Thesis (M.S. in Management)--Naval Postgraduate School, December 1997. / Thesis advisor(s):Terasawa, Katsuaki. "December 1997." Includes bibliographical references (p. 37-38). Also available online.

Thesis (M.S. in Management)--Naval Postgraduate School, March 1998. / "March 1998." Thesis advisor(s): Crawford, Alice ; Ulozas, Benard. Includes bibliographical references (p. 91-93). Also available online.

Thesis (M.S. in Operations Research)--Naval Postgraduate School, June 1998. / Thesis advisor(s): Buttrey, Samuel E. "June 1998." Includes bibliographical references (p. 55). Also available online.

Thesis (M.S. in information Technology Management)--Naval Postgraduate School, September 1998. / "September 1998." Thesis advisor(s): Sridhar, Suresh ; Nissen, Mark E. Includes bibliographical references (p. 241-242). Also available online.

Thesis (M.S. in Management)--Naval Postgraduate School, June 1999. / "June 1999". Includes bibliographical references (p. 93). Also available online.

Thesis (M.S. in Management)--Naval Postgraduate School, December 1990. / Thesis Advisor(s): Eitelberg, Mark J. Second Reader: Mehay, Stephen. "December 1990." Description based on title screen as viewed on April 2, 2010. DTIC Identifier(s): Military Forces (United States), Recruits, Quality, Project 100000, Disadvantaged Youth, Manpower. Author(s) subject terms: Recruiting Disadvantaged Youth, Recruiting AFQT Category IV. Includes bibliographical references (p. 103-105). Also available in print.

Thesis (MBA (Business Management))--University of Stellenbosch, 2009. / ENGLISH ABSTRACT: This report investigates and evaluates the attrition rate and retention strategy employed by the South African Navy. The report also identifies gaps and makes recommendations for improvements, namely to decelerate the attrition rate and maintain a sustainable human resource component readily available to fulfil the South African Navy’s core business. It evaluates retention policies and the associated reasons for the rate of attrition. It also evaluates the success of the strategy employed by the South African Navy to attain and retain the required skills in order to contribute to the South African Navy’s sustained capability to serve South Africa. The literature review discusses the theoretical basis of the retention strategies and factors influencing the attrition rate of the South African Navy, the Department of Defence, the United States Navy, the Swiss Army and the Asian region. This has been done in order to establish a trend and find working solutions that will provide the underpinning for the recommendations proposed to decelerate the attrition rate in the South African Navy. The methodology for this study entails the use of qualitative methods – a questionnaire in this case – to collect data to obtain information on the reasons for the attrition rate. The information will also be used to reflect on the experience of the identified set of personnel who has exited the South African Navy between 1 January 2007 and 30 June 2008. The exited personnel members of the South African Navy, who form the basis of the sample for the study, had to complete a structured questionnaire. The data collection method also helped to identify specific social behaviour patterns or attitudes among staff members. This information is useful to provide insight into the main reasons for the attrition rate experienced by the South African Navy. The findings indicate that the majority of members who resigned from the South African Navy did so for higher salaries. This further indicates that the South African Navy’s salaries are not sufficiently competitive to retain members because private-sector salaries are much higher. An overwhelming number also indicated that the morale in the South African Navy is not good. This shows that members’ morale, which is a priority area in most organisations, is not at a desired level. This certainly contributes to the rate of attrition in the South African Navy. The majority of members feel that they did not receive appropriate support to enable them to do their work in the South African Navy. This indicates that no individual support or support mechanisms are present in the South African Navy. This contributes to the individual not performing at levels that would benefit the South African Navy. The lack of support leads to unhappy employees, and this adds to the reasons why members choose to resign from the South African Navy. The majority of members feel the Divisional System does not work the way it is supposed to work. The relationship between the divisional officer or line manager and the member is important for the South African Navy because this relationship forms the backbone of an efficient and effective South African Navy. It would appear that this area requires urgent attention to ensure the South African Navy maintains its operational capability. Recommendations for improvements include a change in leadership culture. The South African Navy must note that retention strategies that focus on financial incentives for the target groups, although an effective short-term solution, must consider the following in order to help reduce the attrition rate: • A change in the leadership culture. • The establishment of an Employee Morale and Well-being Division. The study highlights the challenges posed by the retention strategies and provides detailed research on the reasons for the attrition rate. The South African Navy’s leadership will find it difficult to compete with the private sector. However, the research findings have led to the following recommendations to retain staff in the South African Navy: the improvement of the leadership culture, greater care, and well-being programmes that focus on the commitment of members of the South African Navy. / AFRIKAANSE OPSOMMING: Hierdie verslag ondersoek en evalueer die natuurlike afnamekoers en retensiestrategie wat die Suid-Afrikaanse Vloot volg. Die verslag doen ook aanbevelings ten opsigte van verbeterings, naamlik om die natuurlike afnamekoers te verlangsaam en ’n volhoubare menslike hulpbronkomponent in stand te hou wat geredelik beskikbaar is om in die behoeftes die Suid-Afrikaanse Vloot se kernbesigheid te voorsien. Die verslag evalueer retensiebeleid en die verwante redes vir die natuurlike afnamekoers. Dit evalueer ook die sukses van die strategie wat die Suid-Afrikaanse Vloot volg om die nodige vaardighede te vind en te behou om te kan bydra tot die Vloot se volgehoue vermoë om Suid-Afrika te dien. Die literatuuroorsig bespreek die teoretiese grondslag van die retensiestrategieë en faktore wat die natuurlike afnamekoers in die volgende beïnvloed: die Suid-Afrikaanse Vloot, die VSA se vloot, die Switserse weermag en die Asiatiese streek. Dit word gedoen om ’n tendens te bepaal en werkbare oplossings te vind wat die onderbou van die aanbevelings kan vorm wat gedoen word om die natuurlike afnamekoers in die Suid-Afrikaanse Vloot te verlangsaam. Die metodologie vir hierdie studie behels die gebruik van kwalitatiewe metodes – ’n vraelys in hierdie geval – om data in te samel en om inligting te bekom oor die redes vir die natuurlike afnamekoers. Die inligting word ook gebruik om te besin oor die ervaring van ’n geïdentifiseerde groep personeellede wat tussen 1 Januarie 2007 en 30 Junie 2008 die Suid-Afrikaanse Vloot verlaat het. Die personeellede wat die Suid-Afrikaanse Vloot verlaat het, vorm die grondslag van die steekproef vir hierdie studie. Hulle moes almal ’n gestruktureerde vraelys invul. Die data-insamelingsmetode het ook gehelp om spesifieke sosiale gedragspatrone of houdings by personeellede te identifiseer. Hierdie inligting is ook gebruik om insig te verkry in die vernaamste redes vir die natuurlike afnamekoers wat deur die Suid-Afrikaanse Vloot ervaar word. Die bevindinge toon aan dat die meerderheid lede wat uit die Suid-Afrikaanse Vloot bedank het dit vir hoër salarisse gedoen het. Dit toon ook aan dat die Suid-Afrikaanse Vloot se salarisse nie mededingend genoeg is om lede te behou nie omdat salarisse in die private sektor heelwat hoër is. ’n Oorweldigende aantal mense het ook aangedui dat die moraal in die Suid-Afrikaanse Vloot nie na wense is nie. Dit toon dat lede se moraal, wat in die meeste organisasies 'n prioriteit is, nie op ’n verlangde vlak is nie. Dit dra gewis by tot die natuurlike afnamekoers in die Suid-Afrikaanse Vloot. Die meerderheid lede voel dat hulle nie toepaslike ondersteuning ontvang sodat hulle hul werk in die Suid-Afrikaanse Vloot behoorlik kan doen nie. Dit dui daarop dat geen individuele ondersteuning of ondersteuningsmeganismes in die Suid-Afrikaanse Vloot teenwoordig is nie. Dit dra daartoe by dat individue nie presteer op vlakke wat die Suid-Afrikaanse Vloot tot voordeel strek nie. Die gebrek aan ondersteuning lei tot ongelukkige werknemers, en dit is een van die redes waarom lede uit die Suid-Afrikaanse Vloot bedank. Die meerderheid lede voel dat die Afdelingstelsel nie werk soos dit veronderstel is om te doen nie. Die verhouding tussen die Afdelingsoffisier of lynbestuurder en die lid is belangrik vir die Suid-Afrikaanse Vloot omdat hierdie verhouding die ruggraat van ’n doeltreffende en doelmatige Suid-Afrikaanse Vloot vorm. Dringende aandag moet hieraan geskenk word om te verseker dat die Suid-Afrikaanse Vloot sy bedryfsbevoegdheid behou. Aanbevelings vir verbeterings sluit ’n verandering in die leierskapkultuur in. Die Suid-Afrikaanse Vloot moet daarop let dat retensiestrategieë wat op finansiële aansporings vir teikengroepe gegrond is bloot ’n doeltreffende korttermynoplossing bied. Hulle moet egter ook die volgende in ag neem om die natuurlike afnamekoers te help verminder: • ’n Verandering in die leierskapkultuur. • Die vestiging van ’n afdeling vir werknemer-moraal en -welsyn. Die studie verken ook die uitdagings wat die retensiestrategieë bied en vors die redes vir die natuurlike afnamekoers deeglik na. Die Suid-Afrikaanse Vloot se leierskap sal dit moeilik vind om in die private sektor mee te ding. Die navorsingsbevindinge lei egter tot die volgende aanbevelings om personeel in die Suid-Afrikaanse Vloot te behou: die verbetering van die leierskapkultuur, groter sorg, en welstandprogramme wat op die toewyding van lede van die Suid-Afrikaanse Vloot gerig is.