Original Research

Contributing factors to potential turnover in a sample of South African management-level employees

Rudolph Muteswa, Karen Ortlepp
Acta Commercii | Vol 11, No 1 | a144 | DOI: https://doi.org/10.4102/ac.v11i1.144 | © 2011 Rudolph Muteswa, Karen Ortlepp | This work is licensed under CC Attribution 4.0
Submitted: 06 December 2011 | Published: 06 December 2011

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Rudolph Muteswa, University of KwaZulu-Natal, South Africa
Karen Ortlepp, University of KwaZulu-Natal, South Africa

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Abstract

Purpose: The overall purpose of this study was to explore the extent to which a number of key organisational variables influence the potential decision to leave the organisation in a sample of managerial-level employees. Organisational variables focused on included: career path strategies, management style, intrinsic and extrinsic rewards, team dynamics, training and development opportunities, and work / life balance.

Methodology: An exploratory and descriptive research design was adopted. A questionnaire was developed by the researchers based on the related literature. 106 MBA students based in KwaZulu-Natal participated in the study.

Findings: The three aspects of internal organisational functioning found to have a significant influence on the participant's potential turnover considerations were: management / leadership style, career path strategies and rewards.

Value of the research: According to the Department of Labour (2008:5) there is need for an additional 22 600 managers in various professions in South Africa. As a result of the skills shortages, South African organisations find themselves competing with international organisations for managerial-level employees, resulting in a 'war for talent'. This research is of significant value to organisations as it provides information relevant to the design and support of talent management and retention strategies in South African organisations.


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