team work causing job dissatisfaction
and poor quality of work-related life
According to Deci & Ryan (2000) there are three fundamental goals that motivate an
individual to obtain need satisfaction : autonomy, competence and relatedness.
These fundamental goals form part of the self-determinants theory. These
fundamental goals are the satisfaction of intrinsic needs because they are
psychologically based. Autonomy is the independence that an individual feels when
performing a task as a result of competency. Relatedness is based on the social
needs that an individual experiences as part of a team. Fulfilling of these needs
leads to job satisfaction and good quality of work-related life.
The three factor model introduced by Kano ( 1984) distinguishes between the quality
attributes and their relationship with customer satisfaction. Performance and quality
attributes are related either symmetrically or asymmetrically (Witell & Fundin , 2005).
The three factor model is recommended because the needs of employees to obtain
quality of work-related life vary and these needs can also be applied in aiming at
total job satisfaction (Chan, 2015). The three factors are dissatisfied, satisfier and
hybrids. There is a symmetric relationship between job satisfaction and
performance (Chan, 2015). However, there is an asymmetric relationship between
job satisfaction and performance that dissatisfies, as well as an asymmetric
relationship between job satisfaction and satisfier (Chan, 2015).
31
COMPONENTS OF WORK-RELATED QUALITY OF LIFE
Social environment
Cultural environment
Ph .
1 Psychological
ys1ca 1 . c ose
environment ._., . t ~ env1ronmen
Figure 2.5: Components of work-related quality of life
Derived from Capra, (1980)
Humans function as holistic beings. This functioning includes systems and
subsystems such as social environment, physical environment, cultural environment
and psychological close environment (Capra, 1982). The sub-components of social
environment are people and culture. Social environmental factors are cultural,
sociological, people-orientation, and perception. A psychological being comprises of
cognition, emotions, attitude, personality and behaviour. The subsystem of the
cultural environment at the workplace is the organisational culture. Organisational
32
culture refers to the collective values, beliefs and norms of the organisational
members (Robbins & Judge, 2015).
Organisational culture can positively or negatively affect the organisation.
Organisational culture is detrimental to the organisation if not managed properly.
Poor leadership, poor communication and unfair distribution of rewards are
contributory factors to job dissatisfaction and a consequently high turnover rate.
Furthermore, individuals who are dissatisfied with the outcomes of their job
performances are likely to group themselves together and decide to be non
compliant. Contrarily, positive results such as better performance and job
satisfaction are evident when individuals who are optimistic about their organisation
form a group. These factors predetermine the individual's satisfaction or
dissatisfaction with life. These components are interrelated.
Each of the mentioned components has the potential to affect the organisation and
the quality of work-related life, although some have more evident and lasting effects
than others. It is imperative for management to determine which of these
components play a vital role in order to ensure quality of work-related life for the
employees as well as a good organisational performance.
The quality of work-related life is also determined by individual factors. Individual
factors show a symmetrical correlation with the needs of the individual, namely self
actualization, self-esteem, and social needs. Individuals who are highly confident in
their work, are capable of obtaining the goals of the organisation and achieve the
set objectives (Herzberg et al., 1959). The need for self-actualization is satisfied
when an individual attains the organisation's planned goals (Maslow, 1954).
Intention to leave and job satisfaction is critical factor influencing the quality of work
related life.
33
2.4.1. MEASURES OF WORK-RELATED QUALITY OF LIFE
Work-related quality of life is measured by using a work domain satisfaction scale
[WDSS] (Nicole, Magda, Donia, Marylene, Nathalie, & Elena, 2016). This measuring
instrument is an adaptation of the satisfaction of life domain (Diener, Emmons,
Larsen, & Griffin, 1985). "It is a short five item scale with psychometric properties"
(test-retest reliability and Cronbach alpha) (Nicole et al. , 2016). It has previously
been used successfully (Nicole et al., 2016). The WDSS is a measure of intrinsic
value, enjoyment and task accomplishment in the workplace (Nicole et al. , 2016).
The WDSS was used in this study to measure the quality of work-related life of the
employees within the organisation.
2.4.2. WAY FORWARD
Given the relevant information gleaned from the foregoing, the study is guided by the
following research questions to realise objectives:
• Does employee turnover, intention and job satisfaction correlate?
• What factors enhance job satisfaction?
• To what extent do employees seek to quit their current position in an
organisation?
• What is the level of employee job satisfaction in the organisation?
2.5 CONCLUSION
Chapter 2 provided a theoretical framework for the study. The chapter provided a
review of the significant research findings of previous studies related to performance,
job satisfaction, motivational constructs and the reward systems within disparate
organisations. Previous research studies were interrogated in order to identify gaps
34
that must be bridged in the current study. Previous research recommended that
further investigation needs to be done on the location, time frame and type of
participants engaged in a specific research topic. Two constructs, job satisfaction
and employee turnover from previous journal articles were intensively reviewed. The
findings showed that not much has been done in research in the South African
context, and more specifically the Department of Health at the provincial level in
order to determine the relationship between work-related quality of life and intention
to quit. There is a gap in the body of knowledge concerning the relationship between
job satisfaction and employee turnover in this specific terrain and this study seeks to
add to scholarly and practical debates in this field.
The next chapter deals with research design and methodology, offering a solid
outline of research design and its approaches, justification of the method chosen,
population and sampling, sample size, sampling method, data collection strategies
and the measuring instruments. The chapter provides evidence of checking the
reliability and validity of the study, data analysis techniques, ethical consideration
and summary of the chapter.
35
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY
3.1 INTRODUCTION
Chapter two reviewed the literature using various journal articles on the relationship
between employee turnover and job satisfaction. This review of literature revealed
that several researches have been conducted on the relationship between job
satisfaction and employee turnover, but some further investigation is required.
Furthermore, the researches done on these matters were mostly conducted in the
public sector, internationally, and therefore have not quite focused on the South
African experience.
Due to the theoretical gaps in the body of knowledge and in order to answer the
research questions, a robust research methodology was articulated in order to
minimise errors during data collection and analysis. Two variables were quantified to
investigate the problem stated. Furthermore, the 5 and 7 point Likert scale
questionnaire was used to investigate the problem. This chapter therefore begins
with the description of the overall research design, followed by methodology,
sampling, data collection, data analysis and ends up with research ethics.
3.2 RESEARCH DESIGN
Research design is the entire plan for conducting research and is indeed framework
of the research. De Vos, Strydom, Fouche, and Delport (2005) define research
design as compact formulae (survey, descriptive, historical, and case study).
The researcher used a quantitative research approach for this study. Leedy (2010)
has explored quantitative research thereby explaining the causal relationship
between variables in a study. This author further indicated that the causal
relationship normally occur when one variable is independent and others
dependent. Hence this study determined the causal relationship between job
satisfaction and employee turnover. To test reliability and validity of the study
statistical analyses analysis was applied to identify the relationship between two
variables and therefore establish the degree of causality.
36
The specific research design that was used for analysing the data is descriptive
statistics. To determine the correlation between job satisfaction and employee
turnover the Pearson correlation coefficient was calculated.
3.3 METHODOLOGY
Research methodology entails processes and procedures used to collect information
for the purpose of making decisions and creating new knowledge (Creswell, 2009).
Data collection was attained through questionnaire, interviews and survey.
3.3.1 Overview of research design
3.3.1.1 Qualitative approach
Qualitative approach is perceived as subjective - meaning that a researcher is
perceived as uncovering the existing reality (Newman, 1997). The methods used
under the qualitative approach are case study, ethnography, focus group
discussion, observation study narratives, interviews and discourse analysis (Bryman
& Bell, 2015). The method originates from social and behavioural sciences
(sociology and psychology) (Newman, 1997). It focuses on the behaviour and
perceptions that drive it to formulate hypothesis based on the research topic. During
data collection, techniques such as simulations, drama and observation are used,
followed by the analysis and interpretation of the behaviour at that time, meaning
that data analysis and data collection happen simultaneously to minimize distortion
of information (Coffey & Atkinson, 1996).This allows the researcher to listen
attentively to the respondents during the interviews.
3.3.1.2. Quantitative approach
Qualitative research measures statistics and numerical values (Bryman & Bell ,
2015) in the research inquiry. Some of the methods used under quantitative
research include experiments, t-tests, surveys, sampling, interviews, and regression
analyses (Bryman & Bell, 2015). A research design can either be descriptive
(subject only measured once) or experimental: test-retest before and after drug
injection (Welman et al., 2011 ). Furthermore, experimental research solely focus on
two groups - controlled and uncontrolled - to assess the behavioural change after
37
inducing drugs (Welman et al., 2011 ). Additionally, descriptive methods measure
two variables: independent and dependent variables (Welman et al., 2011 ). This
research method also looks for correlation between the variables. Data collection
instruments used for quantitative research are normally in the form of a structured
questionnaire, interviews and surveys. The approach focuses on numbers for data
collection and analysis purposes and also on tables, charts and graphs for the
depiction of trends and patterns inferred from the data.
3.3.2. Difference between the qualitative and the quantitative methods
Qualitative research is perceived as being subjective, the researcher actively
interacting with the respondents of which the accuracy of data is uncertain
(Newman, 1997). Conversely, quantitative research is viewed as realistic, meaning
that the researcher uncovers the existing reality. Furthermore, the researcher needs
to be distanced from the research and maintain a degree of objectivity.
Table 3.1.: Difference between Qualitative and Quantitative Methods Qualitative Resear:ch Quantitative Research
Method is primarily exploratory in nature Method is primarily descriptive in nature
Method is number based. Method is text based.
Primarily inductive processes used for hypothesis Primarily deductive processes used for
and theory hypothesis that make up theory
Uses case study, existing historical records, focus Uses probability and none probability
groups and interviews, ethnography, observation, sampling, survey, and interviews,
questionnaire for data collections. questionnaire for data collection
It is perceived as subjective Described as objective
Does not focus on drawing inferences Focus on drawing inferences
Uses the unstructured or semi- structured Uses structured questionnaire
questionnaire
Less generalizable More generalizable
Source: (Newman, 1997; Berg, 2001)
38
3.3.3. MIXED METHODS APPROACH
Mixed method is a research process whereby both qualitative and quantitative
methods are used together during data collection (Bryman & Bell, 2015). The reasons
for using both methods are that the two methods complement each other. The
advantage of using mixed methods is that it minimizes error and distortion of
information. Both quantitative and qualitative researchers can use the existing
structured questionnaire, although the difference is that with qualitative research
structured questionnaire can be used as a guiding tool during the interview.
3.3.4 JUSTIFICATION OF METHOD
The quantitative approach is chosen because of its relevance and also because of
the nature of the topic for this study. The researcher used an existing questionnaire
because it has been validated and also tested for reliability. Data collection
instrument was a structured questionnaire. Furthermore, the SPSS version 23 was
used for data analysis.
Based on the limitation of the study including time and the nature of the settings,
quantitative approach was deemed the most suitable method for the study.
Therefore, the researcher used the mixed method approach to collect and analyse
data.
3.4 POPULATION AND SAMPLING
Wiid and Diggines (2013) define population as the set of objects, people, and events
who share similar characteristics that the researcher is interested in studying.
Sampling is the processes of selecting participants to represent the general
population (Newman, 1997). Sampling methods are classified into two types:
probability and non-probability sampling (Bickman & Rog, 2008). The advantage of
using probability sampling is that its sampling error ( degree to which a sample might
differ from the population) can be calculated (Bickman & Rog, 2008) . The result of
sampling error is unknown with the non-probability sampling, and the techniques are
expensive (Berg, 2001 ). Each member of the targeted population has a non-zero
probability of being selected in the case of probability sampling (Bickman & Rog,
2008).Therefore, probability sampling was employed for this research.
39
3.4.1 Target population
The targeted population for this study include employees from level 01 to 10. Only
employees of NWDOH-Provincial office were selected. Employees from level 11
upwards (Deputy Directors to Head of Department) were excluded from the study due
to the nature of the research topic. The study started from general workers, cleaners,
administrative clerks and senior administrative support staff, ending with assistant
directors. The total number of the targeted population was 461.
The list of participants per chief directorate was requested from the HRM unit. The
probability sampling method in the form of stratification was used to select the
targeted population to represent the general population. This was done in
consideration of the sampling size. Stratified sampling was used because it is the
suitable method for measuring job satisfaction and employee turnover. Furthermore,
it reduces sampling error (Bryman & Bell , 2015). The targeted population were
stratified. Newman (1997) defines a stratum as the subset of the population with
common characteristics. In this case study, the targeted population were divided
across the job position. Job levels start from level one to ten. The different categories
of job positions for the targeted population are:
• Assistant Director
• Senior Administrative Support
• Administrative Clerks
• Cleaners
• General Workers
This method was used in order to reach the sufficient number of the sample in order to
reduce the sampling error (De Vos et al. , 2005).
40
3.4.2 SAMPLING AND DATA COLLECTION STRATEGY
Survey research was conducted through the use of questionnaire. Survey is the most
common method of data collection and it enables a large amount of data to be gathered
from a broader population (Saunders et al., 2009).Therefore, the quantitative survey
research in the form of probability sampling (stratified random sampling) was used
(Saunders et al. , 2009) in the execution of this study.
3.4.2.1. Sample size
Sample size depends on three factors: accuracy of results required , characteristics of
population, accessibility of participants and types of statistical analysis planned. Again,
or the sample size to be representative of the population, there should be similarity in
terms of variables (Maree, 2007:178). There are currently 581 employees at the
organisation. Employees from level 01-10 were the study participants because of
upward mobility and high turnover amongst those levels based on the HRM annual
report from the financial year 2014 to date. Therefore, further investigation on the
problem based on the analyses, could assist the organisation in improving on its
retention strategy.
Sampling bias which is defined by Jiang, Lepak, Han, Hong, Kim, & Winkler (2012) as a
distortion in the representativeness of the sample such as non-response was taken into
consideration when generalising the results of the total population (Bryman & Bell,
2015). Considering the fact that the population of the study is big , then sampling error is
likely to occur. In conclusion , the researcher considers random sampling as effective
and efficient for the proposed study (Saunders et al., 2009).
3.4.3. Stratified sampling
As stated earlier, the sample size of 116 employees consisting of general workers,
cleaners, administrative clerks and senior administrative support and assistant directors
was chosen from the total population of 461 in the NWDOH- Provincial office.
41
Table 3.2: Stratified Sample: NWDOH- Provincial Office
Strata Study Proportion Sa pfe stze Population
Assistant Director 72 .16 12
Senior Administrative
Support 156 .34 53
Administrative Clerks 137 .30 41
Cleaners 44 .10 4
General Workers 52 .11 6
Total 461 1.00 116
Source: NWDOH - Provincial HRM report-financial year 2016/17
The researcher has taken in consideration factors such as absenteeism, non-response,
and employee unwillingness to participate in the study that arose and compromised the
validity and reliability of the study during data collection.
3.5 MEASURING INSTRUMENT
Research instrument used was a structured, pre-tested and validated questionnaire.
The questionnaire was divided into three sections (starting from section A to C) namely:
demographic information, employee turnover and job satisfaction.
The advantages of using a questionnaire are that it is less expensive, simple and fast
and easy to administer. On the other hand, the disadvantages are: type of the
questionnaire may limit the respondents; language used may not be understandable to
the participants. It may also be time-consuming based on the type of questionnaire
42
used, for instance open ended questionnaire (encouraging participants to tell more) or
closed questions (restricting the participants) thus leading to non-response error
(Bryman & Bell, 2015).
3.6 DATA ANALYSIS TECHNIQUE
Quantitative analysis was done through SPSS (statistical package for social scientists)
version 23 to correlate the variables and analyse the data. SPSS is software programme
used for statistical analysis and can be used in the form of cross tables, bar charts and
frequency tables to correlate the variables. Based on the research objectives, employee
turnover ratio can be determined by using the frequency tables. Furthermore, the study
aimed at measuring the variables with data collected in a numeric form.
3.7 VALIDITY AND RELIABILITY OF THE RESEARCH STUDY
To ensure the validity and reliability of the data, the study used the existing standardised
questionnaires. Hence, the data collection instruments used for the research study is
already validated and also checked for reliability. Validity is "the extent to which
research findings accurately represent what is really happening in a given situation"
(Yin, 2013). Reliability on the other hand refers to the consistency of scores throughout
(Newman, 1997).
Assessment of the stability of the instrument was done through the use of English and
French version of the scale (Berube, Magda, Donia, Gagne, Houlfort, & Lvina, 2016).
The results of the test-retest reliability were high over time. Confirmatory analysis was
done through WDSS to test satisfaction of work. The satisfaction with life scale (SWLS)
which is an adaptation of WDSS (Diener et al., 1985) for work life results test-retest
reliability was 0.82 while the Cronbach alpha was 0.87.
The Cronbach alpha coefficient used demonstrated internal consistency for IWS ranges
from 0.77 and 0.91 (Stamps, 1997b). Cronbach alpha of 0,70 to 0,80 is regarded as
satisfactory (Vale, Silcock, & Rawles, 1997). This method is regarded as valid and
reliable for job satisfaction (Zangara G & Soeken K, 2005). IWS was used to measure
six components (pay, autonomy, task requirements, organisational policy, professional
43
status and interaction) associated with job satisfaction (Stamps, 1997b ). Therefore for
quality control, validity, reliability and generalisability of the instrument was tested .
Hence, the three factors of data quality (quantitative research, sources and the existing
questionnaire used) are acceptable and appropriate for the study.
3.8. ETHICAL CONSIDERATIONS
Ethics is defined as appropriateness of researcher's behaviour in relation to the
respondents' rights (Saunders et al., 2009) . Ethics was applied to protect the
organisation and respondents from any act of harmful effects during and after data
collection (Newman, 1997). Research ethics also refers to the appropriateness of
researcher's behaviour in relation to the rights of research participants (Saunders et al.,
2009). In order comply with the ethical standards; the researcher adhered to the
following standards: Regulatory approvals - researcher submitted the proposal to the
research directorate attached with the letter from the North-West University to request
approval from the organisation to conduct the research within the organisation. The
research committee reviewed the research proposal as a panel and granted approval.
Invasion of privacy and respect confidentiality - the information provided by the
respondents was confidential. The participants had the right to remain anonymous
(Bryman & Bell , 2015). Before the results of the study were published , researcher
requested permission from the participants to go ahead.
Respect - participants were treated with respect, with no harmful effect to them. Hence,
participants were not exploited. Participants were treated as autonomous (Newman,
1997).
Physical harm - participants were not exploited in any way. The reputation and image
of the organisation is protected from any harm (Newman, 1997).
Deceptions- no immoral acts or behaviour was imposed by the researcher. The
researcher established the trusting relationship with the participants. Researcher
expected the participants to tell the truth and the same thing applied to the researcher
44
(Bryman & Bell, 2015). Participants were not bribed to participate in the research study.
Hence, employees were not forced to participate.
3.9. CONCLUSION
This chapter covered the research methodology and design that were used for exploring
the problem statement. Furthermore, this chapter discussed sampling strategy, targeted
population and data collection instruments used . In addition to the foregoing, ethical
principles were discussed. The next chapter deals with the research results and
recommendations.
45
CHAPTER 4: RESEARCH RESULTS
4.1. INTRODUCTION
Chapter four presents the research results obtained during the data collection and
further analyzes the data as described in chapter three. Additionally, interpretation of
the results is done in this chapter. Furthermore, this chapter provides the descriptive
statistics and data in frequency tables.
4.2. DESCRIPTIVE STATISTICS
One hundred and sixteen questionnaires were sent out to the respondents and only
106 were returned thus registering 91.4% response rate. There were therefore 8.9%
non-respondents who were absent from work at the time of administering the
questionnaire. This was not significant enough to distort the results of the research.
Descriptive statistics refers to summarization and description of data that have been
collected (Weiers, 2008). Furthermore, descriptive statistics compare independent and
dependent variables in numerical way. Research objectives and questions determine
the type of data analysis techniques used. Descriptive statistics was used for
describing and comparing the demographic data, mean test, standard deviation,
variance, Pearson correlation coefficient and the range.
Demographic data comprises of race, gender, educational levels, job levels, years of
job experience and the divisions in which the respondents worked under at the
organisation. Standard deviation is used to compare the variance between the
variables (Saunders et al., 2009). Low standard deviation means that data is reliable
because data is closely related to the average. Contrarily, a high standard deviation
means that data is not reliable because there is a large variance between the data
mean (Newman, 1997) .
Variance measures the spread around the mean (Newman, 1997). A variance of zero
indicates that all the values are identical. Value for variance should not be negative,
46
small values indicate that data is close to mean, whereas the high variance indicates
that the values are spread around the mean. Mean is used to analyze the relationship
between the nominal and the interval variables (Bryman & Bell , 2015). Moreover,
mean is used to compare the amount of variance between the variables.
The Pearson correlation coefficient was used to assess the strength of cause and
effect of the relationship between job satisfaction and employee turnover (Saunders et
al. , 2009).The coefficient lies between 0 ( no relationship between the variables ), 1
(positive relationship between the variables) and -1( negative relationship between the
variables). Saunders et al. (2009) further describes that the closer the coefficient is to
1, the stronger the linear relationship between the two variables, the closer the
coefficient is to 0, the weaker is the relationship. The cut-off point for the probability (p)
value in this study is 0,01(Bryman & Bell, 2015). Sample size was considered for the
statistical significance.
47
Gender distribution
4.3. DEMOGRAPHIC DISTRIBUTION
Figure 4.1: Gender distribution
Figure 4.1 indicates that majority of respondents were females (60.6% ). Males consist of
39.4%. Literature reveals that health sector is dominated by women which is consistent
with the number of females who responded to the questionnaire in this study.
48
20 to 29 30 to 39 40 to 49 50 to 59 60 and older
Figure 4.2: Age group distribution
Figure 4.2 depicts that respondents were categorized across the ages and majority
(30.3) of respondents were between 50-59 years, 20.2% was 40- 49 years, 19.3% was
30-39 years, 18,3% was 20 - 29 years and only 11 .9% was 60 years and older. Under
this variable, majority of respondents were on just about to go on pension (50-59 years
old), and their loyalty to the organisation counted. On other categories, respondents
were much younger and this might be influenced by the reputation of the organisation,
years of experience (below one year) and also because for many this was their first job.
49
25 22.9%
Level3 Level4 Levels Level6 Level7 Level8 Level9
Figure 4.3: Job level distribution
Figure 4.3 indicates that respondents were categorized according to their job level, 22,
9% were on level 8, a total of 21.1 % were on level 9, while 18.3% were on level 7 and 6.
There were 9.2% respondents who were on level 5, and the remaining 8.3% were on
level 3. The respondents at level 4 and 6 made up 10.1 % of the entire sample. From the
sample size, senior administrative clerks (post level 8) dominated the sample; hence,
the massive respondents are under this category.
Less than 1 to 5 6 to 10 11 to 15 16 to 20 21 to 25 26 years 1 year years years years years years and
above
Figure 4.4: Job experience distribution
50
Figure 4.4 reveals that respondents were categorized according to their job experience;
majority (24. 8%) of the respondents had been with the organisation for 6-1 0 years, with
2% who worked for the organisation between 1 and 5 years. The calculations show that
16. 5% had worked there for less than a year. The respondents with the lowest number
9.2% had more than 20 years of work experience within the organisation. Only 8.3% of
respondents had worked there for between 16 and 20 years.
50 45 40 35 30 25 20 15 10 5 0 f-----,---~----,------,,---- -,-----~----<
Figure 4.5: Qualification level distribution
Figure 4.5 indicates that respondents were categorized across the qualification level,
majority (45, %) of the respondents have a degree which is almost half of the
respondents. 20,2% of the respondents have a national certificate (matric), 12,8 % have
a diploma or advanced certificate, and the smallest sample (5,5%, 3,7% and 1.8%
respectively) group have honors, masters and higher certificate. The remaining has
other qualifications which did not fit into pre-existing categories. Out of context, the
department of health renders the most critical service to the communities which require
expertise for the job; hence most respondents have qualifications at the level of a first or
higher degree.
51
40
35
30
25
20
15
10
5
0 +---------.-----r-----..,........--------,-----T' Health
services Corporate Health Specialised Infrastructure services programme hospital or planning
management services services
Figure 4.6: Distribution of respondents by division
Figure 4.6 indicates that respondents were categorized across divisions within the chief
directorate for health, where the majority (36,7%) of the respondents work under
corporate services, 33% work under specialized hospitals, 15,6% work under health
services, 12,8% work under specialized hospital services, and the smallest (1,8%)
respondents work under infrastructure or planning services. Corporate service division
is the only chief directorate with multiple sub-divisions as compared to the other
divisions; therefore, most respondents were from this division.
52
Table 4.1: Frequency distribution for job satisfaction
Descriptive Statistics for job satisfaction Std.
Maximu Deviat N RanQe Minimum m Mean ion Variance
Good opportunities 109 3 0 3 .50 .689 .475 for promotion
Opportunities 109 2 1 3 2.93 .378 .143 somewhat limited*
Promotion on 109 3 0 3 1.44 1.258 1.582 ability
Dead-end job* 109 1 0 1 .41 .495 .245 Good chance for 109 1 0 1 .50 .502 .252 promotion
Very limited* 109 3 0 3 2.33 1.123 1.260 Infrequent 109 2 1 3 2.21 .982 .964 promotions*
Regular 109 1 0 1 .40 .493 .243 promotions
Fairly good chance 109 1 0 1 .43 .498 .248 for promotion Valid N (list wise) 109
4.2. Correlations for job satisfaction
Correlations Good Opport Prom De Good Ver lnfreq Regul Fairly opport unities otion ad- chan y uent ar good unities somew on en ce for limit promo prom chan for hat ability d prom ed* tions* otions cefor promot limited* job otion prom ion * otion
Good Pears 1 -. 713** .163 .26 .047 - -.375** -.104 .154 opportu on 4•• .04 nities Correl 6 for ation promoti Sig. .000 .091 .00 .628 .63 .000 .284 .109 on (2- 6 5
tailed) N 109 109 109 10 109 109 109 109 109
53
9 Opport Pears -.713** 1 -.243* - .197* - -.158 -.237* -unities on .23 .11 .224* somew Correl 3· 7 hat ation limited* Sig. .000 .01 1 .01 .040 .22 .1 02 .01 3 .019
(2- 5 6 tailed) N 109 109 109 10 109 109 109 109 109
9 Promot Pears .1 63 -.243* 1 .13 .055 .39 -.106 -.439** -. 143 ion on on 7 4··
ability Correl ation Sig. .091 .011 .15 .567 .00 .273 .000 .137 (2- 6 0 tailed) N 109 109 109 10 109 109 109 109 109
9 Dead- Pears .264** -.233* .1 37 1 - - -.009 .032 .1 35 end on .213* .09 job* Correl 8
ation Sig. .006 .015 .1 56 .026 .31 .922 .743 .1 61 (2- 2 tailed) N 109 109 109 10 109 109 109 109 109
9 Good Pears .047 .1 97* .055 - 1 - -.424** -.494** .085 chance on .21 .05 for Correl 3• 2 promoti ation on Sig. .628 .040 .567 .02 .59 .000 .000 .382
(2- 6 1 tailed) N 109 109 109 10 109 109 109 109 109
9 Very Pears -.046 -.117 _394·· - -.052 1 .087 -.143 -limited* on .09 .456**
Correl 8 ation
Sig. .635 .226 .000 .3 .591 .366 .1 39 .000
(2- 1
tailed 2 )
54
N 109 109 109 1 109 10 109 109 109 0 9 9
lnfreq Pear - -.158 - - - .0 1 .626* .096
uent son _375•• .106 .0 .424 87 .
Corre 0 ..
promo tions* lation 9
Sig. .000 .102 .273 .9 .000 .3 .000 .319
(2- 2 66
tailed 2 )
N 109 109 109 1 109 10 109 109 109
0 9 9
Regul Pear -.104 -.237* - .0 - - .626** 1 .379
ar son .439 3 .494 .1 ..
Corre ..
2 ..
43 promo tions lation
Sig. .284 .013 .000 .7 .000 .1 .000 .000
(2- 4 39
tailed 3 )
N 109 109 109 1 109 10 109 109 109
0 9
9
Fairly Pear .154 -.224* - .1 .085 - .096 .379* 1
good son .143 3 .4 .
chanc Corre 5 56
e for lation ..
promo Sig. .109 .019 .137 .1 .382 .0 .319 .000
tion (2- 6 00
tailed 1 )
N 109 109 109 1 109 10 109 109 109
0 9 9
**. Correlation is sianificant at the 0.01 level (2-tailed). *. Correlation is sianificant at the 0.05 level (2-tailed).
55
4.4. Mean tests
4.4.1 Good opportunities for promotion
• The mean is 0.50 which shows that there were few people who supported this
section of the questionnaire and indicates that good opportunities for promotion
are needed which will ultimately result in non-job satisfaction.
• Standard deviation is 0.689 and approximately close to 1 and it shows that there is
not too of variation among the sample which answered the questionnaire regarding
the opportunities for promotion.
4.4 2 Opportunities somewhat limited
• The mean is 2.93 and it is approximately 3 and according to the calculation,
showing that the respondents were unsure on whether opportunities are somewhat
limited in the organisation or they are available but then the respondents are
unaware of this opportunity.
• Standard deviation is 0.378 which indicates few variations in the attitudes towards
opportunities are somewhat limited in the organisation.
4.4.3 Promotion on ability
• The mean is 1.44 indicating that there is slight agreement on promotion being a
factor that enhances job satisfaction.
• Standard deviation is 1.258 portraying not much of variation which means that
there is slight agreement that promotion exerts an influence on job satisfaction.
4.4.4 Dead-end job
• The mean is 0.41 indicating that people had different views regarding the statement
that the respondent perceived themselves as working in a position that was
essentially a dead-end job and consensus was not fully reached as this statement
could perhaps be one of the aspects which result in job dissatisfaction.
• Standard deviation is 0. 495 meaning that there were varying ideas amongst
people who filled in the questionnaires.
56
4.4.6 Good chance for promotion
• The mean is 0.05 rounded off to whole number is 0 therefore in this regard people
agreed that good chance of promotion is indeed a critical factor in enhancing job
satisfaction.
• However standard deviation 0.502 in relation to the mean shows that there is not
much of variation among the respondents.
4.4.7 Very limited
• The mean is 2.33 and according to the questionnaire it shows that the respondents
were sure on whether or not opportunities were very limited in the organisation for
them to reach job satisfaction.
• Standard deviation is 1.123 showing a quite huge variation though there is
agreement among people but there were others with valid reasons who thought
differently with regards the submission from the statement.
4.5. CORRELATIONS FOR EMPLOYEE TURNOVER CONTRIBUTORY FACTORS
All the statements are at 1 which shows that the relationship is positive and is significant
at the 0.05 level (2-tailed). Very limited and infrequent promotions are -0. 713, -0.046
and -0.375 respectively reflecting therefore that they are negatively correlated to each
other. Good opportunities for promotion correlation with Good chance for promotion and
Dead-end job are at 0.027 and 0.264 respectively, showing a positive relationship
towards each other.
Table 4.3: Frequency table for employee turnover
Std. N Minimum Maximum Mean Deviation Variance
I think a lot about 109 2 7 5.52 1.614 2.604 leaving the organisation.
57
I am currently 109 3 5 4.12 .836 .699 searching for employment outside this organisation .
When possible I will 109 1 5 3.66 1.002 1.004 leave the organisation.
Valid N (list-wise) 109
Correlations for employee turnover I am currently searching for When
I think a lot employment possible I will about leaving outside this leave the the organisation organisation organisation
I think a lot about Pearson 1 -.479** .054 leaving the Correlation organisation. Sig. (2- .000 .580
tailed)
N 109 109 109 I am currently Pearson -.479** 1 -.305 ..
searching for Correlation employment Sig. (2- .000 .001 outside this tailed) organisation. N 109 109 109 When possible I will Pearson .054 -.305** 1 leave the Correlation organisation . Sig. (2- .580 .001
tailed)
N 109 109 109 **. Correlation is significant at the 0.01 level (2-tailed}.
58
4.5. 1 I think a lot about leaving the organisation.
• The mean is 5.52, suggesting that there is a moderate agreement in the intention
of respondents wanting to leave the organisation.
• The standard deviation is 1.614, indicating that there is not much of variation
among the respondents.
4.5.2 I am currently searching for employment outside this organisation.
The mean is 4.12 and according to the questionnaire it shows that people neither
agree nor disagree. Standard deviation is 0.836, revealing that there are slightly
different views among respondents regarding the statement.
4.5.3 When possible I will leave the organisation.
Mean is 3.66 and according to the questionnaire, this shows that people neither
agreed nor disagreed. Standard deviation is 1.002 which also shows that not all people
who responded to the question agree with the assertion in the statement.
4.6. CORRELATION FOR EMPLOYEE TURNOVER
Correlation is at 1 which is positive but the correlation between "I think a lot about
leaving the organisation" and "I am currently searching for employment outside this
organisation" is -0.479 which is negatively correlated. The interpretation is that there is
no relationship between the two given alternatives but between "When possible I will
leave the organisation" is 0.054 approximately 1 which positively correlated.
59
4.7. EMPLOYEE TURNOVER DISTRIBUTION
Table 4.4: Employee turnover distribution
Statements ! .. f j g
Q
~ i i> ! ti .!! .?- ~ Q ,,
~~ cu
~ I I ,,
I ~ Q
j, t i Q C ~ J C 0 ·- 0 ;z i I: i ;z
1 I think a lot about leaving the 0 7.3 1.8 25.7 2.8 21 .1 41.3
organisation. 2 I am currently searching for employment 0 0 29.4 29.4 0 0 41 .2
outside this organisation. 3 When possible I will leave the 0 17,4 0 46.8 5.5 4.6 25.7
organisation
The table above indicates that majority (61.7%) of respondents agree that they have
intention to quit the employment whereas 9.1% disagree. Almost a quarter (25.7%) of
the respondents was not sure of whether to remain with or quit the employment.
Furthermore, 29.4% of respondents disagree that they were currently engaged in
employment seeking, whereas 41 .3% agreed that they are actually looking for job
opportunities outside the organisation. 29.4% of respondents are unsure about looking
for employment outside the organisation. Moreover, 17.4% of respondents are reluctant
to quit the organisation, in contrast to 35.8% of respondents who agree that they are
willing to leave the organisation. Others are unsure (pegged at 46.8%) whether to
remain with or leave the organisation.
4.8. JOB SATISFACTION DISTRIBUTION
The full results of job satisfaction are attached as Appendix B. The job satisfaction facet
ranges from coworker, job in general, supervision, and work on present, pay up until
opportunities for promotion. The table depicts that majority of the respondents regard
their colleagues as easy to work with. Contrarily, most respondents (77.1 %) are not
satisfied with the supervision that they are subjected to in the organisation. Job
60
'
satisfaction is regarded as a major challenge by majority of respondents (85.3% ).
Minority are happy about the pay, whereas the rest of the respondents (92.5%) are not
satisfied with pay. Most respondents (72.5%) do see very limited opportunity for
promotion.
4.9. CONCLUSION
Chapter four presented and discussed the results, offering some solid interpretation of
the findings based on the quantitative data in the form of SPSS. The next chapter
discusses the limitations, recommendations of the study, contributions and makes some
final conclusion.
CHAPTER 5: RECOMMENDATIONS AND CONCLUSIONS
5.1. INTRODUCTION
This chapter discusses the overview of the study, objectives of the study and how they
were achieved, limitations of the study and recommendations based on the findings.
The chapter ends with a conclusion that links the various strands of the undertaking.
5.2 OVERVIEW OF THE STUDY
5.2.1. CHAPTER 1: PROBLEM AND ITS SETTINGS
Problems faced by the Department were discussed in this chapter. Based on the
general problems identified , research questions and objectives were formulated. The
importance of the study was discussed and limitations were briefly discussed in the
initial chapter.
5.2.2. CHAPTER 2: LITERATURE REVIEW
Both independent and dependent variables of the research problem were discussed in
in some detail in this chapter. The following variables were discussed:
• Employee turnover and the sub variables, and employee turnover costs.
61
• Job satisfaction and its sub variable, factors affecting job satisfaction and
dissatisfaction, and the measurement of job satisfaction.
• Work-related quality of life, its components and the measurement for the work
related quality of life.
5.2.3. CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY
Research design and the methodology used were intensively discussed. Sampling
method used was discussed as well. Target population was identified and then from
this, the sample was justified. For collection of data, the instrument used was discussed
and the reason proffered for why it was chosen. Reliability and validity of data was
tested for accuracy in a bid to ensure the quality of data. Ethics was taken into account
as well.
5.2.4. CHAPTER 4: RESEARCH RESULTS
Chapter 4 submitted the findings and interpretation of the data gleaned from the
research was discussed. Data collected was analysed using various methods and more
specifically the quantitative data was discussed herein.
5.2.5. CHAPTER 5: RECOMMENDATIONS AND CONCLUSIONS
Recommendations and the final conclusion are suggested in this chapter. Limitations of
the study are discussed as well.
5.3. OBJECTIVE OF THE STUDY RESTATED
The research objectives were set to:
5.3.1. Determine the correlation between employee turnover intention and job
satisfaction
5.3.2. Determine factors that enhance job satisfaction
5.3.3. Determine the extent to which employees want to quit their current posts in the
organisation
62
5.3.4. Determine the levels of employee job satisfaction.
5.4. HOW EACH OBJECTIVE WAS ACHIEVED
Objective 1: To determine the correlation between employee turnover and job
satisfaction
Based on the findings, there is a positive correlation between employee turnover and job
satisfaction. Probability of 0.054 was calculated from the data and this indicates the
positive correlation between job satisfaction and employee turnover. Therefore,
employee retention depends on job satisfaction according to the findings of this study
and this confirms also the behaviorist theory of motivation which was discussed in the
literature review.
Objective 2: To determine factors that enhances job satisfaction
Minority (9.2%) of the respondents are happy about the salary whereas the rest of the
respondents (92.5%) are not satisfied. Majority (of respondents (87. 2 %) were
persuaded to indicate that they are not well paid. Both pay and promotion are
motivational factors which enhance job satisfaction and which could have been
considered for employee retention. However, this does not mean that other motivational
factors are not important; this is what was identified as the main cause of the problem
related to dissatisfaction with the current position in the organisation.
Objective 3: To determine the extent to which employees want to quit their current
organisation
Majority of the respondents ( 41.3%) strongly agree that they want to leave their current
job. Majority of the respondents ( 41.2%) strongly agree that they are searching for a
new job. Minority of respondents (25.7%) agree that when possible they would most
definitely leave the organisation. Almost half of the organisation is planning to leave the
organisation, suggesting that the employee retention and organisational performance
may be negatively affected. Moreover, this is likely to cause a negative impact on the
63
budget because replacement and appointment of the new candidate goes with an
enlarged budget.
Objective 4: To determine the employee job satisfaction levels
Majority of respondents (77 .1 % ) are not satisfied with the supervision that they currently
get from those in positions of authority. Job satisfaction is regarded as a major
challenge by the majority of respondents in this study (85.3%). Almost all the
respondents (96.3%) see opportunities for promotion as somewhat limited in their
current organisation. Therefore, there is low level of job satisfaction of which results in
high employee turnover.
5.5. CONCLUSION
The set objectives of the study were obtained and were discussed in this chapter. The
positive correlation between employee turnover and job satisfaction were identified.
5.6. LIMITATIONS OF THE STUDY
The duration that this study took is identified as a limitation. The research is a one-off
study and the results cannot be generalised to other organisations that experience the
same challenges of high staff turnover. The length of the questionnaire is considered as
some limitation because there were more than 110 questions to be completed by the
participants. It is a time-consuming and tiring process to complete lengthy questionnaire
especially for the employees because they were also doing their work. The
questionnaire might have interrupted their work schedule. Not all the factors that
determine job satisfaction and employee turnover were intensively discussed even
though they were hinted at and mentioned in the study.
The participants selected might not have given the full and true picture of the
organisation. The sampling method chosen might not reflect accurate results , because
the margin of error is high (outside the range of -0.01 - 0.05). It might not be easy to
access information, since the people who worked for the Human Resource Management
Directorate who had access to the information had left the organisation. The behaviour
64
and attitude of the participants towards the proposed topic also compromised the
accuracy of the results obtained from the data.
5.7. RECOMMENDATIONS
It is recommended that the researchers come up with the model designed for the of
work related quality of life in South Africa context. It has always been components and
framework for work related quality of life. Because most people had left the organisation,
therefore, it recommended that retention strategy continuously be reviewed for
improvement. HRM is advised to implement the motivational factors according to what
the motivational theorists say about employees and their relationship to professional
tasks so as to enhance job satisfaction, because other HR processes such as
performance management development system (PMDS) were neglected. On the other
hand, occupational skills dispensation (OSD) is only awarded to certain individuals
under the nursing field and other health practitioners, thereby excluding the others.
Moreover, it is recommended that HRM revise the organisational structure to restructure
where necessary and appoint new candidates to fill in the existing vacant posts to
improve on organisational performance. It is further recommended that the organisation
benchmark to other organisations in order to learn and implement the best practice
model under HRM.
5.8. SUGGESTIONS FOR FUTURE RESEARCH
It is recommended that other organisations such as non-profit organisations, civil society
and other government departments be considered in future for further investigations on
factors that affect job satisfaction and result in high employee turnover. Moreover, the
private sector should also be considered as this problem is likely to be experienced in
any organisation irrespective of its nature as public or private.
Because the study was a case study, it is recommended that in future cross sectional,
longitudinal study be conducted for further investigation. This essentially points to the
observation that the time allocated to this current study was limited and that in future the
same topic be revisited to engage with research participants over an extended period.
65
Qualitative approach in the form of interviews and focus group discussions and even the
mixed method of research approach could be considered in a bid to extend the findings
and for complementary purposes.
5.9. FINAL CONCLUSION
This chapter discussed overview of the study, the objectives and how they were
obtained, limitations of the study, recommendations of the study that seek to add value
to the organisation. Although there were limitations identified in terms of the body of
knowledge regarding the high employee turnover and the work related quality of life,
much research is yet to be done on job satisfaction in South Africa. The main objective
of the study was to determine the relationship between high employee turnover and job
satisfaction. Based on the research findings, there is positive correlation between
employee turnover and job satisfaction. Therefore, recommendations are suggested to
enhance job satisfaction and reduce employee turnover within the organisation studied
in this research.
66
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APPENDICES
APPENDIX A - Data collection instrument(-s) -
Questionnaire of the study
SECTION A: Demographic information
1. Gender
Male Female
1 2
2. Age group
20-29 1
30-39 2
40-49 3
50- 59 4
60 and 5
older
3. Indicate your post level in the appropriate block
Level 3 Level 7
Level 4 Level8
Level 5 Level 9
Level 6 Level 10
71
4. Number of years of work experience in the Department
0-5 1
6-10 2
11-15 3
16-20 4
21 -25 5
26-30 6
31 -35 7
36-40 8
40 and 9
more
5. Qualification level
National Certificate (Matric) 1
Higher Certificate 2
Diploma or Advanced Certificate 3
Bachelor Degree or Advanced 4
Diploma
Honors Degree or Postgraduate 5
Diploma
Maste(s Degree 6
Doctoral Degree 7
Other 8
72
6. In which chief directorate do you work?
Health services
Corporate services
Health programme
management
Special ized hospital
services
Infrastructure or planning
services
1
2
3
4
5
SECTION B: EMPLOYEE TURNOVER SCALE
Listed below are statements that reflect on your intention to leave your organisation in the near
future. Please indicate the degree of your agreement and disagreement with each statement by
crossing out the answer that best represents your point of view.
Statements Cl Cl ... ... C) Cl Cl cu Cl 0 Cl
Cl . !!? ... C: ... Cl Cl C) Cl Cl C) Cl ... ,, cu Cl Cl cu ... C) >- .!!? ... ...
.2'- C) cu Q) C) C) cu >-
,, cu cu Cl .2'-- -0) cu >- ... >- cu ... ; Cl ; ... C)
C: Cl .r:. .r:. .r:. Cl C: 0 ,,
C) - C) ,, 0 ... 0 'i 0 ... - -u, ::E u, z u, ::E u,
1 I think a lot about leaving the organisation. 1 2 3 4 5 6 7
2 I am currently searching for employment outside 1 2 3 4 5 6 7
this organisation.
3 When possible I will leave the organisation. 1 2 3 4 5 6 7
73
SECTION C: JOB SATISFACTION SCALE
Listed below are ninety (90) short phrases representing possible feelings individuals might have
about their job content and job context. Think of the work you do at present. How well does each
of the following words or phrases describe your work?
• No= 0
• Unsure= 1
• Yes= 3
For each statement, please make a cross at the number that corresponds to your response.
No. Facets of job satisfaction No Unsure Yes
People on Your Present Job (co-worker)
Think of the majority of people with whom you work or meet in connection with your work. How
well does each of the following words or phrases describe these people?
1 Stimulating 0 1 3
2 Boring* 0 1 3
3 Slow* 0 1 3
4 Helpful 0 1 3
5 Stupid* 0 1 3
6 Responsible 0 1 3
7 Likeable 0 1 3
8 Intelligent 0 1 3
9 Easy to make enemies* 0 1 3
10 Rude* 0 1 3
11 Smart 0 1 3
12 Lazy 0 1 3
13 Unpleasant* 0 1 3
14 Supportive 0 1 3
15 Active 0 1 3
16 Narrow interests* 0 1 3
74
17 Frustrating* 0 1 3
18 Stubborn* 0 1 3
Job in General
Think of your job in general. All in all , what is it like most of the time?
19 Pleasant 0 1 3
20 Bad* 0 1 3
21 Great 0 1 3
22 Waste of time* 0 1 3
23 Good 0 1 3
24 Undesirable* 0 1 3
25 Worthwhile 0 1 3
26 Worse than most* 0 1 3
27 Acceptable 0 1 3
28 Superior 0 1 3
29 Better than most 0 1 3
30 Disagreeable* 0 1 3
31 Makes me content 0 1 3
32 Inadequate* 0 1 3
33 Excellent 0 1 3
34 Rotten* 0 1 3
35 Enjoyable 0 1 3
36 Poor* 0 1 3
Supervision
Think of the kind of supervision that you get on your job. How well does each of the following
words or phrases describe this?
37 Supportive 0 1 3
38 Hard to please* 0 1 3
39 Impolite* 0 1 3
40 Praises good work 0 1 3
41 Tactful 0 1 3
75
42 Influential 0 1 3
43 Up-to-date 0 1 3
44 Unkind* 0 1 3
45 Has favourites* 0 1 3
46 Tells me where I stand 0 1 3
47 Annoying* 0 1 3
48 Stubborn* 0 1 3
49 Know job well 0 1 3
50 Bad* 0 1 3
51 Intelligent 0 1 3
52 Poor planner* 0 1 3
53 Around when needed 0 1 3
54 Lazy* 0 1 3
Work on Present Job
Think of the work you do at present. How well does each of the following words or phrases
describe your work?
55 Fascinating 0 1 3
56 Routine* 0 1 3
57 Satisfying 0 1 3
58 Boring* 0 1 3
59 Good 0 1 3
60 Gives sense of accomplishment 0 1 3
61 Respected 0 1 3
62 Exciting 0 1 3
63 Rewarding 0 1 3
64 Useful 0 1 3
65 Challenging 0 1 3
66 Simple 0 1 3
67 Repetitive* 0 1 3
68 Creative 0 1 3
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69 Dull* 0 1 3
70 Uninteresting* 0 1 3
71 Can see results 0 1 3
72 Uses my abilities 0 1 3
Pay
Think of the pay you get now. How well does each of the following words or phrases describe
your present pay?
73 Income adequate for normal expenses 0 1 3
74 Fair 0 1 3
75 Barely live on income* 0 1 3
76 Bad* 0 1 3
77 Comfortable 0 1 3
78 Less than I deserve* 0 1 3
79 Well paid 0 1 3
80 Enough to live on 0 1 3
81 Underpaid* 0 1 3
Opportunities for Promotion
Think of the opportunities for promotion that you have now. How well does each of the
following words or phrases describe these?
82 Good opportunities for promotion 0 1 3
83 Opportunities somewhat limited* 0 1 3
84 Promotion on ability 0 1 3
85 Dead-end job* 0 1 3
86 Good chance for promotion 0 1 3
87 Very limited* 0 1 3
88 Infrequent promotions* 0 1 3
89 Regular promotions 0 1 3
90 Fairly good chance for promotion 0 1 3
Note* reversed scored items. Thank you for your participation
77
APPENDIX B: Data analysis for Job Satisfaction
No. Facets of job satisfaction No Unsure Yes
People on Your Present Job (co-workers)
Think of the majority of people with whom you work or meet in connection with your work. How
well does each of the following words or phrases describe these people?
1 Stimulating 29.4 33.9 36.7
2 Boring* 52.3 385 9.2
3 Slow* 61.5 38.5 0
4 Helpful 36.7 54.1 9.2
5 Stupid* 51.4 48.6 0
6 Responsible 21 .1 57.8 21.1
7 Likeable 0 56.9 43.1
8 Intelligent 0 46.8 53.2
9 Easy to make enemies* 57.8 42.2 0
10 Rude* 0 55 45
11 Smart 7.3 92.7 0
12 Lazy* 55 36.7 8.3
13 Unpleasant* 52.3 47.7 0
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14 Supportive 0 22 78
15 Active 0 0 100
16 Narrow interests* 0 0 100
17 Frustrating* 14.7 73.4 11 .9
18 Stubborn* 56 41 .3 2.8
Job in General
Think of your job in general. Overall , what is it like most of the time?
19 Pleasant 25.7 74.3 0
20 Bad* 17.4 33 49.5
21 Great 23.9 68.8 7.3
22 Waste of time* 12.8 51.4 35.8
23 Good 21 .1 47.7 31.2
24 Undesirable* 68.8 15.6 15.6
25 Worthwhile 0 60.6 39.4
26 Worse than most* 3.7 43.1 53.2
27 Acceptable 65.1 22 .9 11 .9
28 Superior 0 56 44
29 Better than most 0 55 45
30 Disagreeable* 84.4 15.6 0
31 Makes me content 0 22.9 77.1
79
32 Inadequate* 57.8 42.2 0
33 Excellent 0 32.4 67.6
34 Rotten* 0 48.6 51.4
35 Enjoyable 8.3 26.6 65.1
36 Poor* 23.9 56 20.2
Supervision
Think of the kind of supervision that you get on your job. How well does each of the following
words or phrases describe this?
37 Supportive 8.3 29.4 62.4
38 Hard to please* 52.3 0 47.7
39 Impolite* 16.5 10.1 73.4
40 Praises good work 0 32.1 67.9
41 Tactful 0 58.7 41 .3
42 Influential 74.3 25.7 0
43 Up-to-date 31.2 36.7 32.1
44 Unkind* 15.6 20.2 64.2
45 Has favourites* 10.1 12.8 77.1
46 Tells me where I stand 46.8 0 53.2
47 Annoying* 49.5 0 50.5
48 Stubborn* 37.6 27.5 34.6
49 Know job well 0 21 .1 78.9
I
80
50 Bad* 10.1 20.2 69.7
51 Intelligent 32.1 16.5 51.4
52 Poor planner* 25.7 0 74.3
53 Around when needed 54.1 24.8 21 .1
54 Lazy* 0 65.1 34.9
Work on Present Job
Think of the work you do at the moment. How well does each of the following words or phrases
describe your work?
55 Fascinating 5.5 65.1 29.4
56 Routine* 9.2 5.5 85.3
57 Satisfying 85.3 14.7 0
58 Boring* 0 70.6 29.4
59 Good 22 22 56
60 Gives sense of accomplishment 26.6 20.2 53.2
61 Respected 11 19.3 69.7
62 Exciting 77.1 22.9 0
63 Rewarding 83.5 16.5 0
64 Useful 11 45 44
65 Challenging 32 .1 0 67.9
66 Simple* 47.7 52 .3 0
67 Repetitive* 0 11 .9 88.1
81
68 Creative 49.5 45 5.5
69 Dull* 59.6 40.4 0
70 Uninteresting* 0 20.2 79.8
71 Can see results 10.1 42.2 47.7
72 Uses my abilities 25.7 0 74.3
Pay
Think of the pay you get now. How well does each of the following words or phrases describe
your present pay?
73 Income adequate for normal expenses 61 .5 38.5 0
74 Fair 66.1 33.9 0
75 Barely live on income* 12.8 30.3 56.9
76 Bad* 0 19.3 80.7
77 Comfortable 89 0 11
78 Less than I deserve* 0 16.5 83.5
79 Well paid 87.2 12.8 0
80 Enough to live on 22 10.1 67.9
81 Underpaid* 0 7.3 92.7
Opportunities for Promotion
Think of the opportunities for promotion that you have now. How well does each of the
following words or phrases describe these?
82 Good opportunities for promotion 57.8 38.5 3.7
82