Text in Afrikaans / In hierdie studie is gepoog om insig in die beroepsmobiliteit van maatskaplike werkers te verkry. Om dit te kon bereik, is eerstens 'n uitgebreide literatuurstudie onderneem en is die aard van beroepsmobiliteit, faktore wat 'n invloed op die beroepsmobiliteit van maatskaplike werkers kan he en die gevolge daarvan op maatskaplikewerkdienslewering, die maatskaplike werker en die maatskaplikewerkorganisasie verken en beskryf. Tweedens is 'n empiriese studie onderneem en is inligting oor die navorsingsonderwerp deur middel van posvraelyste as data-insamelingsinstrument by maatskaplike werkers en maatskaplikewerkorganisasies verkry. Die empiriese studie het aangedui dat maatskaplike werkers meestal aan onrealisties hoe roleise in die werksituasie en hul persoonlike lewens blootgestel is en dat die omgewings waarin hul figureer, soos die werksomgewing en persoonlike omgewings, dikwels as onvriendelik beleef word en dat dit 'n stabiele arbeidsmag verhinder. Faktore wat met die werksomstandighede van maatskaplike werkers verband hou, dra by tot die beroepsmobiliteit van maatskaplike werkers, sowel as faktore wat met persoonlike omstandighede verband hou, terwyl oorplasings en bevorderings ook 'n rol in die werksomset van maatskaplike werkers speel. Interaksie en wedersydse beinvloeding tussen die verskillende faktore vind voortdurend plaas. Daar is tot die gevolgtrekking gekom dat die maatskaplike werker, deur beroepsmobiel te wees, poog om 'n passing tussen roldruk en omgewingsdruk te bewerkstellig. Met betrekking tot die gevolge van die werksomset van maatskaplike werkers, is bevind dat maatskaplikewerkdienslewering, die maatskaplike werker en die maatskaplikewerkorganisasie positief en negatief beinvloed word wanneer maatskaplike werkers van werk verwissel of ophou om beroepsarbeid te verrig. Tendense kon deur die ondersoek vasgestel word en dit kan hydra tot die ontwikkeling van 'n teorie oor die beroepsmobiliteit van maatskaplike werkers. Aanbevelings is gemaak ten einde die beroepsmobiliteit van maatskaplike werkers te verminder en/of te voorkom / This study attempts to gain insight into the occupational mobility of social workers. In order to achieve this, an· extensive literature study was undertaken and the nature of occupational mobility, factors that could affect the occupational mobility of social workers and the consequences thereof on the delivery of social work, the social worker and the social work organisation were explored and described. Secondly, an empirical study was undertaken and information on the research topic was obtained from social workers and social work organisations through postal questionnaires as data gathering instruments. The empirical study indicated that social workers are mostly exposed to unrealistically high role demands in the work situation and in their personal lives and that the environments in which they figure, such as the work and personal environments, are often experienced as unfriendly and that these hinder a stable labour force. Factors related to the working conditions as well as to the personal situations of social workers contribute to the occupational mobility of social workers while transfers and promotions also play a part in the work turnover of social workers. Interaction and mutual influencing between the various factors take place constantly. It is concluded that occupational mobility is the result of the social workers' efforts to bring about a harmony between role and environmental pressures. With regard to the work turnover of social workers, it was found that the delivery of social work service, the social worker and the social work organisation are affected positively and negatively when social workers change jobs or cease to perform professional work. The study was able to pinpoint trends and this can contribute to the development of a theory on the occupational mobility of social workers. Recommendations were made to reduce and/or prevent the occupational mobility of social workers / Social Work / D. Phil. (Maatskaplike Werk)

This study investigates the impact of motivations, personal values and managerial skills of managers on the performance of Small and medium enterprises (SMEs) in South Africa. The failure rate of SMEs in South Africa is very high and it is of great importance to investigate the factors that can impact on the performance of SMEs. Financial and non-financial methods were used to measure SMEs performance. Data was collected through self-administered questionnaires. Exploratory factor analysis was used to improve the research problems and enhance the validity of the research. Data analysis for this study includes descriptive statistics, Pearson correlation and regression analysis. Reliability was tested using the Cronbach‟s Alpha while validity was ensured by using a statistician and by pre-testing the research instrument in a pilot study.

Skills development is one of the major challenges faced by South Africans, with more than 60 percent of the labour force being unskilled. This affects many industries around the country as are they forced to employ unskilled employees a development which has a negative bearing on the quality of products having a negative bearing on the quality of products. The Plastic Manufacturing Industry in the Eastern Cape Province is a prime example of firms that are affected by the short supply of skilled personnel on the labour market. Required skills range from business skills that are essential for the operating of a business, to technical skills that are essential for the employees who are involved in the production of goods and services. Training in skills has been proven to be a key to success. The primary objective of this study was to undertake an analysis concerning the significance of business skills and training needs for business success. Secondary objectives were to determine whether training in business skills as well as technical skills for the employees, could bring on success to the business. The study further went on to investigate the importance of training programmes for businesses. Research methodology included literature review and an empirical study, making use of the survey method through self-administered questionnaires. The statistical analyses included descriptive statistics, frequencies, Chi-square tests and linear regression and ANOVA. The Cronbach’s alpha was used to measure reliability of the research results. The research findings established that training in business skills and related types of skills was essential for the success of a business. The findings further showed that, due to training, there was improvement in sales, annual turnover, and product quality and employee skills. Recommendations included advice to invest in human capital through training which then should improve the quality of products. Further studies in other regions other than the Eastern Cape Province were recommended.

This study investigated the impact of intrinsic motivation and job involvement, with employee retention acting as a mediating variable. As most organisations want to retain their best employees and sustain their organisational performance, this study strives to add to the body of knowledge on motivation, job involvement and employee retention, with specific reference to selected departments within the Eastern Cape Provincial Government in the South African context. Intrinsic motivation and job involvement were used as the independent variables. Employee retention is the dependent variable, which was measured using the cumulative Michigan Organisational Assessment Two-item Questionnaire (Camman, Fichman & Klesh, 1979) and a third assessment item from Landau & Hammer (1986). A quantitative relational design was employed to investigate the degree to which intrinsic motivation and job involvement predict an employee’s intention to quit their job. The data were collected through a self administered questionnaire from a convenience sample of 160 employees within the selected government departments in the study. The empirical results obtained from the data; using the Pearson correlation coefficients, indicated significant relationships between intrinsic motivation, job involvement and employee retention. Evidence was further found that employees’ intrinsic motivation and job involvement influenced the extent of employees’ intention to quit. Furthermore, a multiple regression analysis of the data indicated that intrinsic motivation is the strongest predictor of employee retention, followed by job involvement.

The participation of communities and community organizations in Municipal governance is set in terms of the law as a mechanism to deepen democracy. Municipalities are required to develop a culture of governance that complements representative democracy with community participation. However the participation of communities in local governance has not translated to the strengthening of governance and the deepening of democracy as municipalities have not done enough to involve communities in municipal affaires. Lack of human resources, and financial capacity have been cited as some of the reasons that beset municipalities and undermine citizen participation. Municipalities have taken steps to encourage community participation and these include establishment of structures to enable participation, however without the guidance and financial support of the municipalities these structures are not able to perform their functions. In spite of all the efforts made by municipalities to encourage participation, a culture of community participation has not yet taken root in local government. While the legislative framework provides for communities to participate, practice shows that the implementation of legislation is complex and requires dedicated capacities within the councils to be effective. This can be achieved when municipalities develop their own community participation policies which address their special circumstances, which must be reviewed on a regular basis. Unless communities are empowered with knowledge on the available participation mechanisms, the dream of a culture of participation will remain just that, a dream. Thus civic education coupled with capacity building of officials will assist in ensuring the development of a culture of participation. Council must also develop mechanisms to evaluate the effectiveness of community participation processes and procedures, to avoid a one size fits all approach. It is imperative that councils as the legislative arm of municipalities must lead the process and not leave everything to the executive arm.

Perceived organisational support and organisational commitment plays a vital role in determining turnover intention. When employees feel that their organisation supports them levels of commitment can increase. Thus, employees feel more obligated because of favourable benefits such as organisational effectiveness and reduced turnover. The purpose of the present study was to investigate the effect perceived organisational support and organisational commitment have on turnover intention. The study followed a descriptive survey method. A questionnaire, measured on a Likert Scale was used to collect data from respondents. The sample comprised 98 academic staff at the University of Fort Hare and the response rate was 56.6 percent. The results indicated that perceived organisational support and organisational commitment are negatively and significantly related to turnover intention. The study also revealed perceived organisational support and organisational commitment on turnover intention did not account for a higher variance when put together, however moderate variance was found. Perceived organisational support in this study was identified as the most effective predictor of turnover intention. In addition to managerial implications and limitations of the study, direction for future research is also suggested at the end of this study. The findings of this study will help in terms of understanding the state of organisational commitment of academics and its relationship with their intentions to leave.

Employee commitment is one of the most important aspects that help an organisation achieve its desired goals. This study investigates the possible effects of gender and age differences between managers and employees on organisational commitment among lower-level employees in selected factories in the Buffalo City Metropolitan area. The organisational commitment instrument used in this research is the Meyer and Allen (1997) organisational commitment questionnaire which contains 18 items (6 items for each scale: affective commitment, continuance commitment and normative commitment). For this purpose, a sample of 100 lower-level employees was used. The results indicated significant differences in the unexpected directions in affective commitment and continuance commitment between male employees supervised by male managers and male employees supervised by female managers; male employees were found to have higher levels of affective and continuance commitment when supervised by female managers. Female employees were found to have a higher level of normative commitment when supervised by male managers than when supervised by female managers which was also in the unexpected direction. In addition, the study showed surprising results in terms of the social or cultural hypothesis where employees supervised by male managers and older managers were not significantly different in organisational commitment to those managed by female and by younger or same-age managers.

This study investigated the causes of employee dissatisfaction by means of a case study of the Business Application Solution Centre (BASC) at the Eskom Academy of Learning (EAL). The rationale for the study was to contribute further to a general understanding of employee dissatisfaction. This study highlighted the issue of the under-representation of blacks and females (of all races) in senior positions, and further emphasised appointment and recruitment issues that promote unfair labour practices, organisational culture and structure issues that undermine workplace relations, and the extent to which management responds to the abovementioned issues. A mixed method approach was employed to gather data from BASC employees. Qualitative data was collected by means of one focus group discussion and nine in-depth, face-to-face interviews. For the focus group and face-to-face interviews, purposive sampling was used for the selection of respondents, in order to ensure representation on all race, gender and occupational strata. A semi-structured questionnaire was used for both the focus group and face-to-face interviews. The questioning route was guided by the themes of gender, appointment and recruitment issues, culture and structure issues, and management response and practice. Quantitative data was collected by means of an online survey. Even though the online survey link was sent to employees on all strata, top managers did not participate. The use of a web-based online survey had an element of immediacy and also ensured maximum confidentiality, as responses were transferred to a development server with no link or trace to the respondents. The study revealed many underlying causes of employee dissatisfaction, such as the following: (1) the main drivers of black and female under-representation in top positions were lack of skills development, mentoring and career-pathing; (2) among the recruitment and appointment practices leading to employee dissatisfaction was the appointment of employees to ‘acting’ rather than permanent management positions; (3) there was a perception that managers abused their authority by promoting their favourites and overlooking those who they did not like; (4) although an affirmative action (AA) policy had been implemented at BASC, it was felt that employees should be appointed and promoted on merit, and that this should be accompanied by mentoring; (5) in some instances, the hiring of consultants deprived employees of opportunities to perform critical tasks. The fact that consultants were paid more than employees was also a source of discontent; (6) appointment criteria were non-transparent, and respondents revealed that they knew who was going to be appointed even before the recruitment process had been completed; (7) a bureaucratic culture was found to be the main organisational culture issue undermining workplace relations. On the other hand, a culture of teamwork appeared to reduce dissatisfaction and enhance unity; (8) the major organisational structure issues undermining workplace relations were managers who lacked managerial competencies and unequal payment on the same grade; (9) employees who stood their ground were given a low rating during performance appraisals. Others were bullied by senior managers and colleagues, who were rude towards them; (10) a hostile working relationship between managers and employees was caused by managers who lacked human resource skills; and (11) junior managers were undermined by employees who bypassed them and went straight to senior managers to discuss workplace issues. This study addresses both the general lack of information regarding the causes of employee dissatisfaction in South Africa, and of employee dissatisfaction in the information and communication technology (ICT) workplace environment. The findings of the study will also contribute towards a better understanding of the general causes of employee dissatisfaction. The results of this study suggest that more in-depth investigations of the causes of employee dissatisfaction are necessary to fully address this issue, and in order to ultimately prevent a further increase in the rate of employee turnover. Some implications for further research became apparent during the course of this study: similar studies on employee dissatisfaction should be conducted with top managers; studies on the experience of managers appointed to acting positions should be undertaken; and follow-up studies on employee dissatisfaction should be conducted as causes are addressed and relevant interventions are implemented. / Business management / D.Litt. et Phil. (Sociology)

The objectives of the research were to examine the relationship between organizational commitment, career adaptability and retention factors within the retail sector in the Western Cape and to determine whether the demographical variables (age, gender, race, marital status, tenure and job level) influence an employees’ decision to stay with or to leave the organisation. A cross-sectional quantitative, correlational research approach was followed wherein a nonprobability convenience sampling (N=224) of permanent customer service employees of a reputable retail store in the Western Cape was used. The data were collected by means of Organisational Commitment Questionnaire (OCQ by Meyer & Allen, 1997), Career Adapt-Abilities Scale (CAAS by Savickas & Porfeli, 2012) and Retention Factor Measurement Scale (RFMS by Döckel, 2003). Correlational analysis revealded that statistical significant and positive relationships exist between organisational commitment, career adaptability and retention factors. A stepwise regression analysis indicated that organisational commitment and career adaptability significantly and positively predict retention factors. Tests for mean differences revealed that some differences do exists in organisational commitment, career adaptability and retention factors in terms of demographical variables (age, gender, race, marital status, tenure and job level). Recommendations are suggested for use by human resource managers and practitioners in terms of retention strategies and practices, specifically within the retail sector / Human Resource Management / M. Com. (Human Resource Management)