CHAPTER 4: FINDINGS
4.5 FURTHER ANALYSES
4.5.6 Sub-sample with strong intentions to leave their organisations
CFST Countries 2.19 CFST Provinces 2.03
According to the study findings depicted in Table 33, the mean scores of the CFST sub- component rankings of the PTL sub-sample had a low Total PTL score. The top 5 CFST sub- components that had the most influence on the managerial-level employees‟ strong intentions to leave were CFST Management style which had the highest mean score of 2.91. Secondly, CFST Rewards had a mean score of 2.90, which was followed by CFST Career paths with a mean score of 2.83. CFST Training and Development was ranked number 4 with a mean score of 2.76 and lastly CFST Job satisfaction had a mean score of 2.73.
Table 34: Descriptive Statistics of Sub-group with High ITL (N=25)
Table 34 depicts the descriptive statistics of the ITL sub-sample with a strong intention to leave their organisations. In order to determine whether a mean score was high or low, if it was below the average score it is considered low and if it was above the average mean score it was considered high. According to the study findings depicted in Table 34, the CFST Rewards mean score was 30.48, given the minimum and maximum scores of 20.00 and 39.00 respectively, indicating that the managerial-level employees are strongly influenced to leave their organisations by both intrinsic and extrinsic rewards. CFST Management/leadership style had a mean score of 28.60 which was high, as the minimum score was 19.00, whilst the maximum score was 36.00. This shows that management/leadership style has a relatively low level of influence on the managerial-level employees‟ decisions to leave their organisations.
As depicted in Table 34, the CFST Career paths had a mean score of 18.96, given the minimum and maximum scores of 13.00 and 23.00 respectively, indicating that the managerial-level employees‟ intentions to leave their current organisations are influenced by their organisations‟ current career-path strategies.
CFST Training and Development had a mean score of 22.60 which was high, as the minimum score was 13.00, with the maximum score being 32.00. This shows that the KZN managerial- level employees‟ intentions to leave their organisations are influenced by the level of training and development strategies currently being used by their organisations. According to the study findings depicted in Table 34, the CFST Work/life mean score was 20.64 which was
Mean Median Mode
Std.
Deviation Variance Range Minimum Maximum
Total ITL 17.16 17.0000 18.00 .85 .72 2.00 16.00 18.00
Total CFST 160.04 161.0000 161.00 25.00 619.46 102.00 112.00 214.00 CFST
Rewards 30.48 31.0000 33.00 4.96 24.59 19.00 20.00 39.00 CFST Mgt
style 28.60 30.0000 23.00 4.87 23.75 17.00 19.00 36.00
CFST Career
paths 18.96 19.0000 22.00 3.35 11.21 10.00 13.00 23.00
CFST T & D 22.60 23.0000 19.00 5.06 25.58 19.00 13.00 32.00 CFST
Work/life 20.64 21.0000 16.00 5.19 26.91 18.00 12.00 30.00 CFST
Countries 16.60 17.0000 19.00 5.29 28.00 20.00 7.00 27.00 CFST
Provinces 5.04 5.0000 4.00 1.84 3.37 6.00 2.00 8.00
CFST Jobsat 14.24 14.0000 13.00 2.96 8.77 12.00 8.00 20.00
CFST MBA 2.88 3.0000 3.00 .93 .86 3.00 1.00 4.00
Total leave
score 23.76 24.0000 24.00(a) 1.77 3.11 5.00 21.00 26.00
relatively low, as the minimum score was 12.00 with the maximum score being 30.00. This shows that the managerial-level employees‟ strong intentions to leave their organisations are being influenced by work/life balance issues. The CFST Countries mean score was 16.00, given the minimum and maximum scores of 7.00 and 27.00 respectively, indicating that KZN managerial-level employees with strong intentions to leave their organisations are not influenced in their decision to leave by the desire to work in other countries other than South Africa. As depicted in Table 34, the mean score of CFST Provinces was 5.04 which was high, with the minimum score being 2.00, whilst the maximum score was 8.00. The results depict that one of the reasons for the sub-samples strong intentions to leave was the desire to work in other provinces in South Africa other than KZN.
According to the study findings depicted in Table 34, the CFST Job Satisfaction mean score was 14.24 which was high, as the minimum score was 8.00 whilst the maximum score was 20.00. This indicates that KZN managerial-level employees with a strong intention to leave are influenced by the level of job satisfaction in their decision to leave their current organisations. The CFST MBA mean score was 2.88 which was high, given the minimum and the maximum scores of 1.00 and 4.00 respectively, and indicates that the managerial-level employees with a strong intention to leave were influenced by the completion of their MBA degree. In the research study, the mean scores of the CFST sub-components were ranked and these were covered in the next section. These will be presented in Table 35 below:
Table 35: Ranking of the means for the sub-sample with strong intentions to leave
Sub-component rankings Mean
CFST Management style 3.18 CFST Career paths 3.16 CFST Rewards 3.05
CFST MBA 2.88
CFST Job satisfaction 2.85 CFST T & D 2.83 CFST Work/life 2.60 CFST Provinces 2.52 CFST Countries 2.37
Table 35 depicts the mean scores of the CFST sub-component rankings of the ITL sub-sample with the highest intention to leave scores. The top 5 CFST sub-components that have the most influence on the managerial-level employees‟ intentions to leave were CFST Management
style, which had the highest mean score of 3.18. Secondly, CFST Career paths had a mean score of 3.16, which is followed by CFST Rewards with a mean score of 2.88. CFST MBA was ranked number 4 with a mean score of 2.88 and lastly, the 5th sub-component was CFST Job satisfaction which had a mean score of 2.85. Therefore, when focussing on respondents with a strong intention to leave or propensity to leave their organisations, it emerges that management style, careerpath strategies and rewards are the components of the CFST that would have the strongest influence on their intention to leave.