School for Organisation and Resource Management

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Browsing School for Organisation and Resource Management by browse.metadata.advisor "Erasmus, Willem"

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    An examination of the rationale behind employee turnover in the South African National Defence Force
    (Stellenbosch : Stellenbosch University, 2022-04) Joseph, Rhondine Candice; Erasmus, Willem; Stellenbosch University. Faculty of Military Sciences. School for Organisation and Resource Management.
    ENGLISH ABSTRACT: Employee turnover is an ever present challenge faced by many organisations. Military institutions are no exception. Extraordinary employee turnover impacts adversely the general effectiveness of all organisations, including non-profit organisations. Relatively high employee turnover is seen as a routine phenomenon in military working environments. Thus it is often unknown to line managers and commanders why employees decide to either leave the organisation, or stay. While military leadership regard regular and even high levels of employee turnover as a normal phenomenon, it becomes a cause of concern when increasing numbers of military personnel voluntarily withdraw their services from the organisation. The South African National Defence Force (SANDF) is a public service institution within the Department of Defence (DOD) governed by the South African Constitution and South African law. For this reason, it is constantly reminded of its primary mandate of providing security, yet also called upon for improved and effective service delivery to the public of South Africa. For effective service delivery and overall security of South Africa, the SANDF needs to focus on the retention of their valuable employees. Through maintaining the effectiveness, well-being and satisfaction of its personnel, it will secure retention of the best. Yet, an unusually high percentage of military personnel leave the SANDF prematurely. Therefore, a study was undertaken to determine the reasons why military employees leave the SANDF, and to investigate factors that may contribute to their decisions to leave. Possible retention strategies would also be investigated. The study had a sample size of 160, of which 140 were members still employed in the SANDF, and 20 members who had resigned. A mixed research approach was adopted in this study. Quantitative data were analysed through IBM SPSS, and a thematic coding system was used to analyse qualitative data. The results of the study revealed that military employees make their decision to leave the SANDF based on three primary factors, namely: unfair treatment; incompetent leaders, managers, seniors; and lack of organisational support. Recommendations were made that policy procedures should be adhered to when decisions are made, that leaders, managers and seniors should undergo a screening process before being appointed in critical command posts, and that support systems be implemented to assist military employees feeling compelled by circumstance to leave the organisation.