Job dissatisfaction,
labour turn-over and lack of
motivation in the work place:
William Goldstone
KZNonSOURCE
16 April 2012
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 1
Table of Contents
Background 2
Problem Statement 2
Aim of Study 3
Objectives of Study 3
Rationale for the Study 3
Limitations of Study 4
Delimitations of Study 4
Literature Review 4
Lack of Motivation 5
Job Dissatisfaction 6
Racial Tension 7
Labour Turnover 9
Research Methodology 10
Study Type 10
Target Population & Details 10
Sample Technique 10
Sampling Type 10
Sample Selection 11
Measuring Instrument 11
Data Collection Method 11
Data Analysis 11
Validity 11
Reliability
Timetable of Research Activities
12
12
Appendices
A - Questionnaires
B – Census Locations
C – Findings of pilot study
D – Contact Details
13
13
16
17
19
Bibliography 20
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 2
BACKGROUND
The purpose of the research is to establish underlying causes for job dissatisfaction, its
resultant implications, if any, on other areas such as motivation and labour turn-over.
The literature studied found that the common factors which indicate levels of job
dissatisfaction sight extrinsic factors; which are related to issues such as supervision pay,
company policies and working conditions, as significant contributors. On the other hand job
satisfaction is characterised by intrinsic factors which include, advancement, recognition,
responsibility and achievement. This, however, does not imply that the opposite of
dissatisfaction is satisfaction and therefore removing dissatisfying characteristics from a job
does not necessarily make the job satisfying. The factors leading to job satisfaction appear
distinct from those leading to job dissatisfaction (Mullins, 1989:34).
The focus group within the study is limited to employees of the eThekwini Municipality
Customer Services Centres. The proposal follows reported high labour turn-over within this
environment and attempts to develop the foundation upon which a closer understanding
can be drawn around the root causes. A pilot study was conducted and the results indicate
high levels of job dissatisfaction (see appendix c). What is also significant from the pilot
study; is a relationship between employee motivation and job satisfaction.
Primary data will be drawn from a select group through the use of census and
questionnaires. It is also intended to establish if there is any relatedness to employee
motivation and job dissatisfaction; and if the combination of the two has a causality effect
on high labour turnover.
PROBLEM STATEMENT
The study is motivated by a high labour turnover within customer services. The underlying
causes are unknown, though it is believed to be associated with employee job
dissatisfaction, coupled by the fact that general employee motivation is believed to be low.
The research seeks to understand the root causes and to suggest possible solutions to
alleviate or overcome the problem.
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 3
AIM OF THE STUDY
The aim of the study is to determine levels of employee job dissatisfaction at the Ethekwini
Municipality’s Customer Services Centres.
OBJECTIVES OF THE STUDY
To assess current job satisfaction levels amongst employees.
o Which levels of employee are affected most?
o Is it senior or junior employees or both?
To analyse employee job satisfaction against employee motivation.
o To determine the extent to which one influences the other?
To determine what factors influence or improve job satisfaction levels
o How does the absence of those factors influence an outcome?
RATIONALE FOR THE STUDY
As a result of constant political challenges as well as the multiple developmental projects,
(coupled by the shortage of staff) undertaken by the municipality; annual objectives are not
being met, with the result that employees under-achieve and it is assumed that these
factors, combined contribute significantly to job dissatisfaction. It is assumed that the impact
of these problems is not only at an individual employee level, but at a group/team and
organization level. From a public perception perspective, it serves an injustice on the image
of the municipality, with public service perception decreased, and a general lack of
confidence in the municipality (Graves, 1972:106). For municipal employees encountered
with this feedback from members of the public, be it formally or informally, the employee’s
inner self-worth is put under the spotlight and frontline municipal employees could be
affected by the constant criticism around the public perception of municipal service.
Whilst it is not confirmed, the proposal seeks to illustrate how the above contributing factors
lead to a lack of motivation; and how it could be assumed to affect quality of work-life and
ultimately public service.
The Benefits of the study are:
o Intelligence gathering to improve job satisfaction, labour
turnover and employee motivation.
o Establish the underlying causes leading to high.
absenteeism, lack of motivation and high labour turnover
o Helps managers understand the factors and processes;
both internal and external that influence job satisfaction.
o Assists in broadening management’s understanding that
motivation impacts job satisfaction
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 4
LIMITATIONS OF STUDY
The time frame required to do the study does not permit for a broad qualitative study to be
done. The size of the sample groups would suggest that the study will be more quantitative
and representative but the possibility of the results being different is high; working on the
assumption that a greater sample would produce a higher variant result overall.
DELIMITATIONS OF THE STUDY
The study is confined to employees of the Ethekwini Municipality’s Customer Services
Centres; this does not include call centre staff performing the same task electronically or
telephonically. The study is restricted to customer facing staff only within the Ethekwini
Municipality area. The targeted or sample group are employees at grade level 7 to grade
level 12. The study will include supervisors or managers.
LITERATURE REVIEW
The subject of Job dissatisfaction is covered in various modern and in some cases
relatively old sources. Some of these sources are dedicated to addressing the underlying
causes of job dissatisfaction. The sources related to job dissatisfaction to which this
proposal will apply; will be analysed with the following key principles in mind:
o Research papers – published and unpublished
o Internet articles and relevant web references
o Interviews with Subject Matter Experts
o Books
The analysis of this material will focus on its contribution to the field of research, the
comprehensiveness of the collated material, the manner of approach and whether the
approach favours a more deductive or inductive research method. Much of what can be
gathered from the material covered is a humorous and almost cynical perspective of this
matter with researchers clear on pointing out that regardless of the outcomes the underlying
causes appear to point in the direction of poor quality of work life, its underlying causes still
rather elusive. The purpose, therefore, is to establish what key underlying causes adversely
impact job satisfaction, whether those factors indeed have a follow-on impact on employee
motivation and ultimately whether it influences labour turn-over.
The article which best addresses job satisfaction within the public sector is “the impact of
motivation on job satisfaction amongst employees of a national broadcaster” sourced from
the internet (Statistics South Africa, 2008). It focuses on the root causes of lack of
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 5
motivation and its impact on job satisfaction. The report further illustrates a relationship
between job satisfaction, productivity and employee morale.
Lack of Motivation
Central to most employee needs is the need to be included in decisions which affect their
work lives (Robbins et al, 2001:63). This is more evident in South Africa because of the
highly politicised employee base. Whilst this practice has matured in parts of Europe, it is
still in its infancy in South Africa. Workplace forums are a great form of ensuring worker
participation which favourably impacts motivation (Fielding, 1997:202). At workplace forums
employees get an opportunity to participate in company challenges, helping to find solutions
together. It also assists to enhance understanding of company policy and encouraging
quality circles to improve quality and to create self-directed work teams. According to
Robbins, et al, (2001:119), “motivation is the direct result of the interaction on the individual
to a situation.”
Some employees may experience racial tension and job dissatisfaction but this does not
necessarily mean that they are not motivated. Some may be motivated and others not.
Maslow’s theory on motivation illustrates this point in that each employee may very well be
at different stages of Maslow’s hierarchy and as such motivated by their own individual
requirements, dependent on what stage of the hierarchy they are at (Burger, 2004:124).
Herzberg’s two factor theory suggests that “an individual’s relation to work is basic and that
ones attitude towards work can very well determine success or failure.” This essentially
means that the municipal employees affected by these conditions can be motivated or not
dependent on their attitude towards their jobs. If they are affected by internal factors, it
poses a greater challenge, however if they are affected by hygiene factors as in the above
example, it could suggest that they may still be motivated if they adopt an attitude which is
not affected by external factors. (Fink, 2003:55).
Herzberg further concludes on the following, that, “intrinsic factors, such as advancement,
recognition, responsibility and achievement seem to be related to job satisfaction”…whilst
job dissatisfaction related more to extrinsic factors, such as supervision, pay, company
policies, and working conditions” (Minarik, 1992:45)
The cognitive evaluation theory on the other hand argues “that when extrinsic rewards are
used by organizations as pay-offs for superior performance, the intrinsic rewards, which are
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 6
derived from individuals doing what they like, are reduced. In other words when extrinsic
rewards are given to someone for performing an interesting task, it causes intrinsic interest
in the task itself to decline.” (Robbins, et al, 2001:156)
McClelland (1975:201), however, argues that people with different needs are motivated
differently. In the case of some employee’s, there may be a higher need for achievement-
these employees should be given challenges that are attainable and they should be
provided with regular feedback to maintain their motivation. Financial reward may only
serve as a motivating factor. It is also an indication of feedback…which assumes that the
higher the reward the greater satisfaction there is. In the case of employees affected by a
high need for affiliation, it’s important to note that this type of employee performs best in an
environment where greater recognition and emphasis is placed on cooperation. Yet in the
case of employees with a higher need for power, McClelland (1975:198) argues that these
employees should be singled out by management and attempts made to provide them with
the opportunity to manage others.
Job dissatisfaction
The municipal employees tasked with driving projects often have two reporting lines i.e.
administrative and political and whilst it is not an official requirement to report to political
office bearers, indications are that employees find themselves reporting to them out of fear
for the repercussions should they refuse to do so. It would generally not be perceived as a
problem if the expected outcome from both these sources was the same, but because it is
sometimes different this is where the conflict lies for the employee. According to Herzberg’s
two-factor theory, hygiene factors (generally external) and motivation (internal) affect
employee performance and job satisfaction (Tsoukas, 1994:66). External political
involvement causes a breakdown in internal communication and reporting lines, therefore
impacting quality of work life (Fielding, 1997:73). Employee annual performance review is
done at an average of 18 month intervals as opposed to the normal 12 month interval
(SALGA Annual Review). The result being that employees are affected by longer periods at
the same grade, they feel un-appreciated and as such the performance recognition
process; whilst intended to appraise and improve performance, has the counter effect of an
adverse impact on employee motivation. (Tylana, 1994:220)
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 7
A critical assessment of the Hackman and Oldham job characteristics model viz:
o task identity – providing a clear job description,
o task significance – creating clarity around the importance and status of the job,
o skills variety – complex skills,
o task autonomy – where decisions related to the job can be made by the job
incumbent within reason or limit and
o feedback – a review used for constant improvement and analysis.
Employees are also motivated (according to Maslow’s hierarchy) by their realization of their
individual needs, whilst meeting their personal aspirations and ambitions.
Accordingly, Skinner’s Re-enforcement theory suggests that motivation is an aspect of
communication (feedback) - this is highlighted as being necessary at intervals where there
is a requirement to shape the behaviour of individuals within an organization (Robbins, et
al, 2001:188).
Fielding (1997:34) asserts, “Factors that influence individual behaviour and motivation
include amongst others, personality, culture, values, career opportunities, security and work
conditions.
The Ohio state study (Maylor & Blackmon, 2005:133) highlights the differences between
two leadership roles as perceived by employees. In the above example part of the solution
would be to implement the initiating structure approach which would help to categorise roles
and responsibilities in an attempt to achieve goal attainment. It is suspected that the
absence of creative methods at improving satisfaction contributes to job dissatisfaction.
Racial Tension
The proposal will examine current perception towards Employment Equity. Though its
intention is just, the perception is that it has been applied inconsistently with one race group
taking priority over others (Chapman, 2002:202). The results of previous studies from
African employees seems to suggest that there is and has been little change in the
municipality’s HR systems to support their ambition (Maslow’s hierarchy and Herzberg’s
two-factor theory), whilst it is believed that Asian employees have enjoyed rapid
advancement as a result of their privileged education status during the tri-cameral system
(Burger, 2004:112).
Asian employees make up the bulk of the leadership of the municipality, far exceeding any
population demographic. This has made it a priority (Davis, 2005:26) for the municipality to
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 8
recruit and retain African employees. Because of the shortage of African skill; job
satisfaction becomes a critical issue to ensure that Africans are retained to long-term
employment. Salaries for African employees tend to be marginally higher (in terms of
Vroom’s expectancy theory, money can be used as a motivator) than those to employees of
other race groups occupying similar positions (Van der Berg, Louw and du Toit, 2007:199).
This is done in an attempt to retain African talent (Albano, 1994:25). This however does not
take into account the recruitment and HR procedures which has resulted in the problem and
therefore points a solution more to an exaggerated salary of one race group, whilst
maintaining the status quo (Babbie, 2001:133). The result is a lack of trust on the part of
management and a similar situation on the part of employees operating at the same level.
This seems to suggest a direct impact on motivation levels within the organization and
ultimately a lack of motivation at an individual level. According to Adams Equity theory,
equity plays a major role in employee motivation (Robbins, et al, 2001:248). Equity refers to
equal treatment in as much as it refers to equal pay for people of the same qualification and
experience. The findings of a previous study therefore suggest that the targeted employee
group perception is that the municipality’s initial employment practice of employing more
Asians (internal inequity) above any other group, led to the problem where unequal pay
across similar jobs with similar qualifications is being experienced (Babbie, 2001:188).
House and Locke’s goal-path theory could be employed to rectify perceptions where
emphasis could be placed on rectifying perceptions, and using the attainment of goals as a
motivator (Graves, 1972:187).
Alderfers ERG theory on the other hand emphasizes a collective approach to managing
more than one specific need at a time, unlike Maslow’s hierarchy which dictates a more
structured and rigid approach to achieving motivation. In the example provided above; one
could very well argue that the ERG theory (Minarik, 1992:145) would be most appropriate in
that it addresses multiple issues at the same time and not necessarily prioritized in a
particular order…therefore; for example; the municipality could assist employees to reach
and attain other needs such as improved working conditions without necessarily
implementing a remuneration hike (Graves, 1972:103).
It is of significance to enhance cross-organisational and cultural understanding. Considering
McGregor’s X&Y theory, it would be important to understand management perception of the
challenges within the municipality, considering aspects of race, religion etc…these could
very well complicate further the question of racial tolerance (Maylor & Blackmon, 2005:120).
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 9
In conclusion, the proposal seeks to clarify the perception of the target group employees,
viz. if management perceived the employees to be hardworking (Graves, 1972:112), it
could very well lead to more incentives and greater rewards, yet on the contrary if they were
considered theory x, (Maylor & Blackmon, 2005:133) those employees could very well be in
line for disciplinary measures even though they believe they literally function in the absence
of true management and leadership (McClelland, 1975:223).
Labour Turnover
The challenges of job satisfaction, poor leadership and racial tension continue to plague the
municipality. Attempts at managing staff numbers and retention exercises form an integral
part of the leadership debate. Skilled, mature employees often find the change in culture
and the change on an operational level quite demanding. This is made worse by the on-
going need to conduct on-the-job training for younger employees. Because these generally
tend to be white employees; there’s reluctance on their part to participate and reluctance on
the part of those being trained to participate and co-operate with each other (Bhorat,
2003:34). This generally leads to a high attrition with employees not meeting contractual
requirements in some instances. Many of these employees feel abandoned by the changes
and as a result demotivated and ultimately leave the employ of the municipality.
The findings further support the theory that these employees are often very skilled and
experienced and that their departure poses a serious capacity problem, such that public
service is affected. In attempting to rectify this problem, McClelland’s theory emphasizing
achievement, power and affiliation is most relevant. This theory emphasizes the importance
of recognizing the group make-up to realize the form of motivation used to improve
performance. In this case it may very well be easier to assume and accept that since it
concerns largely skilled employees, using the Vroom’s Expectancy theory, using money as
a motivator, may not serve the purpose of retention and ultimately control attrition. What’s
also proven successful is variable pay programmes where emphasis is placed on good
bonuses and profit share systems. The proposal seeks to understand what factors support
the thought that a “skill-based pay / competency–based pay” or goal setting theory could be
applied. The only limitation of the goal setting theory is that it does not address turnover or
absenteeism; it merely motivates employees to achieve a specific target (Minarik,
1992:112).
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 10
RESEARCH METHODOLOGY
Study Type
Field Study using elements of Quantitative techniques.
Target Population and details
The eThekwini Municipality employs 18000 people (SALGA annual review, 2010), and has
15 customer facing units employing 852 people, however for the purpose of this research,
stratified sampling by geographic area will be used to identify which of the 18000
employees are to be used in the research. The details of the target population are below;
A total population of 120 (Research Methodology study guide, 2012:92) randomly selected
employees of the eThekwini Municipality will partake in the study through survey
questionnaires. These employees will be equally divided between North, South, East and
West boundaries of the municipality, meaning, 30 employees randomly selected from each
of the 4 municipal areas. From these, only task grade level 7 to 12 will be selected. The
sample frame to be used to reach the respondents will be a computerized database of all
municipal employees through GroupWise.
Sampling Technique
There are pros and cons to both qualitative and quantitative research; however, for the
purposes of this research; one will use quantitative research and sampling techniques.
According to Neuman, (2006:67) sampling is a process of selecting a representative part of
a population in order to estimate the organization’s performance, without collecting data for
its entire population. Using a statistically valid sample, an organization can measure its
performance in an effective and efficient manner. Sampling is a particularly useful
technique for performance measures that require primary data collection from a source
such as the medical record. Throughout this research, quantitative research will be
maintained through the use of surveys and questionnaires. (Walliman, 2001:77).
Sampling Type
Seeing that the nature of this research is quantitative, probability sampling methods will be
used to obtain information (Krejcie, Morgan and Daryle 1970:102). Stratified sampling will be
used to narrow down the 18000 employees to geographical areas, compromising of the
North, South, East and West boundaries of eThekwini Municipality. A brief census will be
conducted.
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 11
Sample Selection
Once the 4 regions are identified, 30 employees from each of the customer services
centers in this region will be selected through systematic sampling (Wellman, et al,
2005:56). The survey will be e-mailed to the respondents. To avoid human bias, every 10th
name will be selected from the database; from each region; to arrive at a total sample of 30
names (Wellman, et al, 2005:76).
Measuring Instrument
– Systematic sampling through carefully formulated questionnaires (Walliman,
2001:223). Content is informed by the literature review.
Data Collection Method
For data collection the direct sourcing method will be used.
– Electronic questionnaires will be sent out to a target group of 120 randomly
selected employees
The method applies a field approach as it is developed from a sample group of willing
participants. The study itself will be descriptive in nature concentrating purely on factual
information related to matters impacting job dissatisfaction, labour turn-over and employee
motivation (Boje & Gephart, 2004:202).
Data Analysis
The data will be analysed using the SPSS statistical package (Version 16) and the
necessary statistical tests will be conducted.
The data obtained through the above methods would be quantitatively (through surveys
and questionnaires) assessed. (Fink, 2003:304). Various interpretation modes through
graphs, multi-dimensional scaling, conjoint analysis and multiple regression techniques
which assist with ease of interpretation will be used.
Validity
The validity of the findings in the study will be confirmed by the fact that respondents
participate willingly and therefore there is little doubt to suggest that the study will not be
factual and robust (Burger, 2004:45). Face validity of the measuring instrument will be
addressed by scrutiny through an independent academic practitioner or specialist in the
field or research. (Neuman, 2006:202).
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 12
Reliability
Reliability will be assessed using construct Cronpach Alpha. (Fink, 2003:107).
Timetable or research activities
Literature review – End October 2012 Field work – End November 2012 Data analysis – End December 2012 Report writing - End January 2013 Finalisation of proposal – End February 2013
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 13
APPENDIX A: QUESTIONAIRES
Employee Satisfaction Survey The aim of the study is to determine levels of employee job satisfaction at the eThekwini Municipality’s
Customer Services Centres. In order to provide management with an analysis of what the underlying problems
are, we require your input. Kindly assist by completing this questionnaire. The results of the questionnaire will
be shared with those wiling to receive it.
On a scale of 1 to 5, 1 indicating that you strongly agree, 5 indicating that you strongly disagree, please
answer the questions below by ticking the appropriate box.
Job Satisfaction 1. I look forward to being at work every morning.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
2. My personal values fit in with the organisational values.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
3. I am satisfied with the compensation I receive at work, monetary or otherwise.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
4. There is adequate professional development for me at work.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
5. I have a good relationship with my manager.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 14
6. I have a good relationship with my co-workers.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
7. There is career advancement in my current job.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
Leadership
8. You are clear about your units’ vision and objectives.
Strongly Agree Neither agree nor
disagree
Disagree Strongly Disagree
1 2 3 4 5
9. You are confident in your leadership team.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
10. Quality is a top priority within customer services.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
11. Your manager reviews your performance and progress regularly.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 15
Staff Turnover
12. I have job security.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
13. I am satisfied with the value that I add to my employment unit.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
14. I am motivated.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
15. I am provided with adequate training to perform my duties.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
16. I would recommend municipality employment to a friend.
Strongly Agree
Neither agree nor
disagree
Disagree
Strongly Disagree
1 2 3 4 5
Thank you for taking the time to complete this questionnaire. Please indicate if you would like to
receive a copy of the results of the survey/research report.
Name:
Email address:
Yes No
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 16
APPENDIX B: LOCATIONS WHERE SURVEYS WILL BE DIRECTED
1. Northern Region Customer Service Centre
313 Mahatma Ghandi Drive
Veralum
Tel: +27 (0)32 789 3765
Fax: +27 (0)32 404 7989
2. Southern Region Customer Service Centre
Andrew Zondo Lane
Amanzimtoti
Tel: +27 (0)31 902 4576
Fax: +27 (0)31 623 4658
3. Eastern Region Customer Service Centre
Solomon Mahlangu Avenue
Pinelands
Tel: +27 (0)31 405 2164
Fax: +27 (0)31 203 4897
4. Western Region Customer Service Centre
Harry Gwala Road
Pinetown
Tel: +27 (0)31 7896754
Fax: +27 (0)31 309 8324
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 17
APPENDIX C: FINDINGS OF PILOT STUDY
The findings of the pilot study are as follows:
o Current job dissatisfaction levels are high.
o There is a relationship between the number of employees affected by job
dissatisfaction and the number of employees affected by motivation.
o The most significant factors which influence the sample group dissatisfaction levels
are no workplace forums, city managers don’t care and decision making.
In conclusion, one suggests -
A corrective plan, in consultation with workgroups / sample groups be agreed to and
implemented. These should be implemented over a period of 3years and regular half-
yearly monitoring could be done.
It is recommended that a comprehensive study of the environment be undertaken to
ascertain the accuracy of the results of the pilot study.
Summary points
o Study results show that 72% of the respondents are dissatisfied in their jobs. Assuming that a
greater sample was taken indications are that this figure would be slightly lower if measured
across other departments.
o Study results show that 63% of the respondents lack motivation. These are affected by lack of
participation in decision-making, the perception that City leaders don’t care and non-existent
work-place forums.
o Study results indicate that 60% of the respondents are affected by racial tension. These are
influenced by negative perceptions of African employees towards Indian employees.
o The aggregate impact on turnover is at least 70% according to the results generated from
respondents.
o The results show a close relationship between the employees dissatisfied and the number of
employees who lack motivation.
o The study also shows that the difference between the percentage of dissatisfied employees and
attrition / labour turn-over is 2%.
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 18
0
10
20
30
40
50
60
70
80
90
100
%
Decision
making
No Forums Perfomance
feedback
Racial
Intolerance
City leaders
don’t care
Reasons for lack of motivation
Results from surveys indicating lack of motivation
North
South
East
West
Fig1: Reasons for lack of motivation
Fig2: Reasons for Dissatisfaction
0
10
20
30
40
50
60
70
80
90
%
Multiple projects Messages Managers unaware
Reasons for Job Dissatisfaction
Results from surveys indicating Job Dissatisfaction
North
South
East
West
Fig3: Graph indicating the number of dissatisfied employees per region
85
55
75 69
0
20
40
60
80
100
%
Staff
No. of Staff Dissatisfied per Region
North
South
East
West
This graphs indicates that based on the surveys sent out, there is an average of 71% of the employees that are not
satisfied in their jobs.
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 19
APPENDIX D: CONTACT DETAILS
This proposal report is produced for EThekwini Municipality by KZNonSOURCE
For further information please contact:
KZNonSOURCE
William Goldstone
Chief Executive Officer
Tel: 27 (0)83 3011 784
Fax: 27 (0)31 3049903
E-mail: [email protected]
BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 20
BIBLIOGRAPHY
Albano, C (1994). Transactional Analysis on the Job. London: Amacom
Babbie, E (2001). The Practice of Social Research. (9th Edition). Belmont: Wadsworth/Thomson
Learning
Bhorat, H. (2003). Labour Market Challenges in the Post Apartheid South Africa. Mimeo, Cape
Town: Development Policy Research Unit, University of Cape Town
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