Knowledge retention in a platinum mine in the North West Province of South Africa (original) (raw)
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Knowledge workers are the nucleus of the modern economy. Increasingly organisations are relying on this category of worker for their competitiveness and survival. To ensure that organisations succeed, they need to retain knowledge workers in a competitive labour market characterised by low supply of specialists and high demand for their skills. In the war for talent, firms are always faced with the challenge to retain top performing employees. Employees always have a choice to leave the employer whenever any form of unresolved dissatisfaction sets in. The National Energy Regulator of South Africa (NERSA) is facing a similar challenge. A high number of employees are resigning at an alarming rate. The success of NERSA is dependent on its ability to attract, develop and retain specialist in disciplines such as engineering, economics, law, customer services, accounting, information technology and other support professions. This study used a quantitative survey method to measure and analyse the responses to the questionnaire that aimed to identify and understand factors that cause labour turnover among knowledge workers and, secondly, to gain insight into the major factors that may influence the retention of knowledge workers at NERSA. The research was designed from a post-positivist paradigm. Data was gathered through the administration of a close-ended questionnaire to NERSA's 59 knowledge workers, 34 of whom responded by completing and returning the questionnaire-a 58% response rate. The study is not an attempt to make generalisations about knowledge workers in the modern economy, but to seek to understand factors that are peculiar to NERSA in terms of their influence in retaining knowledge workers in this specific environment. The study found that, at NERSA, the broader needs of knowledge workers relate to development, career progression, sense of achievement, freedom to plan, goal orientation, quality of leadership, recognition for contribution and adequate reward packages, control over work assignments and job enrichment. Differences among the various categories of employees underscore the need to treat knowledge workers as individuals. The study concludes that knowledge workers need discretionary space to apply their individual talents to their work and to be recognised and rewarded adequately. Various possible strategies can help retain knowledge workers such coaching and mentoring staff, focusing on the individual and understanding expectations. iii Declaration I, Thami Ignatius Nompula, hereby declare that this dissertation is my own original work, that all reference sources have been accurately reported and acknowledged, and that this dissertation has not previously, in its entirety or in part, been submitted to any University for assessment purposes. ________________________________ _______________________ Thami Ignatius Nompula Date In Memoriam At the time of completing my studies, I pause to remember the people who were instrumental in me becoming the person I am and who are not here to witness how they impacted on my life: My late father; a truly exceptional man. He named me Thamsanqa to proclaim to the world how fortunate he was to have me as an offspring, but I am more fortunate to have known him as a father and as a man. He was a provider, an inspiration and an anchor on whom all could rely. He was very remarkable, even to his last day. To my late brother; spirited, intense and brilliant-a towering frame that I will always miss. Finally to my late sister, ever cheerful, a unifier, clever and mature beyond her age-she taught us a lot about humanity. They all left a wonderful legacy. v Acknowledgements A number of people were instrumental in the successful completion of this dissertation and I would like to acknowledge them for having been both inspirational and supportive during the arduous yet empowering experience of completing the dissertation and the RIBS MBA: My Supervisor, Dr Noel Pearse, for his sagacity, patience, guidance and a wealth of knowledge. I could not have had a better mentor. Thank you for believing in me and for your generosity. Appreciation is extended to the Chief Executive Officer of NERSA, Mr. Smunda S. Mokoena, for putting faith in my abilities to be part of a transforming, world-class team at NERSA. Willie Boeije, colleague and sounding board; to him I am indebted for his support and willingness to read and comment on earlier drafts and challenging me to think outside the box. To my family, friends and colleagues, who inspired me, tolerated neglect and endured the completion of the RIBS MBA Programme with selflessness, forbearance and support. Thank you also to Professor Gavin Staude for starting the RIBS MBA Programme and devoting all his time to make it a meaningful experience for students, the University and the community. vi
A comparative analysis of knowledge retention strategies at selected banks in South Africa
Business Information Review, 2016
The purpose of this study was to analyse knowledge retention strategies at selected banks in South Africa. A comparative analysis of knowledge retention strategies at two leading South African banks underpinned the focus of this study. The importance of retaining organizational knowledge assets is highlighted in this study. A survey research design was used to collect quantitative data from middle-level managers at selected banks. All usable quantitative data were collected from middle-level managers through the use of Survey Monkey and Zoomerang – an online survey platform. The quantitative data were analysed through the use of Microsoft Excel 2010. One of the shortcomings of using the quantitative research methodology was failure to ask probing questions where questionnaires were used. The study established that selected banks did not have formal knowledge retention strategies. From the findings, there was no specific knowledge management (KM) policy guideline to inform selected b...
Practices to promote organizational knowledge: A case study in a mining company
Proceedings of the 12th European Conference on Knowledge Management, 2011
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Study of Organizational Knowledge Retention Practices in the Utilities
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Retaining Knowledge Workers: A Case Study of a Leading South African Bank
Mediterranean Journal of Social Sciences, 2014
This paper explored the factors that influenced the retention of knowledge workers (KWs) at a major financial institution in South Africa, to ascertain the strategies that are currently being employed, determine the strategies that were most valued by the employees, and recommend strategies to retain the KWs. The data which was collected through self-administered questionnaires from a convenience sample of KWs revealed that remuneration, challenging work, learning and development opportunities and, flexible work practices, were the most valued strategies. The retention strategies KWs were most satisfied with were good working conditions, respect, an aspirational brand, a safe working environment and leave benefits. Remuneration was a key factor influencing their intentions to remain in the organization, and there were no significant differences between the retention strategies valued by Black and White knowledge workers. It is recommended that in order to retain KWs, financial institutions should focus on a few well embedded retention strategies such as flexible working hours, providing more learning and development opportunities, and a more meaningful and challenging work environment.
SA Journal of Information Management, 2013
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Australasian Journal of Construction Economics and Building, 2012
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ABSTRACT Whereas firms have retention strategies, the turnover rates keep escalating and the failure to keep or retain knowledge workers may undermine the competitive capability, intellectual capital, cultural fabric, image building and institutional memory of such firms and thus the need for this study. The purpose of this study was to establish the effectiveness of practices used by sugar industries in retention of knowledge workers as a way of building their competitive advantage. The specific objectives of this study were to: determine the effectiveness of rewards on retention of knowledge workers, establish the influence of training and development on retention of knowledge workers, ascertain the influence of management style on retention of knowledge workers, find out the impact of opportunities for professional growth on retention of knowledge workers and lastly to establish the effectiveness of working environment on retention of knowledge workers. The study is hinged on a conceptual framework where the envisaged retention strategies form the independent variable while the expected outcomes (both positive and negative ones) form the dependent variable. The interplay of the said variables is regulated by an intervening variable hinged on transparency, equity and fairness. The study utilised the descriptive survey design and was carried out in Sugar companies located in Western Kenya. The following companies were selected for this study: Mumias Sugar Company Limited, Nzoia Sugar Company Limited and Chemelil Sugar Company. The study population included human resource managers, H.O.Ds and knowledge workers (employees who engage in specialised work and who also possess specialised training, skills and experience) drawn from the following departments within each selected company: finance, agriculture, production, marketing and IT. Both probability and non-probability sampling were used to select respondents who gave the required information within the study location. There were 146 respondents: 2 HR managers, 14 H.O.Ds and 130 knowledge workers. Besides reviewing secondary data on pertinent issues, the information was sourced using questionnaires and scheduled interviews. The raw data was then analyzed both quantitatively and qualitatively by a statistical package for social sciences (SPSS) and M.S Excel for means and percentages. The analysed data was presented in tables, pie charts and bar graphs. The study found out that the rewards the sugar companies were offering were not competitive enough to retain their knowledge workers. Training and development programmes were evident but preference was given to workshops and seminars at the expense of professional certification and as such training and development programmes hardly motivated the knowledge workers. The study also found out that that there was lack of opportunities for professional growth, lack of management support and conducive working environment. In conclusion, Knowledge workers preferred the following practices as retention strategies in the following order: opportunity for professional growth, improved general working environment, increased salaries and related benefits, training and development and management support. On the basis of its findings, it was recommended that: a competitive package that is commensurate to the tasks performed and skills one possesses should be adopted. Also the companies should benchmark their rewards to the leading players in the economy, there is need for the companies to invest heavily in training that will make their knowledge workers ISO certified and as well organise for accreditation training that will lead knowledge workers to professional certification, and finally the management should prioritise on opening up opportunities for professional growth, promotion of knowledge workers should be based on meritocracy