Water quality management staff turnover at the Department of Water Affairs.
MetadataShow full item record
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.
Showing items related by title, author, creator and subject.
The development and evaluation of a community-based programme offering psychosocial support to vulnerable children affected by HIV/AIDS, poverty and violence. Killian, Beverley Janet. (2004)This research programme endeavours to develop, implement and evaluate an effective method of offering psychosocial support to vulnerable children. Vulnerability is defined by trained community members as including children ...
The state of spatial information for land reform in South Africa : a case study of the Amantungwa Land Reform project. Kubheka, Sipho. (2006)Many authors and practitioners involved in rural or local development agree that co-operation and the integration of efforts by the delivery agents is crucial for sustainable development programmes. The delivery of Land ...
The impact of urban expansion and population growth on productivity of forestlands : study area: Rustenburg Local Municipality. Seokwang, Modise. (2007)The survey has been carried out in North West Province within Rustenburg Local Municipality. This is an Urban Forestry research in which six sites including peri-urban, urban, suburban and semi-rural areas were ...