Objective 2: Sections in the Department that are mostly exposed to employee
turnover.
Questions from Section A number 6 and Section B number 1.1 of the questionnaire were
used to obtain the second objective.
Table Cross tabulation between Directorates and employee turnover in the department
(N91)
Directorate * Employee turnover in the Department Cross tabulation
Employee turnover in the
Department
TotalNo Yes
Directorate Administration Services 2 28 30
Financial Management
Services
9 15 24
Libraries, information,
and services
2 12 14
Cultural Affairs 0 12 12
Infrastructure
Management
0 5 5
Regional Office
Management
1 5 6
Total 14 77 91
Table shows the cross-tabulation between different directorates and employee turnover in the
department. The analysis is utilised to determine which sections in the department are mostly
exposed to employee turnover. The result in Table 4.3.2.1 shows that the Administration
Service Directorate is mostly exposed to employee turnover, due to a substantial number
28(n=28) of respondents saying “yes” that there is employee turnover in the department,
followed by the Financial Management Services Directorate 15(n=15) respondents saying
“yes”. Libraries, Information, and Services Directorate had 12(n=12) respondents saying
“yes”, and both the Infrastructure Management and Regional Office Management Directorate
had 5(n=5) respondents each saying “yes” that there is employee turnover in the department.
The overall analysis 28(n=28) shows that the Administration Service Directorate is mostly
exposed to employee turnover, followed by the Financial Management Services Directorate
15(n=15).
Objective 3: Performance challenges faced by the KZN Department of Arts and
Culture as a whole as a result of employee turnover
Questions from Section B number 1.2 and section C number 2.1 to 2.10 of the questionnaire
were used to obtain the third objective.
Table Does employee turnover affect organisational performance at the KZN
Department of Arts and Culture (N91)
Does employee turnover affect organisational performance
Frequency Percent Valid Percent Cumulative Percent
Valid No 10 11.0 11.0 11.0
Yes 81 89.0 89.0 100.0
Total 91 100.0 100.0
The study attempted to find out whether employee turnover affects organisational
performance at the Department. Table 4.3.3.1 indicates that a substantial number 81 (89.0%)
of the respondents said Yes and 10 (11.0%) said No. Therefore, it entails that employee
turnover affects organisational performance at the department, due to a large number of
respondents saying “Yes”.
Table Wastage of resource when new employee settles in (N91)
High employee turnover causes wastage of resource when new employee settles in
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Agree 15 16.5 16.5 16.5
Agree 34 37.4 37.4 53.8
Neutral 24 26.4 26.4 80.2
Disagree 14 15.4 15.4 95.6
Strongly Disagree 4 4.4 4.4 100.0
Total 91 100.0 100.0
Table 4.3.3.2 above shows that 15(16.5%) of the respondents strongly agreed that high
employee turnover causes wastage of resource when new employee settles in, 34(37.4%) of
the respondents agreed, 23(26.4%) were neutral, 14(15.4%) disagreed, whereas 4(4.4%) of
the respondents strongly disagreed. The overall analysis shows that majority 49(53.9%) of the
respondents have pointed out that high employee turnover causes wastage of resources when
new employee settles in the department, which is seen as a performance challenge.
Table High employee turnover causes reduction in work productivity (N91)
High employee turnover causes reduction in work productivity
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Agree 20 22.0 22.0 22.0
Agree 40 44.0 44.0 65.9
Neutral 20 22.0 22.0 87.9
Disagree 5 5.5 5.5 93.4
Strongly Disagree 6 6.6 6.6 100.0
Total 91 100.0 100.0
As indicated by Table 4.3.3.3 above 20(22.0%) of the respondents strongly agreed that high
employee turnover causes reduction in work productivity, 40(44.0%) of the respondents
agreed, 20(22.0%) were neutral, 5(5.5%) disagreed, whereas 6(6.6%) of the respondents
strongly disagreed. The overall analysis shows that majority 60(66%) of the respondents have
pointed out that high employee turnover causes a reduction in work productivity, which is
seen as a performance challenge faced by the Department.
Table High employee turnover causes employee not to meet deadlines (N91)
High employee turnover causes employee not to meet deadlines
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Agree 22 24.2 24.4 24.4
Agree 31 34.1 34.4 58.9
Neutral 26 28.6 28.9 87.8
Disagree 7 7.7 7.8 95.6
Strongly Disagree 4 4.4 4.4 100.0
Total 90 98.9 100.0
Missing System 1 1.1
Total 91 100.0
As indicated by Table 4.3.3.4 above 22(24.2%) of the respondents strongly agreed that high
employee turnover causes employee not to meet deadlines, 31(34.1%) of the respondents
agreed, 26(28.6%) were neutral, 7(7.7%) disagreed, whereas 4(4.4%) of the respondents
strongly disagreed. However, there was 1(1.1%) respondent out of the 91 respondents who
left the question blank. The overall analysis shows that majority 53(58.3%) of the
respondents have
pointed out that high employee turnover causes employee not to meet deadlines, which is
seen as a performance challenge faced by the Department.
Table Employee turnover disrupts service delivery (N91)
Employee turnover disrupts service delivery
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Agree 26 28.6 28.6 28.6
Agree 38 41.8 41.8 70.3
Neutral 19 20.9 20.9 91.2
Disagree 7 7.7 7.7 98.9
Strongly Disagree 1 1.1 1.1 100.0
Total 91 100.0 100.0
Table 4.3.3.5 above shows that 26(28.6%) of the respondents strongly agreed that employee
turnover disrupts service delivery, 38(41.8%) of the respondents agreed, 19(20.9%) were
neutral, 7(7.7%) disagreed, whereas 1(1.1%) of the respondents strongly disagreed. The
overall analysis shows that majority 64(70.4%) of the respondents have pointed that
employee turnover disrupts service delivery, which is seen as a performance challenge faced
by the Department.
Table High employee turnover increases workload (N91)
High employee turnover increases workload
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Agree 33 36.3 36.3 36.3
Agree 35 38.5 38.5 74.7
Neutral 14 15.4 15.4 90.1
Disagree 6 6.6 6.6 96.7
Strongly Disagree 3 3.3 3.3 100.0
Total 91 100.0 100.0
As indicated by Table above shows that 33(36.3%) of the respondents strongly agreed that
employee turnover disrupts service delivery, 35(38.5%) of the respondents agreed, 14(15.4%)
were neutral, 6(6.6%) disagreed, whereas 3(3.3%) of the respondents strongly disagreed. The
overall analysis shows that majority 68(74.8%) of the respondents have pointed
that high employee turnover increases workload, which is seen as a performance challenge
faced by the Department.
Table Employees are asked to work overtime cause of turnover (N91)
Employees are asked to work overtime cause of turnover
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Agree 13 14.3 14.3 14.3
Agree 19 20.9 20.9 35.2
Neutral 20 22.0 22.0 57.1
Disagree 28 30.8 30.8 87.9
Strongly Disagree 11 12.1 12.1 100.0
Total 91 100.0 100.0
Table 4.3.3.7 above shows that 13(14.3%) of the respondents strongly agreed that they are
asked to work overtime because of high turnover rate, 19(20.9%) of the respondents agreed,
20(22.0%) were neutral, 28(30.8%) disagreed, although 11(12.1%) of the respondents
strongly disagreed. The overall analysis shows that majority 39(42.9%) of the respondents
have pointed that employees are not asked to work overtime cause of high turnover rate.
However, this is not a performance challenge faced by the department.
Table Employees spend too much time training new staff (N91)
Employees spend too much time training new staff
Frequency Percent Valid Percent Cumulative Percent
Valid Strongly Agree 13 14.3 14.3 14.3
Agree 28 30.8 30.8 45.1
Neutral 26 28.6 28.6 73.6
Disagree 17 18.7 18.7 92.3
Strongly Disagree 7 7.7 7.7 100.0
Total 91 100.0 100.0
Source: (Analysed data, 2017)
As indicated by Table above 13(14.3%) of the respondents strongly agreed that employees
spend too much time training new staff, 28(30.8%) of the respondents agreed, 26(28.3%)
were neutral, 17(18.7%) disagreed. However, 7(7.7%) of the respondents strongly disagreed.
The overall analysis shows that most of the respondents 41(45.1%) pointed out that
