Faculty of Management Sciences
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Item Examining the reasons behind teachers leaving the profession : a case study of Umlazi Education District(2021) Ndende, Tandeka; Govender, SathsIn the uMlazi Education District, there has been a surge of teachers leaving the teaching profession for various reasons. Statistics have revealed that since 2012,the uMlazi Education District has lost 1116 teachers and the number is still rising as eachers are constantly not being replaced by the uMlazi Educational District. It is against this backdrop that this study was conductedin order to analyse the causes of teachers leaving the profession, specifically in the uMlazi Education District. A qualitative study was conducted to probe the target audience’s inner emotions and perceptions about the reasons propelling teachers to leave the profession. In this regard, interviews were conducted with the teachers to ascertain their feelings and emotions. The target population for this study was all the ex-teachers who have quit or left the teaching profession in the uMLaziEducation District. A sample size of 10 former teachers was used. Data collected from the interviews were analysed using thematic and content analyses. The findings of this study show that the factors that cause teachers to abandon the profession are multidimensional,namelyphysical, social and psychological factors. It was also found that mentorship, professional development, good remuneration in the form of salaries, a sizeable workload and recognition could be used to motivate teachers and ensure job satisfaction and staff retention. In this regard, a staff retention model for teachers was developed as a framework that will guide education managers to address the problems confronting the uMlaziEducation District. Several recommendations have been provided to assist the ministry of education, education managers, scholars and policy-makers to improve the welfare of teachers, as well as to appreciate the bottlenecks crippling the education sector.Item Aligning strategic human resource management to Human Resources, performance and reward(The Clute Institute, 2013-11) Brauns, MelodyIn a rapidly changing business environment, one may recognise the words “the only thing constant in life is change” by French author Francois de la Rockefoucauld. Yet, with on-going change, it can be difficult to know what to do and how to do it. The world out there is harsh and competition is fierce. Indeed, the world is changing at a rapid pace. Therefore, both public and private sectors have to plan for the future and prepare for any unforeseen circumstance. This paper will discuss the link between Strategic Human Resource Management, Human resources, Performance and Reward, what we know, and the future direction of Strategic Human Resource Management. Strategic Human Resource Management involves making those decisions that define the overall vision, mission, core values and objectives of the organisation, thus determining the most effective utilisation of its resources. Walker (1992: 16) states that Strategic Management enables managers to respond to environmental changes based on a defined business mission, vision and values. Strategies are directional plans that guide management actions in the pursuit of opportunities. In essence, strategies point the way for the most promising changes. They are plans that give direction and address people related business issues. Human Resource strategies are important because they help determine how to manage people in relation to business strategies. Strategic Human Resource Management aligns Human Resources, which is necessary for the success of the organisation.Item Impact of mergers on lower level employees : a case study of the Durban University of Technology(2015) Daweti, Baphiwe; Chetty, Gopalkrishna; Lourens, Melanie E.The study arose as a result of a merger between the former Technikon Natal and former M.L. Sultan Technikon, culminating in the formation of a new institution in 2002, called the Durban Institute of Technology (now known as the Durban University of Technology). The focus of the study was on the impact of mergers on lower level employee motivation and staff morale at the Durban University of Technology. Furthermore, the study focused on examining the perceptions of lower level employees towards the merger process which included the pre-merger, during and post-merger phases. A mixed methods research design was used in this study. The quantitative sample was n=50. In addition, six in-depth interviews were conducted for the qualitative part of the study. This study concluded that the merger had a negative impact on the perceptions of lower level employees regarding the merger process in the post-merger phase. The results indicated that staff morale of lower level employees was low post-merger. Some lower level employees proved to be less satisfied than others who adopted the new changes as a result of the merger. Interestingly, the results indicated a high level of motivation amongst lower level employees post-merger. Minimal communication originated from top management to lower level employees. It was recommended, amongst other suggestions that communication and training should be strengthened amongst lower level employees, supervisors and management in higher education institutions. Whilst lower level employees may have low skills and education, an attempt should be made to involve lower level employees early on and throughout higher education mergers.