Leadership style affecting employees intention to quit at Royal Bafokeng Administration TS Senokwane Orcid.org 0000-0003-2901-9488 Mini-dissertation submitted in partial fulfilment of the requirements for the degree Masters of Business Administration at the North-West University Supervisor Prof Y Du Plessis Student number 16919440 TABLE OF CONTENTS TOC o 1-3 h z t Heading 4,4,Heading 5,5,TOC_Heading,8,Chapter,9 1. INTRODUCTION AND BACKGROUND OF THE STUDY2 2. PROBLEM STATEMENT..
4 2.1 Research question4 2.1.2 Preliminary literature review.4 HYPERLINK l _Toc518311801 3.
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Paradigmatic perspective.. PAGEREF _Toc518311801 h 5 HYPERLINK l _Toc518311802 3.1 Meta-theoretic assumptions PAGEREF _Toc518311802 h 5 HYPERLINK l _Toc518311803 3.2 Theoretic assumptions PAGEREF _Toc518311803 h 6 HYPERLINK l _Toc518311804 3.3 Methodological assumptions. PAGEREF _Toc518311804 h 7 HYPERLINK l _Toc518311805 5.
Research aim and objectives PAGEREF _Toc518311805 h 9 HYPERLINK l _Toc518311806 5.1 Research aim PAGEREF _Toc518311806 h 9 HYPERLINK l _Toc518311807 5.2 Research objectives PAGEREF _Toc518311807 h 9 HYPERLINK l _Toc518311808 5.3 Study design PAGEREF _Toc518311808 h 10 HYPERLINK l _Toc518311809 6 Importance of the study. PAGEREF _Toc518311809 h 10 HYPERLINK l _Toc518311810 7 Research methodology PAGEREF _Toc518311810 h 12 HYPERLINK l _Toc518311811 8 Population and sampling.. PAGEREF _Toc518311811 h 12 HYPERLINK l _Toc518311812 8.1 Population PAGEREF _Toc518311812 h 12 HYPERLINK l _Toc518311813 8.
2 Sampling PAGEREF _Toc518311813 h 13 HYPERLINK l _Toc518311814 8.2.1 Sampling technique. PAGEREF _Toc518311814 h 13 HYPERLINK l _Toc518311815 8.2.3 Sampling size PAGEREF _Toc518311815 h 14 HYPERLINK l _Toc518311816 8.2.4 Process of obtaining informed consent.
PAGEREF _Toc518311816 h 14 HYPERLINK l _Toc518311817 9. Data collection PAGEREF _Toc518311817 h 15 HYPERLINK l _Toc518311818 9.1 Data collection tool PAGEREF _Toc518311818 h 16 HYPERLINK l _Toc518311819 9.1.2 Development of data collection tool.. PAGEREF _Toc518311819 h 16 HYPERLINK l _Toc518311820 10 Rigour / Validity reliability..
PAGEREF _Toc518311820 h 18 HYPERLINK l _Toc518311821 11.1 Permission and informed consent.. PAGEREF _Toc518311821 h 19 HYPERLINK l _Toc518311822 11.2 Anonymity.
. PAGEREF _Toc518311822 h 19 HYPERLINK l _Toc518311823 11.3 Confidentiality PAGEREF _Toc518311823 h 20 HYPERLINK l _Toc518311824 13. Executive Summary.. PAGEREF _Toc518311824 h 20 HYPERLINK l _Toc518311825 Bibliography PAGEREF _Toc518311825 h 22 HYPERLINK l _Toc518311826 Annexure A COVER LETTER 26 Annexure B INFORMED CONSENT .
26 Annexure C DATA COLLECTION TOOL …
.26 RESEARCH proposal Introduction and background of the study Employee turnover is a main challenging task encountered by organisations (James and Mathew, 20121). The authors mention that when an individual leaves the organization, the consequential substitution process entails the direct cost for training and development, staffing and indirect costs such as poor production, skills, and low employee morale.main High employees turnover rate is linked to poor production and customer dissatisfaction.
It also impacts on quality of work, administration costs and employee morale as workload increase and also resentment of remaining workers to carry out additional duties as a result of employee turnover (Simons, 2009). This is supported by James and Mathew (201280) the authors mentioned that the results of employee turnover drain leadership which lead to pressure of labor force plan. Employee turnover is encouraged by employee discontent in the working environment it leads to reducing effort to the job, which also has an impact on employee decision to quit the organization (AlBattat Som, 2013). Therefore, leaders require several leadership styles namely- transformational, transactional, democratic, autocratic, charismatic, laissez-faire, servant, and visionary (Bass, 1999 Northouse, 2013 Robbins Judge, 2011). However, Long, Thean, Ismail, Jusoh, (2012) confirm that transformational leadership styles is the main aspect in reducing turnover intention. To assist in resolving this dare employee turnover, various proposition and resolutions have been encompassing in the literature studies. Through consideration and convey on employee significant and expectations, such employees will be retained by the organization (James and Mathew, 2012).Bothma du Toit, Bothma and Van Schalkwyk, (2010) suggested that if leadership can empower performance that entails sharing of information and delegation of authority that can result in lowering of employee turnover.
Furthermore, Kerr-Phillips and Thomas (2009 ) -mention that leaders should develop transformation culture to set standards, develop leadership and embrace diverse employees in the organization. In addition to this matter of leadership persuade on employee turnover, Enzman and Schaufeli cited in Kerr-Phillips and Thomas (200983) mention that the conflict between employees and line manager lead to an individual to resign. Undoubtedly if we reflect the concerns retroactively somewhat will recognize the individual rational processes for deciding to leave or stay, and management will be active. However, leaders are not only part of retention, also the important element that an organization adopts to Frangou and Kontoghiorgho (200932). Additionally, the resolutions of employee turnover have to commence at top management level, thats where the value of organization and employee treatment are implemented at that level and obligatory (Roberts cited in Brober, 2008).
Therefore, the aim of this research is to explore the causes of leadership style on employees turn over intention. The researcher aim to establish any particular leadership styles to show that the organization can endeavor for excellency in future Problem statement The problem is that the Royal Bafokeng Administration is faced with high employee turnover. According to the RBA annual report 2014 to 2017, employee turnover in Royal Bafokeng Administration, was 4 percent in (2014) , 14 percent in (2016) and 16 percent in (2017) respectively(RBA Annual reports2014,2016 and 2017),as depicted in Figure 1 Figure 1 Employee turnover Royal Bafokeng Administration Even though the result shows an upward trend, the turnover rate remains a concern, thus the need for this study. This affects organisational performance with daily operations, low production, increased replacement, recruitment costs and customer dissatisfaction.
Leaders in the organization implement various leadership styles according to their induction also the induction might be encouraged by the background and culture of the organisation. Therefore the need for organizational leaders to identify behaviors related to their leadership styles can contribute to improving retention and turnover in the workplace. The study aims to determine whether leadership style affect employee intention to quit in the Royal Bafokeng Administration. The study is important as it will develop leaders considering various leadership styles and the relation of intention to employee turnover however, should the problem not been solved it will decrease production, poor organization performance and also maximize cost.
This quantitative research will investigate the cause of leadership style and intention to quit in RBA. Based on this, it was important to ask the subsequent research questions 2.1Research questions Primary research questions What are the leadership styles in RBA which increase employees turnover intention How does leadership style affect employees intention to quit Research aim and objectives Research aim The aim of this study is to determine how the leadership style affect employees intention to quit at Royal Bafokeng Administration. Research objectives The primary objectives of the study is to determine whether a relationship exists between leadership style and employee intention to quit at the Royal Bafokeng Administration Secondary Objectives To give the overview of employee turnover To explore the causes of turnover and the factors that affect employee to quit at RBA To explore the major reason for high employee turnover by means of observed study Preliminary literature review The leadership style that managers practice appears to discourage employees to stay with the organisation (Nassarwhy not in you ref list, Abolou, Monmoud, 2011). Bull (2010) mentioned that leaders are capable of implementing various leadership styles, which associated with the situation can lead to low turnover of workers.
This is supported by Chhabra and Mishra (2008), who states that if leaders can change their leadership style to suit workers needs, they will maintain them, and Forest and Kleiner (2011) who confirms that leadership style can encourage workers intent to stay. Thus leadership style plays an important part in employee turnover, which is a challenge for organization as it affects the performance of organization (Davidson, Timo Wang 2009). Paradigmatic perspective A paradigm is a lens during which the researcher observes the noticeable and the unnoticeable actual standard (Maree, 2009). The research paradigm utilized was positivistic. Quantitatives focuses on understanding human behaviour. .
Theoretic assumptions The various paradigm of leadership covers the description of leadership style and leadership. These leadership paradigms have changed most recently, from traditional leadership to new standpoint. Goleman (2012) classify these a new theories as trait, behavioral and situational or contingency theories under traditional leadership perception, and charismatic and transformational leadership as a standpoint of leadership. According to McGregor (1960) who proposed two theories that applied to manage people are Theory x and Theory Y. Theory X which is similiar as authoritarian leadership style, this theory assumes that individuals are negligent intrinsically inactive, also control and monitoring are essential for employees to practice the work aim. The supervisor must apply coercion and threat as punishment for work to be done however, Theory X presume that business that experiences low retention and high turnover, create a set of X approaches .
Various supervisor drifts from this theory and usually lead to poor outcomes. Even if, theories of McGregors are older, it is applicable for consideration of organizational and management methodologies. These two Theories X and Y are dissimilar and the result of managerial approaches would be diverse too.
Brone (2008) mentions that McGregor created and applied these theories to illustrate how they influence individual performance particularly managing people.McGregor suggested that the assumptions of Theory Ys are dynamic it also needs diverse implication for managerial approaches to compare to that of Theory X (McGregor, 1960) This research focus on transformational,transactional,aucratic,situational .laissez-faire and authority leadership style.The full details of these leadership styles will be explained in the next chapter. 3.3 Methodological assumptions The method of this research depend on the objectives, the environment that the occurrence being observed, the foundation theory used by the observer expectations (Babie Mouton, 2010).The methodological paradigm applied in this research will be the quantitative paradigm,to establish the quality observable fact in the form of numbers. 3.
4 Assumptions of the study The methodology of this research assumes all respondents comprehend the question and plan of the questionnaires, the survey will establish what is determined. Furthermore, it assumes all respondents are aware that their response will be confidential, also they may discontinue anytime from the research. 3.5 Limitation of the study This study will be undertaken in Royal Bafokeng Administration Protective services department, and so certain limitation subsists. The participants response will be specific to the questionnaires, restraint will be made for generalisation. The subsequent limitations might have consequence on the findings The population and sample is from one department only so it is not the whole RBA organisation. The number of participants will not be the same as expected, may be lower and not representing the population. The investigation will be carried out in one department, which is affected by this particular problem.
LITERATURE REVIEW Definition of Leadership The word leadership contains various concepts depending on the situation and how the researcher applies it. Numerous scholars are satisfied with leadership as a point of authority that is embraced by the individual in a group (MacBeath, 2005 Avolio, Walumbwa Weber, 2009 Ahlquist Levi, 2011). Such indicates that a leader has the chance to apply interpersonal skills to influence and manage individual efforts that lead to a prearranged target (Ahlquist Levi, 2011). According to the meaning of leadership efficiency of a leader depends on the value of interpersonal skills that influence the subordinates.
Therefore, this explanation is adopted with the purpose of the research. Leadership Styles This part presents a brief literature review that related to this research.It consists mainly of leadership and intention of leave. These variables are briefly conferred with the intent of indicating how they link to the structure of the research.This part discusses autocratic, democratic and laissez-faire under leadership style, however current researcher consider that transactional, transformational, charismatic as the efficient and realistic leadership style. These leadership styles are discussed more in Chapter 2. Authoritarian leaderships have the quality of being controlling and oppression.In this style followers conduct task with nervousness and they are compensanted on faithfulness,not performance (Jing Avey, 2008).
This leadership style is similar to that of Theory X by McGregor (Kopelman, ProttasDavis, 2008) .This is supported by Stewart, 2010 who mention that Theory X implies that human being are indolent, they dont like changes,additionally they require authority and fear to be managed. 4.
3 Participative leadership is dissimilar from authoritarian style as followers are more involved in partaking of decision such as communication and delegation (Miao, Newman, Schwarz Xu, 2013).With this reasons, it build employees to be dedicated and share organisation objectives (Bogler,2001Ngotngamwong,2012). 4.4 Transactional leadership improve the necessity of the business with that of the employees (Zhu, Sosik.RiggioYang, 2012) actually leaders, apply this style to compensate the employees for the job which is in align with their requirement of organisational objective (LussierAcchua,2015).This approach of leadership style is successful for corporate employees (BassRiggio,2006Avery,2008). 4.5 Transformational leadership entails leader who protect the disturbing concern of the employees, demonstrates capability and potential (Jing Avery, 2008).
The transformational leader inspire employees to thrive and show consistency, as a result it leads to the significant driven environment (Bass Avolio, 1994Epitropaki Martiin 2013Hoyle,2006). concentrate Methodology and Study design The study design is a plan for the research on how the researcher proposed in performing the study (Bobblie Mayton, 201074).It will focus on the outcomes.
The research will be quantitative and descriptive with the aim of collecting, analysing and interpreting the data to answer experimental research questions. In return, it will allow the researcher to have knowledge regarding management in conducting retention.Quantitative method was applied to reach the research aim and also to answer the research question about how many respondents feel and think in a particular way. Quantitative design is a numeric data system and is used for creating graphs and data analysis. The gathering of data was used in a form of descriptive design. The reason for this design is because it collect primary data from the respondents and it also give you an idea about the situation, for the researcher to make decisive conclusion Creswell (2006) citied in Njabulo Khumalo (2013).
The study is also descriptive since the depiction of the observed variables will be provided with the predictions that influence leadership style and employee intention to quit. The research approach was survey research. The research survey can be questionnaires or interview survey. The approach of the questionnaires was self-administered which involved giving out the questionnaires to the participants, with the aim of permitting anonymity and is less cost -effective (Russell, 2013). Importance of the study Employee turnover is considered relatively high by companies in South Africa it is also not easy for best employees to be reserved by organization (Allen, Bryant Vardaman, 2010).
This high turnover of employees outlay time and money for organization (Allen et al., 2010) and therefore the research will be important in providing the solution to minimize costs. This research will offer RBA management experiential information related to employee turnover. Abbasi and Hallman (cited in Broner, 20088) mention that top management have to be aware of the need of their employees. Significance for leadership and human resource This study will guide the supervisor, executives, Human resource, to have an understanding and information about strategies of retention to be implemented in an organization. The study will assist the manager to be realistic and thoughtful about employees behavior prior to leaving their job, and thus know the outcome of the high turnover rate. It will notice the gap of leadership skills which can assist Human resource to implement training for leadership for intervention. The study will be useful for human capital department and human resources scholars as they may be familiar with the relationship linking leadership style and employees turnover intention The results will be important as the capability of organisation is to increase productivity, provide the stable workplace that leads to good performance of organization (Alatawi, 2013) The information will be important for the supervisors understanding about various leadership style and their connections to employee turnover intention.
The results may add contribution review formulation of policies regarding retention and strategies at RBA Research methodology Research methodology is explained as the progression of achieving information also to provide the researcher intention. Cooper Schindler, 2011 states that, study design is the formation of size, gathering and data analysis.The author further state that the purpose of the study design is to attain study question. For that reason the study analysis commences. It concentrates on the approaching way of the problem regarding sample size, population, data collection tool and sampling. Population and sampling 8.1 Population A population is a whole group of people that the researcher desire to investigate (Sekaran, 2001 cities in Sayed_Comm 2013 in).The author mention that the research population is the particular people that the investigation intends to examine.
This investigation target populations were operational staff and management at the Royal Bafokeng Administration. The validity and reliability were determined and executed by the respondents. The reason for this was to study a sample of the RBA employees excluding the head of entities. The study focused on employees knowledge and their opinion concerning leadership, it also divides the employees into management and operational staff. The population will be employees from Royal Bafokeng Administration in Rustenburg, North West Province, since they are nearer to the researcher and also it will save time and traveling cost for the researcher, above all it will save time for collection of data. The investigation will concentrate on permanent employees from the supervisor, operational staff senior manager, middle manager and executive manager.The population was divided into common groups that are related and important to this study. The organization employs, 900 permanent staff, 420 full-time female and 480 full-time male.
Sampling According to Cox and Hassard, 2010 state that Sampling is a record that corresponds to the drawn sample of individual factor contained in the population case this is supported by Saunders et al., (2012) who also mention that sampling is a record that consists of the various or uniform unit from which the drawn study sample. For this investigation, the sample was attained from the Royal Bafokeng Administration Rustenburg North West Province.
8.2.1 Sampling technique Sampling method comprises of probability and nonprobability sampling.
Probability are those sample that can be forecasted to create related end result, such as cluster sampling, stratified, systematic and random sampling .Non-probability sampling is those sample that are incapable of forecasting and unable to create the same product and their experiment are recurring (McMillan Schumacher, 2006 citied in Gladys W. Muriuki).The non-probability sampling consists of purposive or judgemental, snowball and convenience sampling (Cox Hassard, 2010) .
This study utilizes convenience and stratified sampling method. Stratified technique allows researcher to group the participants into similar job positions. According to Cox Hassard 2010 define stratified sampling as a sample where people in a same population and with the same uniform are cluster to form a division. Convenience samples are non-probability samples that are unlimited Blumberg, Cooper and Schindler (2011194),additionally they are slightest dependable and simple with low cost to carry out. It is indicated that no accuracy in the convenience sample, though its formula is still functional. The study utilizes convenience and stratified sampling as a method of choosing available participants and also to get hold of questionnaires that are completed immediate without cost-effective.
Yet, Blumberg, Cooper and Schindler (2011163) indicate the motive for sampling as instant participants, quick data collection,the correctness of product and economical low. The Royal Bafokeng Administration at present has 900 employees that are permanent and 44 temporary employees . The employees are clustered in three categories, operational employees,junior manager and senior manager .All employees who are permanent are the target since the populations are 900.
8.2.3 Sampling size The sample size is explained as the real capacity of participants that the researcher aims to gather data from (Saunders et al., 2012). The sizes of the sample should be a fraction of the whole population that the researcher needs to make a conclusion. The purpose of this study was a group selected from five junior management, three senior management and operational staff which consist of 892 employees within the Royal Bafokeng Administration.
Also, respondents were chosen based on their knowledge and experience within the organization. 8.2.4 Process of obtaining informed consent According to Khumalo (2007) citied in Njabulo Khumalo (2013) state that the researcher notifies the participants about the investigation prior to the commencing of the study.The participants in this investigation were informed about the investigation before it was conducted.
In the initial gathering, a letter of consent was looked at and questions were asked of the participants. Participants were informed that the collection of data will be used for academic purpose only. Participants were made alert that they can discontinue from the survey if they wish too. Participants were informed that their personal details will not be needed. Participants were made alert that the information collected from this investigation will not to be disclosed. Participants were informed that there will be no destruction to cause the participants not to contribute in this investigation, and Participants were informed that the final report will be handed in and their names will not be exposed 9. Data collection Primary data will be collected to establish the association relating to leadership style and employees intention to quit.
The survey was selected as it considered being appropriate for collecting primary data particularly population that is too large to examine (Babbie Mouton, 2010230-232). In this research, a structured questionnaire and closed-ended questions will be used as they have fixed answers and normally collect quantitative data.The questionnaires will be self-developed by the researcher. The researcher will hand delivered the questionnaires herself to the participants for primary data collection since the participants are nearer to the researcher and it is effective, to determine the links between leadership style and employees intention to quit. A cover letter with the questionnaires will be attached, explaining to the participants that the information they provides will be strictly confidential only the researcher will have access to it, and clear instruction, will also be provided. The questionnaires will be written in plain simple English language for the participants to easy understand them.
Participants will be asked to tick in the provided box that is relevant to them. This approach of questionnaires will be short it made the participants to understand and not to ask for any clarity. 9.1 Data collection tool Saunders et al (2009129-131) explain that for the researcher to have primary data high-quality questionnaires must be formulated additionally, the researcher evaluation and consideration regarding the respondent must be achievable content in the questionnaires should not make the respondent anxious. Advice concerning sensitive and confidential questions will be in place. Structured questions will be in a proper format for the intention of the study also conclusive decision result is the reason for excellent data quality. Development of data collection tool The questionnaire was selected as data tool collection from the literature by the researcher as is the one creating the questions. The formation of questionnaires will be concise and to the point for the data quality as it will save time.
The researcher will use structured questionnaires as it is easy to control and evaluate. Questions were formulated according to the objective of the study and they reflect the topic study.The researcher will keep away from questions that are leading the participants in answering the questions by maintaining a high integrity level of valid tool, and short questions will be formed. 9.1.3 Data analysis Once the data have been collected then analysis commences.
Data will be exported on Microsoft Excel for analysis. Statistical Package for Social Science (SPSS) version 24 Computer program will be used and other techniques for statistical analysis. Descriptive analysis will be used for describing the demographic of the participants and for concise of the respondents profile. Factor analysis was conducted to classify the style of leadership that is applied by management at RBA. Certain variables will be tabulated to illustrate the relationship among variables also to assess if the relationship exists.determine ANOVA will be applied in this study to test the level of significance on different educational background and categories at 95 level of significance and confidence interval level (p 0.05). This will be followed by a T-test to conduct the relationship between femininity and educational level.
Lastly, Cronbach alpha coefficients which is used to measure instrument to determine the reliability 9.1.4 The research instruments The distributions of the structured questionnaires consist of the following sections Demographic details are composed of age, gender, position, educational background and years that an employee have in the organizations. Leadership style has been created with the aim of this research to determine leadership style as a forecaster of employees intention to leave the organization and it is also used to measured utilizing a 5-point Likert Scaling. It consists of 24 items scaling on 5-point Likert scale to establish leadership styles.
work Intention to quit has been created with the aim of this research to determine leadership style on employees intention to quit. Employees intention to quit will be measured by using 5-point Likert Scaling was applied ranging from 1 Strongly disagree to 5 Strongly agree. According to Perry (2011) disputes that postgraduate students are acceptable adapt to any instrument that has been implemented and applied by others.
Therefore, students use tools that meet the requirement of validity and reliability. 10 Rigour / Validity reliability Reliability is defined as stability to assess, additionally experiment is deeming consistent by getting the recurring outcome. The study reliability is encouraged through the involvement of respondents and the researcher.
For assurance of reliability, the Cronbach Alpha was used in this investigation. Validity, is discussed as the degree of assessing what is alleged by the experiment. The main point of validity is when the experiment outcome is precise and for the result to be read. Validity plays an important role in deciding the details of the problem tool is applicable for research. The object for creating validity attains with the support of the manager 11. Ethical considerations According to Cooper and Schindler (201132) explain that ethics are custom that direct the pattern of conducting relation among people. Furthermore, the authors point out ethics purpose is to guarantee the participants do not have to experience any humiliation, pain, discomposure mental harm or retreat.
The researcher obligates to apply moral practiced and honesty for this investigation. The ethical guidelines as set by the NWU committee formed the base of the research.Ethical clearance to carry out the research will be granted by the Research committee of the NWU, also the informed consent will be acquired from the participants and the outcomes of the data were handled in confidentiality. To ensure confidentiality is applied, the participants will be requested not to stipulate information that may cause a destruction of their identity. The study will not cause any injury or harm (Babbie Mouton, 2009 Terre Blanche et al.
, 2006). Application of authorization to carry out the investigation from Group Chief Operational Officer Royal Bafokeng Administration was applied for in Rustenburg, North West Province.The aim of this investigation was discussed prior to the participants answering the questionnaires, therefore if they wish to discontinue they can do so.
The respondents are not compelled to partaking in this survey. Since the investigation entails the work level in the organization, respondents were guaranteed that their names will not appear and the information will be confidential.Prior to starting the investigation authorization was attained. The participants were alert regarding the position in the organization to be revealed, in this investigation .The respondents can reject partaking in the investigation. 11.1 Permission and informed consent Participants were informed about the reason of this research and they had to sign the consent form to show their understanding (Cooper Schindler, 2011).Written and printed authorization from Royal Bafokeng Administration was acquired before conducting the survey.
Anonymity Participants remained anonymous and no identification was made known to the public. The participants were assured that the information they provided will not be associate with their personal details and they will remain anonymous. link 11.3 Confidentiality The participants and the researcher are colleagues so they are in the same situation, which can be worse if the information is leaked.It was important to the researcher to make sure that the confidentiality and data integrity throughout the research. The participants were guarantede that the information they provided will be used for academic data analyses only and it will be treated with confidentiality. The partake of the participants will be willingly and correctly ask for.
12. The Scope of the study Chapter 1 Introduction presents the topic and provides a background purpose of the study Chapter 2 Literature it deals with the review the literature and different concepts in the study. Chapter 3 Research Methodology it covers the method used during the research such as research design and techniques used to gather data Chapter 4 Analysis and findings it illustrate the outcomes also the analysis findings Chapter 5 Review the finding of chapter 4 and provide recommendations 13. Executive Summary Chapter one concentrates on leadership style behavior within which the management of Royal Bafokeng Administration organization discovered themselves in. They are facing the challenge that they have little understanding of leadership style towards their subordinates. Once they know this, they can be considerate to reasons why employees intention to quit rate can be low. According to Bothma et.
2010 mention that when leadership show empowerment performance towards subordinates, consequently it decreases the likely intention of employees to resign. Chapter one additionally concentrate on research questions, research methodology, assumptions, limitations and the significance of the study and concluded by reviewing the scope of the study. Bibliography 1 . AlBattat, A. R. S., Som, A.
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, Rothman,S.(2010).Job insecurity,leadership empowerment behaviour,employee engagement intention to leave in a Petrochemical laboratory.SA kourna of Human Resource management,8(1),1-7 Annexure A COVER LETTER Protective Services department Old Lebone Building Luka Road Phokeng Dear Respondent, I am a MBA student at North-West University Business School.
I am carrying out research on Leadership style affecting employees intention to quit at Royal Bafokeng Administration . This is in partial fulfilment of the requirement for the Master in Business Administration program at the North-West University. This study uses Protective Services department as a case study from which the respondents will be selected within the department – they will be the operational staff, middle managers and executives manager. The information provided will entirely be treated with highest confidentiality and will be used for academic purposes and your name and details will not appear in my report. Should you require a copy of the research paper I will gratefully assist Yours sincerely, Tsholofelo Senokwane HYPERLINK [email protected]
[email protected] 072 5224 96 . Annexure B informed consent DECLARATION BY THE PARTICIPANT I agree to participate in the research study In hereby confirm that I understand the contents of this documents and the nature of the research project .I consent to participate in the research project. I understand that I have the right to withdraw from the project at any time, I declare that I have read this documents and consent form written in a language that I understand, I understand that my name will not be mentioned in this questionnaire, I understand that my signature and identity will not be revealed. I understand that will be no harm in participating in this study, I understand that the final report of the study will be presented and I will not be connected to the report. Student Signature .
. Signed on date Signed on date Date Participant Signature Annexure C DATA COLLECTION TOOL SECTION A BIOGRAPHICAL DETAILS Please make sure that you do not omit a question or skip a page Please complete the questionnaires Please be honest when giving your opinion Please return Questionnaire Gender MaleFemaleAgeYears in organisationPositionHighest qualificationsGradeCertificateDiplomaDegreePost graduateImmediately when I get a new job, I will depart from the organisation12345I intend quitting my current jobI am satisfied with my current job Please place a mark next to the response that you feel best describes your situation. Do you plan to quit from your organisation/division within the next six months Yes No If you answered YES to question, what is your primary reason for leaving (Please select one). Relocating Career advancement and growth Lack of recognition Unfair reward for contribution Job security Salary packages (Compensation) Mismatch between job and person Poor working conditions Loss of trust and confidence in leadership Lack of supervision Other (specify) __________________________________________ Section B Please use the following marking scale Agree Strongly agree Neutral Strongly disagree Strongly disagree Try to answer the questions fairly quickly, without rushing your response. Intention to quit 1 2 3 4 N/A Leaders in my organization treat people with dignity and respect My workload is manageable I am sure I will leave my position in the foreseeable future I plan to stay in my position awhile I feel valued by my organization.
I receive the support I need to do my Job If I got another job offer tomorrow, I would give it serious consideration. I find my job stressful I am satisfied with my job I find my job meaningful to the organization I have substantially higher overall wellbeing because of the employer I work for today. I have the necessary authority that I need to do my job well. I am not keen to leave my organization right now. There is work-life balance in the organization. I feel committed to remain with my current employer. I feel proud to tell other people about the organization I work for. I would recommend my organization as a great place to work. I dont have any specific idea how much longer I will stay in the organization. There are big doubts in my mind as to whether or not I will really stay in this organization. I plan to leave this organization shortly. I have been promoted in the recent past I would be happy to spend the rest of my career with this organization. I feel emotionally attached to my organization I have turned down job offers from other organizations I am satisfied with the organization as a place to work Section C Please rate the extent to which you agree/disagree with the following statement by making an X regarding leadership style 1 Strongly disagree2 Disagree3 Neutral4 Agree5 Strongly agree I check staffs work on a regular basis to assess their progress and learning. 12345I hold periodic meetings to show support for organisation policy and mission12345I appoint staff into task groups to action policies affecting them.12345I provide staff with clear responsibilities and allow them to decide how to accomplish them. 12345I make sure staffs are aware of, and understand, all organisation policies and procedures. 12345I recognise staffs achievements with encouragement and support. 12345I discuss any organisational or policy changes with staff prior to taking action12345I discuss the organisations strategic mission with staff. 12345I demonstrate each task involved in doing the job. 12345I meet with staff regularly to discuss their needs. 12345I avoid making judgements or premature evaluation of ideas or suggestions12345I ask staff to think ahead and develop long-term plans for their areas. 12345I set down performance standards for each aspect of my staffs job. 12345I explain the benefits of achieving their work goals to staff. 12345I rotate the role of team briefer among the staff. 12345I emphasise the importance of quality but I allow my staff to establish the control standards. 12345I have staff report back to me after completing each step of their work. 12345I hold regular meetings to discuss work status. 12345I provide staff with the time and resources to pursue their own developmental objectives12345I expect staff to create their own goals and objectives and submit them to me in finished form. 12345I try to assign work in small, easily controlled units. 12345I focus on opportunities and not problems. 12345I avoid evaluating problems and concerns as they are discussed. 12345I ensure that information systems are timely and accurate and that information is fed directly to staff. 12345 Section D 1 Strongly disagree2 Disagree3 Neutral 4 Agree 5 Strongly agree1Management treat others without considering the feelings of others123452Management always give positive feedback when others perform well.3Management does an excellent job of communicating with employees on a host of issues4Management encourages and rewards specific behaviours5Management ask questions that prompt others to think6Management personally compliment when they do outstanding work7Management act without the feelings of others8Management always give positive feedback when others perform well9Management show respect for the personal feelings of others10Management provide a good model for others to follow11Management outs a great deal of effort into hiring new employees who will fit12Management get the group o work together for the same goal13Management is quick to deal with problem employees14Management shares business results with employees regularly15Management is discipline with employees performance feedback and appraisals16Management encourage all employees to challenge how well things are done17Management lead by doing rather than simply be telling18Management encourages employees to be team players19Management lead by examples20Management stimulate others rethink the way they do things PAGE iv PAGE i PAGE MERGEFORMAT 21 NO it must relate to your study problem and align with RQ Why not in Ref list Why this only Why not RBA Go to Creswell Not Khumalo What questionnaire Explain what, why and wherefrom These are not research experts what does the research methodology experts say You have old references and your style is not correct. Get this right Please read at last 10 more relevant references on Leadership and employees commitment/intention to quit/ retention of employees and add into this proposal doc, before we submit You are not reading enough Tshelofelo vetqX)I)B . a2DUH2 dAP ECqBZBhL2 [email protected] QCH,G6 H9R H/rAw(Q([email protected](j MF i)SjT)aYitttUI_E1BPX-z8CzQEoYeYUgdGhMEKNh(/qZYcIsrrrBVrn)2RVO(W)VSUVQPNUQyZRrVeJjU-S.Kw55O5ZZzzz CVLcFSUW3WYOWkNGLvNNCnnmC/QMXBJli580z)oiaCaa(qnOILeLWvjo22mN6w7hir2ZP,-YtXNYiZEU ViY9FgMknc1gcbcfX.lGvc)LNw/p/[email protected] uUo3C3OfIgwdOW-wsz 17jl8c3lKWrllGmnacOkEEEY2K,KhtiNe-_VOosTWrjVQwzi8k E cP cq kw_ 6QhX _NiqV GK5YqnN7 Vs q wgq9 CFJGGKW 1AZskaV )-CG gzL17/1 gjLoz8dLqw-nBL6wZiv.Jl bJKtff/ niypO215 4 O W4L0lM io ooSqSWx.4lkoJ1aNn(ii5 3hEHYL0va tytI/LV cYm hllv455 @ucMk7 qwF , vGcS pxeuiK n8 RMtPD OyUb,6K )[email protected] MkshN PV8k4gRpB 0f22 1DwyQ_XZEFl1elf-a 0)Nai_ul GTEiZH(3D)pX4565bCbFXJZlJeumimP/A(qfq9bbr)snpjm– IeuIe lGM8mc88K,_ 6.cnaR- hMYYqtSKcrKv1RQDDcH.U6rfpv4 6ybZ)J3EHwJBEX(q0AsVik8DAaR dhT)eEL2faCzmPnYsAPor0Yw)abveG6wMZxY .e35a.zmnOSmR0N1kSxNFJ fDj8 [email protected] [email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected]@[email protected] /8e3u( s___-v_OwWPSjQ6R0Ocae/_k))5(DHMkytbmelF.e35atztnvSM.N DH fDjKvVRSjQ6R0k()5(DHM(PLMnBDDDDgIohc pNVkWWW3Zufo,).4nkY-Ks6 xpok uOGNpok Y, dXiJ(x(I_TS1EZBmU/xYy5g/GMGeD3Vqq8K)fw9xrxwrTZaGy8IjbRcXIu3KGnD1NIBsRuKV.ELM2fiVvlu8zH(W uV4(Tn7_m-UBww_8(/0hFL)7iAs),Qg20ppf DU4pMDBJlC52FhsFYn3E6945Z5k8Fmw-dznZxJZp/P,)KQk5qpN8KGbe Sd17 paSR 6Q