Thami Nompula MBA Dissertation March 2007 - Rhodes eResearch ...

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LIST OF ACRONYMS AFUR BMR CEO African Forum for Utility Regulators Bureau of Market Research Chief Executive Officer CRE Commission for Electricity Regulator ESC Electricity Supply Commission GDP Gross Domestic Product HR Human Resources IDMS ICASA Integrated Document Management System Independent Commission Authority of South Africa <strong>MBA</strong> Master of Business Administration MRTT Market Regulation Technology Team NER National Electricity Regulator NERSA National Energy Regulator of South Africa NHS National Health System NVE Norwegian Water and Electricity Regulator NNR National Nuclear Regulator OECD Organisation for Economic Cooperation and Development OFGEM Office for Gas and Electricity Markets RERA RSA Regional Electricity Regulators Association Republic of South Africa SANS South African National Standards SRC Securities Regulation Commission RED Regional Electricity Distributor TDLR Texas Department of Licensing and Regulator UK US United Kingdom United States WHO World Health Organisation xvi
1.1 Introduction CHAPTER 1: INTRODUCTION Drucker (1994) describes the new economic and social order of the Twenty First Century as one in which knowledge is the key resource above capital and equipment. Drucker (1994) contends that firms who succeed in the knowledge age will be those who employ knowledge workers as a competitive advantage. The rise of the knowledge worker has transformed the relationship between employer and employee in the new millennium, in much the same way that collective labour transformed these relationships in the industrial era (Malone, 2004). Power dynamics in South African organisations have been characterised by collective forces of labour and management (van der Merwe, 1990). However, as South Africa becomes a player in the competitive global environment, South African organisations need to pay attention to the powerful role of knowledge workers in the knowledge economy. It is expected that they will eventually exceed the power of collective labour. Furthermore, the old social contract of employee loyalty towards an employer began its decline with the shift from employment for life, brought about by the need for companies to downsize and restructure in the light of increasing competitiveness in a global market place (Drucker, 1994). As companies emphasise that employability, rather than job security, is the only guarantee they can give employees, employees are becoming more assertive in making demands on employers or looking elsewhere (Liebowitz, 1999; Malone, 2004; Stewart, 1997). Knowledge workers are in a relatively more powerful position in the employer/employee relationship than the traditional employee since they rely on their knowledge to produce goods or services for profit (Stewart, 1997). The retention of these employees is therefore becoming an increasingly important challenge faced by organisations globally (Downes and Husbands, 2003; Drucker, 1994; Malone, 2004; Makaya, 2001; World Bank, 2004). It is estimated that replacement costs of these employees can be as much as 150% of the departing person’s salary (Deloitte and Touché, 2003; Martin, 2000) and this does not take into account the lost client relations, potential innovations and tacit knowledge which leaves with the employee. This research aims to understand the factors that influence the retention of knowledge workers. 1
Page 1 and 2: AN EXPLORATORY INVESTIGATION OF THE
Page 3 and 4: Declaration I, Thami Ignatius Nompu
Page 5 and 6: Acknowledgements A number of people
Page 7 and 8: 2.2.4 Definition of knowledge work
Page 9 and 10: 3.6.2 Factors that influenced the c
Page 11 and 12: CHAPTER 5: CONCLUSION AND RECOMMEND
Page 13 and 14: Table 4.21 Sense of achievement ana
Page 15: LIST OF APPENDICES Appendix A: The
Page 19 and 20: 1.3 The National Energy Regulator T
Page 21 and 22: 1.5 The Importance of Knowledge Wor
Page 23 and 24: continuous success. South Africa, a
Page 25 and 26: 1.6.2 Cost of turnover and opportun
Page 27 and 28: 1.6.5 Staff Turnover at the Nationa
Page 29 and 30: 2.1 Introduction CHAPTER 2: LITERAT
Page 31 and 32: Knowledge-based organisations rely
Page 33 and 34: 2.2.5 Definition of a knowledge wor
Page 35 and 36: • Knowledge workers tend to work
Page 37 and 38: esent unnecessary supervision; they
Page 39 and 40: equipment, exist and are worth cult
Page 41 and 42: the organisation that cause or are
Page 43 and 44: Although knowledge workers may be a
Page 45 and 46: Guest’s (2001) findings. The Hay
Page 47 and 48: ecruiters. In the United States top
Page 49 and 50: sustainable objectives both for the
Page 51 and 52: 2.5 The Work Dimension According to
Page 53 and 54: environment is more conducive to hi
Page 55 and 56: improved productivity and a longer
Page 57 and 58: 2.7.1 Quality of leadership Quality
Page 59 and 60: leave an organisation because senio
Page 61 and 62: 2.8.3 Capacity Building In an attem
Page 63 and 64: for staff working for regulatory in
Page 65 and 66: 3.1 Introduction CHAPTER 3: RESEARC
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inefficiencies of management may le
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2004). Furthermore, because the int
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According to Walonick (2004), one o
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contained section one of the questi
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Wisniewski (2002) describes reliabi
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Of the 34 respondents, there were m
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As indicated in Figure 3.4, of the
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3.8.7 Number of previous years work
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3.8.9 Divisional distribution This
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The Chi test was used to test furth
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generated and these are attached as
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to a leader who believes in their v
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Senge (1990) introduced the concept
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According to the literature once kn
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4.3.1 Job enrichment Seventy six pe
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4.3.3 Control over work assignments
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4.3.5 Challenging work For 70% of t
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and RERA are continental initiative
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Table 4.17: Exchange programmes wit
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either work for two years for NERSA
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4.5.1 Sense of achievement and numb
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and Armstrong and Murlis’ (2004)
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Table 4.25 Freedom to plan and exec
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The next chapter explores in greate
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need to create a favourable environ
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5.3.3 Focus on the individual and g
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5.4.1 Factors Analysis: factors tha
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workers’ need for individualism a
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Branham, L. (2005). Keeping the peo
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Dumas, J. and Redish, J. (1999). A
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Kaye, B. and Jordan-Evans, S. (1999
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National Energy Regulator, (2006).
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Sturgess, J. and Guest, D. (2001).
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November 2006 Dear Colleague APPEND
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SECTION 2: FACTORS THAT INFLUENCE Y
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APPENDIX B: SOURCES OF RETENTION VA
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38 Opportunities for feedback, self
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Table 3: Opportunity to achieve per
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Table 9: Information sharing 127 FR
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Table 14: Scope to balance work and
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Table 20: Scope to create desirable
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Table 26: Job enrichment Table 27:
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Table 31: Adequate remuneration, be
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Table 37: Management that values in
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Table 43: Reputation of the organis
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