CHAPTER 4: FINDINGS
4.5 FURTHER ANALYSES
4.5.5 Sub-sample with strong propensity to leave their organisation
decision to leave their KZN-based organisations. The divorced CFST T&D mean score was 9.00 which was high, with the minimum score being 9.00, whilst the maximum score was 9.00. The results show that divorced managerial-level employees would be influenced by T&D in their decision to leave their KZN-based organisations.
Table 31 depicts that the married CFST Job satisfaction mean score was 14.31 which was high, with the minimum score being 8.00, whilst the maximum score was 20.00. The results show that the married managerial-level employees would be influenced in their decision to leave by CFST Job Satisfaction. The single CFST Job Satisfaction mean score was 13.19 which was high, as the minimum score was 6.00 and the maximum score was 20.00. This indicates that the single managerial-level employees would be influenced in their decision to leave by CFST Job Satisfaction. The divorced CFST mean score was 6.00 which was high, as the minimum score was 6.00, whilst the maximum score was 6.00. This indicates that the divorced managerial-level employees would be influenced in their decision to leave their KZN-based organisations by CFST Job Satisfaction.
Table 32: Descriptive statistics of the sub-sample with a strong propensity to leave their organisations (N=16)
Mean Median Mode
Std.
Deviation Variance Range Minimum Maximum
Total PTL 2.63 3.0000 3.00 .50 .25 1.00 2.00 3.00
Total CFST 149.25 143.0000 127.00 20.33 413.13 68.00 127.00 195.00 CFST
Rewards 29.00 29.5000 30.00 3.52 12.40 14.00 21.00 35.00 CFST Mgt
style 26.19 26.0000 25.00 3.97 15.76 15.00 19.00 34.00
CFST Career
paths 17.00 16.5000 16.00 2.76 7.60 10.00 12.00 22.00
CFST T & D 22.06 20.5000 19.00 5.26 27.66 16.00 14.00 30.00 CFST
Work/life 19.69 19.0000 18.00 4.47 19.96 16.00 11.00 27.00 CFST
Countries 15.31 13.5000 12.00 5.45 29.70 21.00 7.00 28.00 CFST
Provinces 4.06 3.5000 3.00 1.73 3.00 5.00 2.00 7.00
CFST Jobsat 13.63 14.0000 14.00 2.09 4.38 9.00 9.00 18.00
CFST MBA 2.31 2.0000 2.00 .79 .629 3.00 1.00 4.00
Total leave
score 8.94 7.0000 7.00 3.84 14.73 11.00 5.00 16.00
Table 32 depicts descriptive statistics of the sub-sample that had a low PTL score (indicating a high propensity to leave their employer) and the CFST 9 sub-components. In order to determine whether a mean score was high or low, if it was below the average score it was considered low and if it was above the average mean score it was considered high. According to the results depicted in Table 32, the CFST Rewards mean score was 29.00 with a minimum score of 21.00, whilst the maximum score was 35.00. The results show that KZN managerial- level employees are influenced to continue to work for their current organisations by both intrinsic and extrinsic rewards. CFST Management/leadership style mean score was 26.19 which was high, and depicts that the sub-sample managerial-level employees that are not likely to return to their KZN organisations if they had to leave for a while are being influenced by the type of management/leadership style being used in their organisations.
As depicted in Table 32, CFST Career paths had a mean score of 17.00 with a minimum score of 12.00, whilst the maximum score was 22.00. This indicates that the sub-sample with a low PTL score has a strong propensity to leave and was more likely to be influenced by the current career-path strategies being used by KZN organisations. CFST Training and Development mean score was 22.06 which was high, as the minimum score was 14.00 and the maximum score was 30.00. These results show that the managerial-level employees have a strong propensity to leave and they are not likely at all to return to work for their current organisations if they had to leave as they are strongly influenced by the training and
development strategies currently being used by their organisations. According to the results depicted in Table 32, the CFST Work/life balance issues mean score was 19.69 with a minimum and maximum score of 11.00 and 27.00 respectively; this indicates that the managerial-level employees propensity to leave and choose not to continue to work for their current organisations was influenced by the work/life balance issues.
Table 32 depicts that the CFST Countries mean score was 15.31 which was low, with a minimum score of 7.00, whilst the maximum score was 28.00. The results show that the managerial-level employees‟ intentions to leave are not influenced by the desire to work in other countries other than South Africa. CFST Provinces mean score was 4.06 which was low, as the minimum score was 2.00 and the maximum score was 7.00. This shows that the managerial-level employees‟ intentions to leave their current organisations are not influenced by the desire to work in other provinces other than KZN. As depicted in Table 32, CFST Job satisfaction mean score was 13.63 which was high, with a minimum score of 9.00 and maximum score 18.00; this indicates that the managerial-level employees‟ propensity to leave was influenced by the level of job satisfaction in their organisations. CFST MBA had a mean score of 2.31 which was low, as the minimum score was 1.00 and the maximum score 4.00.
This shows that the PTL sub-sample managerial-level employees‟ intentions to leave their KZN-based organisations were not influenced by the completion of their MBA degrees. The rankings of the means of the PTL sub-sample with strong a PTL were presented in the following section.
4.5.5.1 Ranking of means of the sub-sample with strong PTL
In the research study, the mean scores of the CFST sub-components were ranked and this was covered in the next section. These will be presented in Table 33 below:
Table 33: Ranking of the 9 sub-components of the PTL sub-sample Sub-component rankings Mean
CFST Management style 2.91 CFST Rewards 2.90 CFST Career paths 2.83 CFST T & D 2.76 CFST Job satisfaction 2.73 CFST Work/life 2.46
CFST MBA 2.31
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.