Werksbevrediging en motivering met verwysing na die inligtingstegnologiebedryf : 'n kritiese evaluaring.
- Authors: Geldenhuys, Deon
- Date: 2008-04-22T06:16:58Z
- Subjects: information technology , employee motivation , job satisfaction
- Type: Thesis
- Identifier: uj:8480 , http://hdl.handle.net/10210/263
- Description: Workers who are adequately motivated derive satisfaction from their jobs. Their productivity is enhanced and therefore employees’ job satisfaction deserves serious attention from managers and researchers in various disciplines [DO95]. Human behaviour is complex and the study of motivation searches for answers to perplexing questions that revolve around human nature. Numerous theories of motivation have been developed and those of some of the best-known authors such as Maslow, Herzberg, McGregor, McClelland, Atkinson, Hackman and Oldham, Vroom and Porter and Lawler will be discussed. Possible implications of the application and manifestation of the theories in an information technology environment are also thrashed out, and the potential integration of the existing theories and the relationship between motivation and job satisfaction, are considered. The function of an information technology environment is to provide a professional service to internal as well as external customers and successful companies manage much more than their assets and records. The focus is also on relationships with clients, employees, shareholders, and stakeholders and how well this service will be rendered depends upon the self-motivation of the employees. Job satisfaction within an institution serves as an indicator of morale as well as of a successful operation and findings of motivation and job satisfaction can be very useful to both management and their staff. Many businesses are still structured according to an outdated business model of management style that has become obsolete in an information age. Management must seriously address job satisfaction issues if the company wants to prosper and survive. , Prof. W. Backer
- Full Text:
- Authors: Geldenhuys, Deon
- Date: 2008-04-22T06:16:58Z
- Subjects: information technology , employee motivation , job satisfaction
- Type: Thesis
- Identifier: uj:8480 , http://hdl.handle.net/10210/263
- Description: Workers who are adequately motivated derive satisfaction from their jobs. Their productivity is enhanced and therefore employees’ job satisfaction deserves serious attention from managers and researchers in various disciplines [DO95]. Human behaviour is complex and the study of motivation searches for answers to perplexing questions that revolve around human nature. Numerous theories of motivation have been developed and those of some of the best-known authors such as Maslow, Herzberg, McGregor, McClelland, Atkinson, Hackman and Oldham, Vroom and Porter and Lawler will be discussed. Possible implications of the application and manifestation of the theories in an information technology environment are also thrashed out, and the potential integration of the existing theories and the relationship between motivation and job satisfaction, are considered. The function of an information technology environment is to provide a professional service to internal as well as external customers and successful companies manage much more than their assets and records. The focus is also on relationships with clients, employees, shareholders, and stakeholders and how well this service will be rendered depends upon the self-motivation of the employees. Job satisfaction within an institution serves as an indicator of morale as well as of a successful operation and findings of motivation and job satisfaction can be very useful to both management and their staff. Many businesses are still structured according to an outdated business model of management style that has become obsolete in an information age. Management must seriously address job satisfaction issues if the company wants to prosper and survive. , Prof. W. Backer
- Full Text:
A predictive model of employee commitment in an organisation striving to become world-class.
- Authors: Janse van Rensburg, Karen
- Date: 2007-10-23T09:19:50Z
- Subjects: employee motivation , organizational commitment , Employee Equity Act, 1998 , mentoring in business , employee empowerment
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/381896 , uj:6366 , http://hdl.handle.net/10210/110
- Description: The point of departure of this study is that there is a need to successfully integrate and identify the relationship between employees’ perceptions of employment equity and black economic empowerment, the influence thereof on the various factors associated with employee commitment as well as the role of the mentor and union commitment. Thus, the development of a predictive model becomes an important tool to be used by organisations in future. Literature research The primary objective of the study is to provide research evidence for a predictive model of employee commitment. The secondary objectives focus on outlining the concept of commitment; describing comprehensively the antecedents of employee commitment; describing the relationship between employee commitment and union commitment; describing the perceptions of the Employment Equity Act; describing the perceptions of the Broad-based Black Economic Empowerment Act; and describing the concept of mentorship. Lastly, the role of a mentor as a moderator of organisation commitment, the perceptions of employment equity and the perceptions of black economic empowerment are described. A review of the relevant literature reveals that the construct of organisation commitment as characterised by the relevant literature includes a large number of explanatory and descriptive concepts without an attempt to integrate these concepts and therefore there is a lack of parsimony (Roodt, 1991, 1992). Organisation commitment has not developed in an evolutionary way with regard to meaning and relationships with other commitment concepts (Morrow, 1983). Knoop (1986); Morrow and McElroy (1986); O’Reilly and Chatman (1986); Rabinowitz and Hall (1977) and Roodt (2004) also support this idea. The relevant literature also confirms the lack of the integration of all the variables correlated with commitment and differences in opinion about dual commitment (organisation and union commitment). Employment equity and mentorship research are also fragmented and little research has been conducted on black economic empowerment. This emphasises the need for an integrated predictive model of employee commitment. Empirical research objective The primary objective of the study was to investigate key relationships between variables in the model in order to propose a predictive model of employee commitment. Other objectives were defined as follows: • Determine the interactive relationship between organisation-related commitment (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the interactive relationship between union commitment (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the interactive relationship between the perceptions of employment equity (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the interactive relationship between the perceptions of black economic empowerment (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the relationship between organisation-related commitment and union commitment. • Determine how the relationship between background variables and organisation-related commitment is mediated by the perceptions of employment equity. • Determine how the relationship between background variables and organisation-related commitment is mediated by the perceptions of black economic empowerment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of employment equity and organisation-related commitment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of black economic empowerment and organisation-related commitment. • Determine whether employees with positive perceptions of the mentor’s role are more committed to the organisation. • Determine how the relationship between background variables and union commitment is mediated by the perceptions of employment equity. • Determine how the relationship between background variables and union commitment is mediated by the perceptions of black economic empowerment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of employment equity and union commitment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of black economic empowerment and union commitment. • Determine whether employees with positive perceptions of the mentor’s role are more committed to the union. Participants A primary data set was used. The primary data was obtained from a sample drawn from a large transport organisation. A convenience sample was drawn from a sampling frame of 1 200 employees and yielded 637 completed questionnaires. A response rate of 53% was obtained. Only completed records were used for the data analyses. The respondents were predominantly Afrikaans-speaking, white males, 36 years and older, with 10 years of service or longer, who are married with a standard 10 or higher qualification. The participants were predominantly drawn from the junior officer group and belonged to a union. The majority did not have a mentor. The measuring instrument The Employee Commitment Questionnaire, the data-gathering tool of this study, consists of five questionnaires, namely Organisation-related Commitment, Union Commitment, Perceptions of Employment Equity, Perceptions of Black Economic Empowerment and Perceptions of the Mentor’s Role Questionnaires. The combined total items of the questionnaire consisted of 103 items. The research procedure The primary data set was obtained from a sample drawn from a transport organisation. In order to have an inclusive approach, the researcher used the intranet and sent hard copies of the survey to employees. Participation was voluntary, and confidentiality and anonymity were guaranteed. Statistical analysis The particular statistical procedures used were selected based on their suitability to test the research hypotheses of the study. These procedures include descriptive statistics, factor analyses, analyses of variance and covariance and a General Linear Modelling (GLM). In respect of the factor analyses, a procedure developed by Schepers (1992) was followed. This procedure includes first and second level factor analyses. A General Linear Modelling (GLM) was used to evaluate the predictive model of employee commitment. The Statistical Consultation Service of the Rand Afrikaans University conducted the analyses. All the calculations were done by means of the SPSS Windows program of SPSS International. Conclusions and recommendations An empirical predictive model of organisation-related commitment and union commitment was developed. This model indicates that organisation-related commitment and union commitment are mainly predicted by perceptions of employment equity and perceptions of black economic empowerment. These perceptions have a strong bearing on people’s beliefs, values and needs. This could be a possible reason for the large amount of variance that is explained. The theoretical model proposed initially was amended to reflect the findings. The study has little nomothetic value, as it was limited to a single organisation. Further research needs to be conducted across organisations in similar contexts to establish the external validity of the findings. The findings have some theoretical value as the perceptions of employment equity and the perceptions of black economic empowerment were for the first time included as predictors of employee commitment. Furthermore, a more sophisticated multi-variate General Linear Modelling (GLM) was used for the prediction of employee commitment. Isolating predictors that explain the variance in the criterion provided a parsimonious predictive model. The model also illustrates possible significant interaction effects between the different predictor variables. The model serves as a good point of departure for understanding and explaining employee commitment in a diverse workforce setting where the perceptions of employment equity and the perceptions of black economic empowerment are applied. , Prof. Gert Roodt
- Full Text:
- Authors: Janse van Rensburg, Karen
- Date: 2007-10-23T09:19:50Z
- Subjects: employee motivation , organizational commitment , Employee Equity Act, 1998 , mentoring in business , employee empowerment
- Type: Thesis
- Identifier: http://ujcontent.uj.ac.za8080/10210/381896 , uj:6366 , http://hdl.handle.net/10210/110
- Description: The point of departure of this study is that there is a need to successfully integrate and identify the relationship between employees’ perceptions of employment equity and black economic empowerment, the influence thereof on the various factors associated with employee commitment as well as the role of the mentor and union commitment. Thus, the development of a predictive model becomes an important tool to be used by organisations in future. Literature research The primary objective of the study is to provide research evidence for a predictive model of employee commitment. The secondary objectives focus on outlining the concept of commitment; describing comprehensively the antecedents of employee commitment; describing the relationship between employee commitment and union commitment; describing the perceptions of the Employment Equity Act; describing the perceptions of the Broad-based Black Economic Empowerment Act; and describing the concept of mentorship. Lastly, the role of a mentor as a moderator of organisation commitment, the perceptions of employment equity and the perceptions of black economic empowerment are described. A review of the relevant literature reveals that the construct of organisation commitment as characterised by the relevant literature includes a large number of explanatory and descriptive concepts without an attempt to integrate these concepts and therefore there is a lack of parsimony (Roodt, 1991, 1992). Organisation commitment has not developed in an evolutionary way with regard to meaning and relationships with other commitment concepts (Morrow, 1983). Knoop (1986); Morrow and McElroy (1986); O’Reilly and Chatman (1986); Rabinowitz and Hall (1977) and Roodt (2004) also support this idea. The relevant literature also confirms the lack of the integration of all the variables correlated with commitment and differences in opinion about dual commitment (organisation and union commitment). Employment equity and mentorship research are also fragmented and little research has been conducted on black economic empowerment. This emphasises the need for an integrated predictive model of employee commitment. Empirical research objective The primary objective of the study was to investigate key relationships between variables in the model in order to propose a predictive model of employee commitment. Other objectives were defined as follows: • Determine the interactive relationship between organisation-related commitment (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the interactive relationship between union commitment (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the interactive relationship between the perceptions of employment equity (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the interactive relationship between the perceptions of black economic empowerment (dependent variable) and race, gender, age, tenure, marital status, level of education, home language and job levels (independent variables). • Determine the relationship between organisation-related commitment and union commitment. • Determine how the relationship between background variables and organisation-related commitment is mediated by the perceptions of employment equity. • Determine how the relationship between background variables and organisation-related commitment is mediated by the perceptions of black economic empowerment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of employment equity and organisation-related commitment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of black economic empowerment and organisation-related commitment. • Determine whether employees with positive perceptions of the mentor’s role are more committed to the organisation. • Determine how the relationship between background variables and union commitment is mediated by the perceptions of employment equity. • Determine how the relationship between background variables and union commitment is mediated by the perceptions of black economic empowerment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of employment equity and union commitment. • Determine whether the perceptions of the mentor’s role mediate the relationship between the perceptions of black economic empowerment and union commitment. • Determine whether employees with positive perceptions of the mentor’s role are more committed to the union. Participants A primary data set was used. The primary data was obtained from a sample drawn from a large transport organisation. A convenience sample was drawn from a sampling frame of 1 200 employees and yielded 637 completed questionnaires. A response rate of 53% was obtained. Only completed records were used for the data analyses. The respondents were predominantly Afrikaans-speaking, white males, 36 years and older, with 10 years of service or longer, who are married with a standard 10 or higher qualification. The participants were predominantly drawn from the junior officer group and belonged to a union. The majority did not have a mentor. The measuring instrument The Employee Commitment Questionnaire, the data-gathering tool of this study, consists of five questionnaires, namely Organisation-related Commitment, Union Commitment, Perceptions of Employment Equity, Perceptions of Black Economic Empowerment and Perceptions of the Mentor’s Role Questionnaires. The combined total items of the questionnaire consisted of 103 items. The research procedure The primary data set was obtained from a sample drawn from a transport organisation. In order to have an inclusive approach, the researcher used the intranet and sent hard copies of the survey to employees. Participation was voluntary, and confidentiality and anonymity were guaranteed. Statistical analysis The particular statistical procedures used were selected based on their suitability to test the research hypotheses of the study. These procedures include descriptive statistics, factor analyses, analyses of variance and covariance and a General Linear Modelling (GLM). In respect of the factor analyses, a procedure developed by Schepers (1992) was followed. This procedure includes first and second level factor analyses. A General Linear Modelling (GLM) was used to evaluate the predictive model of employee commitment. The Statistical Consultation Service of the Rand Afrikaans University conducted the analyses. All the calculations were done by means of the SPSS Windows program of SPSS International. Conclusions and recommendations An empirical predictive model of organisation-related commitment and union commitment was developed. This model indicates that organisation-related commitment and union commitment are mainly predicted by perceptions of employment equity and perceptions of black economic empowerment. These perceptions have a strong bearing on people’s beliefs, values and needs. This could be a possible reason for the large amount of variance that is explained. The theoretical model proposed initially was amended to reflect the findings. The study has little nomothetic value, as it was limited to a single organisation. Further research needs to be conducted across organisations in similar contexts to establish the external validity of the findings. The findings have some theoretical value as the perceptions of employment equity and the perceptions of black economic empowerment were for the first time included as predictors of employee commitment. Furthermore, a more sophisticated multi-variate General Linear Modelling (GLM) was used for the prediction of employee commitment. Isolating predictors that explain the variance in the criterion provided a parsimonious predictive model. The model also illustrates possible significant interaction effects between the different predictor variables. The model serves as a good point of departure for understanding and explaining employee commitment in a diverse workforce setting where the perceptions of employment equity and the perceptions of black economic empowerment are applied. , Prof. Gert Roodt
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A comparison of management and financial advisors' perceptions of performance motivators in the long term insurance industry.
- Authors: Oosthuizen, Marius Chris
- Date: 2008-04-24T12:35:31Z
- Subjects: sales management , insurance companies , investment advisors , financial planners , employee motivation , incentive awards , sales personnel
- Type: Thesis
- Identifier: uj:8634 , http://hdl.handle.net/10210/297
- Description: Today’s organisation competes in a fast-moving global marketplace. With technological developments, global communications and demanding customers driving increased competition in most sectors, organisations cannot afford to stand still for long (Holbeche, 2004:32). They exist only when their products and services are sold, and salespeople are usually one of the most important elements of making this happen. Organisations’ fiscal health depends on their ability to drive revenue, but without mastering sales management, revenue can quickly decline. Salespeople need to concentrate on sales, not on responsibilities that pull them in different directions (Bailor, 2004:53). According to Clarke (1998:29), for any company to succeed, the various departments must co-ordinate their efforts and work together. The sales team relies on other departments for support; without sales every other department is worthless. The method of selling has also changed and the days of salespeople carrying briefcases overstuffed with brochures and knocking on every door they can find to drum up interest in their organisations’ products are waning. Today’s professional salespeople co-ordinate the resources of their companies to help solve customers’ problems (Weitz et al, 2004:5). For organisations to succeed in this new environment the right organisational climate is vital to create high performance. This is about making the most of employee talents and accountabilities, and managing performance in ways which unleash, rather than constrain, employee potential (Holbeche, 2004:32). 2 The Long Term Insurance Industry in South Africa had to deal with the changing environment and the introduction of the Financial Advisor Intermediary Service Act of 2002 (FAIS). The traditional principles of successful sales are being challenged in a changing South African insurance industry. Sales managers must rethink their philosophies as the Financial Advisory Intermediary Act (37/2002) regulates the rendering of certain financial advisory and intermediary services to clients and provides for matters incidental thereto. Sales managers can no longer simply motivate financial advisors to achieve targets but should also ensure that all new business is compliant and falls within the new legislation. According to Natenberg (2004:1), sales managers must have a purpose to cope with the added challenges and demands because success comes from purpose. Until a sales manager or financial advisor recognises what needs to be accomplished, there will be a lack of motivation necessary to accomplish anything. Financial advisors burn out easily because they cannot visualise the pot of gold at the end of the rainbow. Everyone wants a driven, highperformance sales team. However, not all sales leaders know how to achieve that. The problem could be motivation. Many sales managers see money as the answer to their motivational problem but money is not everything. For all their commitment to keep salespeople inspired, sales managers would do well to stop and consider the simple things their financial advisors desire. Only then might sales managers be able to craft programmes or work situations in which sales people can thrive (Gilbert, 2003:30). “Too often people let life pass them by. They try hard to achieve something, but when they do, they ask, “Is this all there is to it?” That is because they never 3 take a moment to enjoy how monumental their achievements are. When you accomplish what you set out to do, be proud” (Natenberg, 2004:1). , Prof. Chris Jooste
- Full Text:
- Authors: Oosthuizen, Marius Chris
- Date: 2008-04-24T12:35:31Z
- Subjects: sales management , insurance companies , investment advisors , financial planners , employee motivation , incentive awards , sales personnel
- Type: Thesis
- Identifier: uj:8634 , http://hdl.handle.net/10210/297
- Description: Today’s organisation competes in a fast-moving global marketplace. With technological developments, global communications and demanding customers driving increased competition in most sectors, organisations cannot afford to stand still for long (Holbeche, 2004:32). They exist only when their products and services are sold, and salespeople are usually one of the most important elements of making this happen. Organisations’ fiscal health depends on their ability to drive revenue, but without mastering sales management, revenue can quickly decline. Salespeople need to concentrate on sales, not on responsibilities that pull them in different directions (Bailor, 2004:53). According to Clarke (1998:29), for any company to succeed, the various departments must co-ordinate their efforts and work together. The sales team relies on other departments for support; without sales every other department is worthless. The method of selling has also changed and the days of salespeople carrying briefcases overstuffed with brochures and knocking on every door they can find to drum up interest in their organisations’ products are waning. Today’s professional salespeople co-ordinate the resources of their companies to help solve customers’ problems (Weitz et al, 2004:5). For organisations to succeed in this new environment the right organisational climate is vital to create high performance. This is about making the most of employee talents and accountabilities, and managing performance in ways which unleash, rather than constrain, employee potential (Holbeche, 2004:32). 2 The Long Term Insurance Industry in South Africa had to deal with the changing environment and the introduction of the Financial Advisor Intermediary Service Act of 2002 (FAIS). The traditional principles of successful sales are being challenged in a changing South African insurance industry. Sales managers must rethink their philosophies as the Financial Advisory Intermediary Act (37/2002) regulates the rendering of certain financial advisory and intermediary services to clients and provides for matters incidental thereto. Sales managers can no longer simply motivate financial advisors to achieve targets but should also ensure that all new business is compliant and falls within the new legislation. According to Natenberg (2004:1), sales managers must have a purpose to cope with the added challenges and demands because success comes from purpose. Until a sales manager or financial advisor recognises what needs to be accomplished, there will be a lack of motivation necessary to accomplish anything. Financial advisors burn out easily because they cannot visualise the pot of gold at the end of the rainbow. Everyone wants a driven, highperformance sales team. However, not all sales leaders know how to achieve that. The problem could be motivation. Many sales managers see money as the answer to their motivational problem but money is not everything. For all their commitment to keep salespeople inspired, sales managers would do well to stop and consider the simple things their financial advisors desire. Only then might sales managers be able to craft programmes or work situations in which sales people can thrive (Gilbert, 2003:30). “Too often people let life pass them by. They try hard to achieve something, but when they do, they ask, “Is this all there is to it?” That is because they never 3 take a moment to enjoy how monumental their achievements are. When you accomplish what you set out to do, be proud” (Natenberg, 2004:1). , Prof. Chris Jooste
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The retention of sales consultants in the security industry.
- Authors: Radivoev, Joanita
- Date: 2008-04-24T12:35:49Z
- Subjects: employee retention , sales personnel , private security services , employee motivation , labor turnover , compensation management
- Type: Thesis
- Identifier: uj:6617 , http://hdl.handle.net/10210/300
- Description: Most organisations depend on their sales consultants to generate revenue. Sales consultants across industries normally work for commission, determined by the amount of business they bring in. A group of security companies are currently spending a considerable amount of money and other resources on the recruitment, selection and development of sales consultants. In the past 18 months, 39 sales consultants left the company after being employed on average for no longer than five months. Keeping the above in mind, it was necessary to establish exactly what caused the high turnover rate among sales consultants. By identifying these factors it would be possible for the organisation to eliminate the causes for high employee turnover and work towards promoting factors which would retain the sales consultants. An overview of different motivation theories was considered. Most of the theories consider motivation from a personal need satisfaction perspective, while Herzberg also considers the motivation through restructuring of the work environment. For this reason, Herzberg’s theory was found to be the more appropriate one for this study . Herzberg’s Motivation Hygiene (MH) Theory and other current literature on employee retention were used as a basis to investigate the high turnover rate of sales consultants at a group of security companies. ii The nominal group technique was used to determine whether certain intrinsic and extrinsic factors are influencing the retention of sales consultants. A study of the relevant literature revealed that employee motivation is at the heart of retention. Literature on employee retention state that retention should be seen as a process, which starts even before an employee joins the organisation. Organisations need to focus on scientific recruitment and selection in order to employ the right person for the position. Retention should then be managed by developing employees and by introducing the intrinsic and extrinsic factors as formulated in the Herzberg MH theory. The outcome of such an employee retention process will result in cost savings over a wide spectrum. The literature on retention is summarised in an employee retention model, which was used to make recommendations to the organisation. The findings indicate that various factors such as company policies on remuneration, and administration, remuneration structure, working conditions and job security are playing a role in the retention of the sales consultant. Based on the results of the empirical study, recommendations are made to the organisation in terms of retaining their sales consultants. This includes a commitment to retention from top management, creating attractive sales positions; improve opportunities for training and development and a revised remuneration structure for sales consultants. The problem areas were identified and should be addressed satisfactorily by following the proposed recommendations. , Prof. W. Backer
- Full Text:
- Authors: Radivoev, Joanita
- Date: 2008-04-24T12:35:49Z
- Subjects: employee retention , sales personnel , private security services , employee motivation , labor turnover , compensation management
- Type: Thesis
- Identifier: uj:6617 , http://hdl.handle.net/10210/300
- Description: Most organisations depend on their sales consultants to generate revenue. Sales consultants across industries normally work for commission, determined by the amount of business they bring in. A group of security companies are currently spending a considerable amount of money and other resources on the recruitment, selection and development of sales consultants. In the past 18 months, 39 sales consultants left the company after being employed on average for no longer than five months. Keeping the above in mind, it was necessary to establish exactly what caused the high turnover rate among sales consultants. By identifying these factors it would be possible for the organisation to eliminate the causes for high employee turnover and work towards promoting factors which would retain the sales consultants. An overview of different motivation theories was considered. Most of the theories consider motivation from a personal need satisfaction perspective, while Herzberg also considers the motivation through restructuring of the work environment. For this reason, Herzberg’s theory was found to be the more appropriate one for this study . Herzberg’s Motivation Hygiene (MH) Theory and other current literature on employee retention were used as a basis to investigate the high turnover rate of sales consultants at a group of security companies. ii The nominal group technique was used to determine whether certain intrinsic and extrinsic factors are influencing the retention of sales consultants. A study of the relevant literature revealed that employee motivation is at the heart of retention. Literature on employee retention state that retention should be seen as a process, which starts even before an employee joins the organisation. Organisations need to focus on scientific recruitment and selection in order to employ the right person for the position. Retention should then be managed by developing employees and by introducing the intrinsic and extrinsic factors as formulated in the Herzberg MH theory. The outcome of such an employee retention process will result in cost savings over a wide spectrum. The literature on retention is summarised in an employee retention model, which was used to make recommendations to the organisation. The findings indicate that various factors such as company policies on remuneration, and administration, remuneration structure, working conditions and job security are playing a role in the retention of the sales consultant. Based on the results of the empirical study, recommendations are made to the organisation in terms of retaining their sales consultants. This includes a commitment to retention from top management, creating attractive sales positions; improve opportunities for training and development and a revised remuneration structure for sales consultants. The problem areas were identified and should be addressed satisfactorily by following the proposed recommendations. , Prof. W. Backer
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The impact of motivation on job satisfaction amongst employees of a national broadcaster.
- Authors: Tyilana, Xolani Enoch
- Date: 2008-05-06T10:10:59Z
- Subjects: employee motivation , job satisfaction , broadcasting , television journalists , South African Broadcasting Corporation
- Type: Thesis
- Identifier: uj:6763 , http://hdl.handle.net/10210/316
- Description: The purpose of this study was to investigate the impact of motivation on job satisfaction (dissatisfaction) of journalistic employees employed by the national public broadcaster. The idea was to profile factors causing high motivation and job satisfaction and also to profile those factors that contribute low motivation and dissatisfaction at work. The rationale for the study was simply an observation that some employees seem better adjusted and happy at work and are able to cope well with the demands of the working environment while others are not. Another observation is that management seem not to be aware of what motivates their subordinates and to strategically utilize those motivational tools to maintain high levels of job satisfaction (or at least low levels of job dissatisfaction), high productivity and morale. The target sample was all journalistic staff working in the television and radio news rooms of the national public broadcaster in South Africa. The profile of the respondents included a variety of ages, gender, races, educational backgrounds, different work locations, different marital statuses and managers and non-managers. Data was collected using a questionnaire that was randomly distributed at Head Office in Auckland Park and to all the nine regional offices of the SABC. The major findings of this investigation was that three motivational factors, namely achievement, recognition and work itself cause 88% job satisfaction; while hygiene factors cause 12% job satisfaction. At the same time the research also found that three hygiene factors, namely supervision, company policy and administration and interpersonal relations with supervisors cause 60% job dissatisfaction; while motivational factors, namely achievement and recognition cause 40% job dissatisfaction. These results reflect the work attitudes of employees at the time of this research. The study illustrates that when employees are happy and satisfied in their jobs, their level of motivation is high and they perform at peak all the time. On the other hand, when employees are unhappy and dissatisfied at work, their level of motivation is low and they don’t perform at peak level. The study recommends strategies of how management can utilize achievement, recognition and work itself as a tool to keep employees motivated and satisfied in their jobs. It also recommends ways by which management can eliminate low motivation and job dissatisfaction amongst employees by improving management skills, knowledge and competencies of managers, building relations between managers and subordinates and also improving the quality of internal communication with employees especially on policy and administrative matters. , Prof. Wolhuter Backer
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- Authors: Tyilana, Xolani Enoch
- Date: 2008-05-06T10:10:59Z
- Subjects: employee motivation , job satisfaction , broadcasting , television journalists , South African Broadcasting Corporation
- Type: Thesis
- Identifier: uj:6763 , http://hdl.handle.net/10210/316
- Description: The purpose of this study was to investigate the impact of motivation on job satisfaction (dissatisfaction) of journalistic employees employed by the national public broadcaster. The idea was to profile factors causing high motivation and job satisfaction and also to profile those factors that contribute low motivation and dissatisfaction at work. The rationale for the study was simply an observation that some employees seem better adjusted and happy at work and are able to cope well with the demands of the working environment while others are not. Another observation is that management seem not to be aware of what motivates their subordinates and to strategically utilize those motivational tools to maintain high levels of job satisfaction (or at least low levels of job dissatisfaction), high productivity and morale. The target sample was all journalistic staff working in the television and radio news rooms of the national public broadcaster in South Africa. The profile of the respondents included a variety of ages, gender, races, educational backgrounds, different work locations, different marital statuses and managers and non-managers. Data was collected using a questionnaire that was randomly distributed at Head Office in Auckland Park and to all the nine regional offices of the SABC. The major findings of this investigation was that three motivational factors, namely achievement, recognition and work itself cause 88% job satisfaction; while hygiene factors cause 12% job satisfaction. At the same time the research also found that three hygiene factors, namely supervision, company policy and administration and interpersonal relations with supervisors cause 60% job dissatisfaction; while motivational factors, namely achievement and recognition cause 40% job dissatisfaction. These results reflect the work attitudes of employees at the time of this research. The study illustrates that when employees are happy and satisfied in their jobs, their level of motivation is high and they perform at peak all the time. On the other hand, when employees are unhappy and dissatisfied at work, their level of motivation is low and they don’t perform at peak level. The study recommends strategies of how management can utilize achievement, recognition and work itself as a tool to keep employees motivated and satisfied in their jobs. It also recommends ways by which management can eliminate low motivation and job dissatisfaction amongst employees by improving management skills, knowledge and competencies of managers, building relations between managers and subordinates and also improving the quality of internal communication with employees especially on policy and administrative matters. , Prof. Wolhuter Backer
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