Water quality management staff turnover at the Department of Water Affairs.
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The Department of Water Affairs has experienced major staff voluntary turnover in their Water Quality Management section. The water quality management is regarded as a scarce-occupational class (Resolution No. 8 of 2009); a critical skill in the Department and attracting and retaining staff with experience in water quality management is a key component of determining the present and future success of the water quality management component. The talented water quality management personnel who continue to develop their skills and increase their value to the WQM section, Department and to its stakeholders are the most important resource. Managing these employees must occur within the regulatory framework that governs or guides human resource management in general and specifically within the public sector. The staff turnover has been viewed as a major cause for concern for the management of WQM section and in order to manage it, the management needs to understand its causes. This study looks at the factors that give rise to job satisfaction and also those that may result in staff leaving the section. Questionnaires were distributed to WQM staff members in National office and nine regional offices. A sample of 100 respondents was drawn. The results indicate 5 Principal Components (PC’s) that lead to high staff turnover. PC1 which accounts for 37.9% of the total variation includes high loadings in support from superiors, safety in performing duties outside the office, flexibility in working hours, independence, recognition from management for the staff’s effort and mentorship. PC2 accounts for 8.9% of the total variation. This component illustrates high loading in optimal utilisation of unique skills and abilities of staff members, training/ studying that are required to enhance the skills of staff, having job security and caring from management. PC3 accounts for 8.1% of the total variation where loadings of incentives and occupational scarce skill dispensation are highlighted. PC4 accounts for 6.2% of the total variation. A high loading of legislation as a tool to execute WQM duties and authority that comes with the legislation is observed. PC5 accounts for 5.8% of the total variation and it highlights high loadings in bonuses, appraisals and recognition The results further support the hypotheses that low levels of staff satisfaction result in higher staff turnover. Also, it was proved that there will always be some form of turnover irrespective of job satisfaction or not.
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