Conclusion and summaries
The findings obtained from both the quantitative and qualitative data were comparable;
therefore, they were discussed as one. Below is a conclusion of the findings in relation to the
study’s four objectives and concluding statement.
Objective 1: To identify the factors that cause employee turnover at the KwaZulu-
Natal Department of Arts and Culture
The study found that 55% of respondents disagreed with their salary satisfaction, 41.8%
mentioned lack of career advancement, 69.3% agreed with lack of promotion, 49.5% agreed
with unsatisfactory working conditions, and 7.7% agreed with work stress as being the
factors that cause employee turnover at KZNDAC. Empirical literature has supported the
above as factors that cause employee turnover in organisations. A number of studies (Assey,
2009; Melaku, 2014; Ongori, 2007) conducted have illustrated that the causes of employee
turnover in organisations cannot be clarified on the basis of one factor only but through an
incorporation of several factors. The factors identified as the cause of employee turnover at
the KZN Department of Arts and Culture need to be addressed in a holistic manner.
Objective 2: To explore sections in the department that are mostly exposed to employee
turnover.
The study found that the Administration Service Directorate is mostly exposed to employee
turnover with having the most (n=28) employees leaving, which means that a high number of
employees leaving the department are coming from this directorate, which leads to
department performing poorly. The loss of educated workers may be destructive to the
organisation since it might meddle with the output of the organisation. The management of
the department has to pay more attention to this Directorate, develop, and implement
strategies to reduce employee turnover and improve performance.
Objective 3: To identify performance challenges faced by the Department of Arts and
Culture as a whole because of employee turnover.
The study found that 53.9% of the respondents agreed that there is wastage of resources, 66%
agreed with a reduction in work productivity, 58.3% agreed with employees not able to meet
deadlines. Furthermore, 70.4% agreed with disruptions in service delivery, 57.2% agreed
with employees spending too much time training new staff and 74.4% agreed with increased
workload as performance challenges faced by the KZNDAC as a whole because of employee
turnover. It is concluded that employee turnover does affect the performance of DAC.
Empirical literature is in support of the above study findings. High employee turnover in the
public service has a number of consequences that could result in many general complaints
about services not being of a good standard.
Objective 4: To identify strategies that can be adopted by the management of the
department to reduce employee turnover and improve performance
Employees’ departure from organisations for various motives and cause organisation
performance to weaken. Some of these motives are inevitable, and management of
organisations cannot control them, while some of the motives are preventable if controlled.
The significant findings on ways that can be used to reduce employee turnover were
identified with 95.5% of the respondents agreeing to training and development, 95.6%
agreeing to employee recognition, 91.2% agreeing to employee relation, 63.7% agreeing to
employee involvement in decision-making, and 94.5% agree that employee must be paid
well.
Concluding statement
The primary aim of this study is to assess the effect of employee turnover on performance at
the KZN Department of Arts and Culture. Data was collected and analysed. The findings
identified unsatisfactory salary, lack of career advancement, lack of promotion, unsatisfactory
working conditions, and work stress as the cause of employee turnover at KZNDAC.
Therefore, if employee turnover is not taken seriously it may cause harm to the image of the
department and will result in complaints from the public about poor services delivered.
Moreover, the performance of the organisation will also decrease, while employees will be
demotivated to work for a company with high staff turnover rate. A reasonable salary based
on the current market pay should be offered to the department's employees. Employees who
are satisfied with the salary they receive from an organisation that they offer their services to
are likely to work for that organisation for some time. The service provided by KZN
Department of Arts and Culture will end up being compromised due to high employee
turnover and this
may cause customers to move to other organisations for better service. As a result, this study
shall provide recommendation emerging from the empirical analysis, to reduce employee
turnover and improve performance at the KZN Department of Arts and Culture.
Recommendations
Arising from the analysis and findings derived and conclusions drawn, the following
recommendations are made for the KZNDAC Top management, so that appropriate measures
can be taken to kerb employee turnover and increase performance.
KZNDAC management should provide benefits that will attract the best employees to
remain in the organisation in order to improve service delivery. Aligning employee
remuneration with employee job responsibilities will help in motivating employees to
improve their performance
In organisations where there are abundant promotional opportunities, employee
turnover is lower than in organisations where there are a few promotional
opportunities. Therefore, it is important that the KwaZulu-Natal Department of Arts
and Culture Management ensures that recruitment is unbiased and employees who
perform well receive recognition and rewards as opposed to being unnoticed with
regards to promotions. Therefore, it will result in increased employee morale and
performance.
The working condition of the department needs to improve in order to increase
efficiency and productivity. A conducive work environment is an environment where
there is positive energy, many resources offered and working experience is enjoyable.
A supportive and conducive work environment is a key success for any organisation
because results are achieved thru people and when the working environment is not
conducive employees will not be happy which results in turnover in the organisation.
The management should consider changing the current office layout to a better one
like open office layout, and emergency equipment should be provided for the safety of
employees. Management to foster employees work-life balance should introduce
flexible working schedules.
KZNDAC management ought to create opportunities for career advancement at the
department. Career advancement offers prospects of growth for employees in the
organisation, and assist employees to become more knowledgeable and be satisfied
with their work.
The management of KZNDAC ought to involve employees in the decision-making
processes. The employees ought to participate in any matter that may affect them in
the
way they work. The main reasons as to why employees ought to participate in
decision- making are to increase performance, enhance job satisfaction and improve
employee relations. Employees need to be involved in the strategic planning sessions
in order for them to offer their inputs, cross ideas within and across departments and
provide solutions to key issues. When employees are considered as partners, it will
lessen the number of employees who quit their jobs, because of their contributions in
operational decisions and problem-solving creates more engagement in the workplace.
The management of KZN Department of Arts and Culture needs to ensure that there is
good employee relation, which will enhance communication at the highest level and
reduce turnover in the rise of disputes or grievances between the employers and
employees. Strategies that KZNDAC can implement to prevent turnover could
comprise of implementing new work shifts, encouraging employees to share their
work with each other, encouraging effective communication, introduce morning
meetings for discussions and voluntary retirements.
KZNDAC management ought to have induction programs for new employees to
prevent wastage of resources when new employees settle in. The Department should
provide training to new employees that will result in the decrease of wastage of
resources and enhance the quality of service offered by the department.
The Department should recruit quickly whether internally or externally when
employee turnover occurs, to fill the gap left by former employees to reduce work
stress to current employees.
Training opportunities to be made available by the organisation to keep employees
intrigued and rotation of employees into different job positions to encourage variety
and motivation. Training and development motivate employees to make long-term
commitments to their place of work.
Employees in the department should be recognised and rewarded for their
contribution, especially when they achieve goals. The management should create a
recognition program for the department's employees. Recognition and reward for
employees who performed outstandingly contribute to the working culture of respect
and gratitude for employees and job did, which in turn reinforces employee
commitment to the organisation and improves performance.
KZNDAC management should provide benefits that will attract the best employees to
remain in the organisation in order to improve service delivery. Aligning employee
