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The relationship between transformational leadership, retention and satisfaction with remuneration of artisans at a military unit in Pretoria.
Shabane, Zamokuhle Welcome
Shabane, Zamokuhle Welcome
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Abstract
Satisfaction with remuneration is a widely researched topic globally while transformational leadership is as popular as it too. The presence and absence of transformational leadership in any organisation can have either positive or negative impact to the well-being of the employees thus leading to steady or rapid labour turnover. This may then lead us to the topic of transformational leadership and satisfaction with remuneration as an employee retention tool in the workplace.
This study focuses on the relationship between talent/employee retention and satisfaction with remuneration and transformation leadership as a moderating factor between the two. While many organisations and government departments invest time and resources to talent/employee retention programmes, return on those investments cannot be guaranteed as talent continues to be lost to competitors. The need for competitive advantage necessitates the adoption of innovative ways of retention strategies.
The employee retention is made even complicated for the government departments because they compete with private organisations whose primary aim is to generate maximum income, thus leading to high remuneration levels of employees compared to the public sector. This makes retention of particular skill even more difficult.
The purpose of the study is to determine whether lack or presence of
transformational leadership is one of the causes of the loss or retention of artisans combined with views on remuneration levels by the same grouping in a particular
military unit in Pretoria. This may help in determining ways to develop mechanisms to reduce artisans’ turnover or improve retention levels. In terms of approach and methodology, a survey-based, explorative research methodology was used. The population was 275 artisans in the military unit and the questionnaires were distributed to the selected sample of 190 respondents.108 questionnaires were completed and returned, representing a 56.8% response rate which was found to be significant. A representative sample can also be confirmed,
on account of the diverse nature of the respondents in age, trade, employment service, service period, academic qualifications as well as ranks. This information was useful in identifying patterns that can be used in explaining behaviour consistencies in relation to the tested variables. Measures of biographical data, transformational leadership, employee retention
and satisfaction with remuneration were surveyed via the questionnaire on the sample. Previously used instruments were employed to ensure reliability and validity.
Findings from the survey show that the levels of transformational leadership in the unit are good and majority of artisans are willing to remain and committed to the employer. It is however evident that the level of satisfaction with remuneration is low and this did not affect intention of artisans remaining with their employer. In conclusion, it is suggested that attention be paid to the remuneration system in the South African National Defence Force (SANDF) but this may be complicated by the fact that the remuneration is a national leadership (Minister of Defence and Military Veterans) function rather than the unit’s management.
Description
Submitted in partial fulfilment of the requirements for the degree, Magister Technologiae: Human Resources Management
in the Department of People Management and Development, Faculty of management Science at the
Tshwane University of Technology
Date
2016-10-01
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Tshwane University of Technology
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Keywords
Transformation leadership, Retention strategies, Employee retention, Remuneration levels, Employee well-being
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CC0 1.0 Universal