Research Proposal doc DUT 2012

Job dissatisfaction,

labour turn-over and lack of

motivation in the work place:

William Goldstone

KZNonSOURCE

16 April 2012

BTech: Management Research Methodology – 16 April 2012 Name: William Goldstone - Student Number: 18950992 1

Table of Contents

Background 2

Problem Statement 2

Aim of Study 3

Objectives of Study 3

Rationale for the Study 3

Limitations of Study 4

Delimitations of Study 4

Literature Review 4

Lack of Motivation 5

Job Dissatisfaction 6

Racial Tension 7

Labour Turnover 9

Research Methodology 10

Study Type 10

Target Population & Details 10

Sample Technique 10

Sampling Type 10

Sample Selection 11

Measuring Instrument 11

Data Collection Method 11

Data Analysis 11

Validity 11

Reliability

Timetable of Research Activities

12

12

Appendices

A - Questionnaires

B – Census Locations

C – Findings of pilot study

D – Contact Details

13

13

16

17

19

Bibliography 20


BACKGROUND

The purpose of the research is to establish underlying causes for job dissatisfaction, its

resultant implications, if any, on other areas such as motivation and labour turn-over.

The literature studied found that the common factors which indicate levels of job

dissatisfaction sight extrinsic factors; which are related to issues such as supervision pay,

company policies and working conditions, as significant contributors. On the other hand job

satisfaction is characterised by intrinsic factors which include, advancement, recognition,

responsibility and achievement. This, however, does not imply that the opposite of

dissatisfaction is satisfaction and therefore removing dissatisfying characteristics from a job

does not necessarily make the job satisfying. The factors leading to job satisfaction appear

distinct from those leading to job dissatisfaction (Mullins, 1989:34).

The focus group within the study is limited to employees of the eThekwini Municipality

Customer Services Centres. The proposal follows reported high labour turn-over within this

environment and attempts to develop the foundation upon which a closer understanding

can be drawn around the root causes. A pilot study was conducted and the results indicate

high levels of job dissatisfaction (see appendix c). What is also significant from the pilot

study; is a relationship between employee motivation and job satisfaction.

Primary data will be drawn from a select group through the use of census and

questionnaires. It is also intended to establish if there is any relatedness to employee

motivation and job dissatisfaction; and if the combination of the two has a causality effect

on high labour turnover.

PROBLEM STATEMENT

The study is motivated by a high labour turnover within customer services. The underlying

causes are unknown, though it is believed to be associated with employee job

dissatisfaction, coupled by the fact that general employee motivation is believed to be low.

The research seeks to understand the root causes and to suggest possible solutions to

alleviate or overcome the problem.


AIM OF THE STUDY

The aim of the study is to determine levels of employee job dissatisfaction at the Ethekwini

Municipality’s Customer Services Centres.

OBJECTIVES OF THE STUDY

To assess current job satisfaction levels amongst employees.

o Which levels of employee are affected most?

o Is it senior or junior employees or both?

To analyse employee job satisfaction against employee motivation.

o To determine the extent to which one influences the other?

To determine what factors influence or improve job satisfaction levels

o How does the absence of those factors influence an outcome?

RATIONALE FOR THE STUDY

As a result of constant political challenges as well as the multiple developmental projects,

(coupled by the shortage of staff) undertaken by the municipality; annual objectives are not

being met, with the result that employees under-achieve and it is assumed that these

factors, combined contribute significantly to job dissatisfaction. It is assumed that the impact

of these problems is not only at an individual employee level, but at a group/team and

organization level. From a public perception perspective, it serves an injustice on the image

of the municipality, with public service perception decreased, and a general lack of

confidence in the municipality (Graves, 1972:106). For municipal employees encountered

with this feedback from members of the public, be it formally or informally, the employee’s

inner self-worth is put under the spotlight and frontline municipal employees could be

affected by the constant criticism around the public perception of municipal service.

Whilst it is not confirmed, the proposal seeks to illustrate how the above contributing factors

lead to a lack of motivation; and how it could be assumed to affect quality of work-life and

ultimately public service.

The Benefits of the study are:

o Intelligence gathering to improve job satisfaction, labour

turnover and employee motivation.

o Establish the underlying causes leading to high.

absenteeism, lack of motivation and high labour turnover

o Helps managers understand the factors and processes;

both internal and external that influence job satisfaction.

o Assists in broadening management’s understanding that

motivation impacts job satisfaction


LIMITATIONS OF STUDY

The time frame required to do the study does not permit for a broad qualitative study to be

done. The size of the sample groups would suggest that the study will be more quantitative

and representative but the possibility of the results being different is high; working on the

assumption that a greater sample would produce a higher variant result overall.

DELIMITATIONS OF THE STUDY

The study is confined to employees of the Ethekwini Municipality’s Customer Services

Centres; this does not include call centre staff performing the same task electronically or

telephonically. The study is restricted to customer facing staff only within the Ethekwini

Municipality area. The targeted or sample group are employees at grade level 7 to grade

level 12. The study will include supervisors or managers.

LITERATURE REVIEW

The subject of Job dissatisfaction is covered in various modern and in some cases

relatively old sources. Some of these sources are dedicated to addressing the underlying

causes of job dissatisfaction. The sources related to job dissatisfaction to which this

proposal will apply; will be analysed with the following key principles in mind:

o Research papers – published and unpublished

o Internet articles and relevant web references

o Interviews with Subject Matter Experts

o Books

The analysis of this material will focus on its contribution to the field of research, the

comprehensiveness of the collated material, the manner of approach and whether the

approach favours a more deductive or inductive research method. Much of what can be

gathered from the material covered is a humorous and almost cynical perspective of this

matter with researchers clear on pointing out that regardless of the outcomes the underlying

causes appear to point in the direction of poor quality of work life, its underlying causes still

rather elusive. The purpose, therefore, is to establish what key underlying causes adversely

impact job satisfaction, whether those factors indeed have a follow-on impact on employee

motivation and ultimately whether it influences labour turn-over.

The article which best addresses job satisfaction within the public sector is “the impact of

motivation on job satisfaction amongst employees of a national broadcaster” sourced from

the internet (Statistics South Africa, 2008). It focuses on the root causes of lack of


motivation and its impact on job satisfaction. The report further illustrates a relationship

between job satisfaction, productivity and employee morale.

Lack of Motivation

Central to most employee needs is the need to be included in decisions which affect their

work lives (Robbins et al, 2001:63). This is more evident in South Africa because of the

highly politicised employee base. Whilst this practice has matured in parts of Europe, it is

still in its infancy in South Africa. Workplace forums are a great form of ensuring worker

participation which favourably impacts motivation (Fielding, 1997:202). At workplace forums

employees get an opportunity to participate in company challenges, helping to find solutions

together. It also assists to enhance understanding of company policy and encouraging

quality circles to improve quality and to create self-directed work teams. According to

Robbins, et al, (2001:119), “motivation is the direct result of the interaction on the individual

to a situation.”

Some employees may experience racial tension and job dissatisfaction but this does not

necessarily mean that they are not motivated. Some may be motivated and others not.

Maslow’s theory on motivation illustrates this point in that each employee may very well be

at different stages of Maslow’s hierarchy and as such motivated by their own individual

requirements, dependent on what stage of the hierarchy they are at (Burger, 2004:124).

Herzberg’s two factor theory suggests that “an individual’s relation to work is basic and that

ones attitude towards work can very well determine success or failure.” This essentially

means that the municipal employees affected by these conditions can be motivated or not

dependent on their attitude towards their jobs. If they are affected by internal factors, it

poses a greater challenge, however if they are affected by hygiene factors as in the above

example, it could suggest that they may still be motivated if they adopt an attitude which is

not affected by external factors. (Fink, 2003:55).

Herzberg further concludes on the following, that, “intrinsic factors, such as advancement,

recognition, responsibility and achievement seem to be related to job satisfaction”…whilst

job dissatisfaction related more to extrinsic factors, such as supervision, pay, company

policies, and working conditions” (Minarik, 1992:45)

The cognitive evaluation theory on the other hand argues “that when extrinsic rewards are

used by organizations as pay-offs for superior performance, the intrinsic rewards, which are


derived from individuals doing what they like, are reduced. In other words when extrinsic

rewards are given to someone for performing an interesting task, it causes intrinsic interest

in the task itself to decline.” (Robbins, et al, 2001:156)

McClelland (1975:201), however, argues that people with different needs are motivated

differently. In the case of some employee’s, there may be a higher need for achievement-

these employees should be given challenges that are attainable and they should be

provided with regular feedback to maintain their motivation. Financial reward may only

serve as a motivating factor. It is also an indication of feedback…which assumes that the

higher the reward the greater satisfaction there is. In the case of employees affected by a

high need for affiliation, it’s important to note that this type of employee performs best in an

environment where greater recognition and emphasis is placed on cooperation. Yet in the

case of employees with a higher need for power, McClelland (1975:198) argues that these

employees should be singled out by management and attempts made to provide them with

the opportunity to manage others.

Job dissatisfaction

The municipal employees tasked with driving projects often have two reporting lines i.e.

administrative and political and whilst it is not an official requirement to report to political

office bearers, indications are that employees find themselves reporting to them out of fear

for the repercussions should they refuse to do so. It would generally not be perceived as a

problem if the expected outcome from both these sources was the same, but because it is

sometimes different this is where the conflict lies for the employee. According to Herzberg’s

two-factor theory, hygiene factors (generally external) and motivation (internal) affect

employee performance and job satisfaction (Tsoukas, 1994:66). External political

involvement causes a breakdown in internal communication and reporting lines, therefore

impacting quality of work life (Fielding, 1997:73). Employee annual performance review is

done at an average of 18 month intervals as opposed to the normal 12 month interval

(SALGA Annual Review). The result being that employees are affected by longer periods at

the same grade, they feel un-appreciated and as such the performance recognition

process; whilst intended to appraise and improve performance, has the counter effect of an

adverse impact on employee motivation. (Tylana, 1994:220)


A critical assessment of the Hackman and Oldham job characteristics model viz:

o task identity – providing a clear job description,

o task significance – creating clarity around the importance and status of the job,

o skills variety – complex skills,

o task autonomy – where decisions related to the job can be made by the job

incumbent within reason or limit and

o feedback – a review used for constant improvement and analysis.

Employees are also motivated (according to Maslow’s hierarchy) by their realization of their

individual needs, whilst meeting their personal aspirations and ambitions.

Accordingly, Skinner’s Re-enforcement theory suggests that motivation is an aspect of

communication (feedback) - this is highlighted as being necessary at intervals where there

is a requirement to shape the behaviour of individuals within an organization (Robbins, et

al, 2001:188).

Fielding (1997:34) asserts, “Factors that influence individual behaviour and motivation

include amongst others, personality, culture, values, career opportunities, security and work

conditions.

The Ohio state study (Maylor & Blackmon, 2005:133) highlights the differences between

two leadership roles as perceived by employees. In the above example part of the solution

would be to implement the initiating structure approach which would help to categorise roles

and responsibilities in an attempt to achieve goal attainment. It is suspected that the

absence of creative methods at improving satisfaction contributes to job dissatisfaction.

Racial Tension

The proposal will examine current perception towards Employment Equity. Though its

intention is just, the perception is that it has been applied inconsistently with one race group

taking priority over others (Chapman, 2002:202). The results of previous studies from

African employees seems to suggest that there is and has been little change in the

municipality’s HR systems to support their ambition (Maslow’s hierarchy and Herzberg’s

two-factor theory), whilst it is believed that Asian employees have enjoyed rapid

advancement as a result of their privileged education status during the tri-cameral system

(Burger, 2004:112).

Asian employees make up the bulk of the leadership of the municipality, far exceeding any

population demographic. This has made it a priority (Davis, 2005:26) for the municipality to


recruit and retain African employees. Because of the shortage of African skill; job

satisfaction becomes a critical issue to ensure that Africans are retained to long-term

employment. Salaries for African employees tend to be marginally higher (in terms of

Vroom’s expectancy theory, money can be used as a motivator) than those to employees of

other race groups occupying similar positions (Van der Berg, Louw and du Toit, 2007:199).

This is done in an attempt to retain African talent (Albano, 1994:25). This however does not

take into account the recruitment and HR procedures which has resulted in the problem and

therefore points a solution more to an exaggerated salary of one race group, whilst

maintaining the status quo (Babbie, 2001:133). The result is a lack of trust on the part of

management and a similar situation on the part of employees operating at the same level.

This seems to suggest a direct impact on motivation levels within the organization and

ultimately a lack of motivation at an individual level. According to Adams Equity theory,

equity plays a major role in employee motivation (Robbins, et al, 2001:248). Equity refers to

equal treatment in as much as it refers to equal pay for people of the same qualification and

experience. The findings of a previous study therefore suggest that the targeted employee

group perception is that the municipality’s initial employment practice of employing more

Asians (internal inequity) above any other group, led to the problem where unequal pay

across similar jobs with similar qualifications is being experienced (Babbie, 2001:188).

House and Locke’s goal-path theory could be employed to rectify perceptions where

emphasis could be placed on rectifying perceptions, and using the attainment of goals as a

motivator (Graves, 1972:187).

Alderfers ERG theory on the other hand emphasizes a collective approach to managing

more than one specific need at a time, unlike Maslow’s hierarchy which dictates a more

structured and rigid approach to achieving motivation. In the example provided above; one

could very well argue that the ERG theory (Minarik, 1992:145) would be most appropriate in

that it addresses multiple issues at the same time and not necessarily prioritized in a

particular order…therefore; for example; the municipality could assist employees to reach

and attain other needs such as improved working conditions without necessarily

implementing a remuneration hike (Graves, 1972:103).

It is of significance to enhance cross-organisational and cultural understanding. Considering

McGregor’s X&Y theory, it would be important to understand management perception of the

challenges within the municipality, considering aspects of race, religion etc…these could

very well complicate further the question of racial tolerance (Maylor & Blackmon, 2005:120).


In conclusion, the proposal seeks to clarify the perception of the target group employees,

viz. if management perceived the employees to be hardworking (Graves, 1972:112), it

could very well lead to more incentives and greater rewards, yet on the contrary if they were

considered theory x, (Maylor & Blackmon, 2005:133) those employees could very well be in

line for disciplinary measures even though they believe they literally function in the absence

of true management and leadership (McClelland, 1975:223).

Labour Turnover

The challenges of job satisfaction, poor leadership and racial tension continue to plague the

municipality. Attempts at managing staff numbers and retention exercises form an integral

part of the leadership debate. Skilled, mature employees often find the change in culture

and the change on an operational level quite demanding. This is made worse by the on-

going need to conduct on-the-job training for younger employees. Because these generally

tend to be white employees; there’s reluctance on their part to participate and reluctance on

the part of those being trained to participate and co-operate with each other (Bhorat,

2003:34). This generally leads to a high attrition with employees not meeting contractual

requirements in some instances. Many of these employees feel abandoned by the changes

and as a result demotivated and ultimately leave the employ of the municipality.

The findings further support the theory that these employees are often very skilled and

experienced and that their departure poses a serious capacity problem, such that public

service is affected. In attempting to rectify this problem, McClelland’s theory emphasizing

achievement, power and affiliation is most relevant. This theory emphasizes the importance

of recognizing the group make-up to realize the form of motivation used to improve

performance. In this case it may very well be easier to assume and accept that since it

concerns largely skilled employees, using the Vroom’s Expectancy theory, using money as

a motivator, may not serve the purpose of retention and ultimately control attrition. What’s

also proven successful is variable pay programmes where emphasis is placed on good

bonuses and profit share systems. The proposal seeks to understand what factors support

the thought that a “skill-based pay / competency–based pay” or goal setting theory could be

applied. The only limitation of the goal setting theory is that it does not address turnover or

absenteeism; it merely motivates employees to achieve a specific target (Minarik,

1992:112).


RESEARCH METHODOLOGY

Study Type

Field Study using elements of Quantitative techniques.

Target Population and details

The eThekwini Municipality employs 18000 people (SALGA annual review, 2010), and has

15 customer facing units employing 852 people, however for the purpose of this research,

stratified sampling by geographic area will be used to identify which of the 18000

employees are to be used in the research. The details of the target population are below;

A total population of 120 (Research Methodology study guide, 2012:92) randomly selected

employees of the eThekwini Municipality will partake in the study through survey

questionnaires. These employees will be equally divided between North, South, East and

West boundaries of the municipality, meaning, 30 employees randomly selected from each

of the 4 municipal areas. From these, only task grade level 7 to 12 will be selected. The

sample frame to be used to reach the respondents will be a computerized database of all

municipal employees through GroupWise.

Sampling Technique

There are pros and cons to both qualitative and quantitative research; however, for the

purposes of this research; one will use quantitative research and sampling techniques.

According to Neuman, (2006:67) sampling is a process of selecting a representative part of

a population in order to estimate the organization’s performance, without collecting data for

its entire population. Using a statistically valid sample, an organization can measure its

performance in an effective and efficient manner. Sampling is a particularly useful

technique for performance measures that require primary data collection from a source

such as the medical record. Throughout this research, quantitative research will be

maintained through the use of surveys and questionnaires. (Walliman, 2001:77).

Sampling Type

Seeing that the nature of this research is quantitative, probability sampling methods will be

used to obtain information (Krejcie, Morgan and Daryle 1970:102). Stratified sampling will be

used to narrow down the 18000 employees to geographical areas, compromising of the

North, South, East and West boundaries of eThekwini Municipality. A brief census will be

conducted.


Sample Selection

Once the 4 regions are identified, 30 employees from each of the customer services

centers in this region will be selected through systematic sampling (Wellman, et al,

2005:56). The survey will be e-mailed to the respondents. To avoid human bias, every 10th

name will be selected from the database; from each region; to arrive at a total sample of 30

names (Wellman, et al, 2005:76).

Measuring Instrument

– Systematic sampling through carefully formulated questionnaires (Walliman,

2001:223). Content is informed by the literature review.

Data Collection Method

For data collection the direct sourcing method will be used.

– Electronic questionnaires will be sent out to a target group of 120 randomly

selected employees

The method applies a field approach as it is developed from a sample group of willing

participants. The study itself will be descriptive in nature concentrating purely on factual

information related to matters impacting job dissatisfaction, labour turn-over and employee

motivation (Boje & Gephart, 2004:202).

Data Analysis

The data will be analysed using the SPSS statistical package (Version 16) and the

necessary statistical tests will be conducted.

The data obtained through the above methods would be quantitatively (through surveys

and questionnaires) assessed. (Fink, 2003:304). Various interpretation modes through

graphs, multi-dimensional scaling, conjoint analysis and multiple regression techniques

which assist with ease of interpretation will be used.

Validity

The validity of the findings in the study will be confirmed by the fact that respondents

participate willingly and therefore there is little doubt to suggest that the study will not be

factual and robust (Burger, 2004:45). Face validity of the measuring instrument will be

addressed by scrutiny through an independent academic practitioner or specialist in the

field or research. (Neuman, 2006:202).


Reliability

Reliability will be assessed using construct Cronpach Alpha. (Fink, 2003:107).

Timetable or research activities

Literature review – End October 2012 Field work – End November 2012 Data analysis – End December 2012 Report writing - End January 2013 Finalisation of proposal – End February 2013


APPENDIX A: QUESTIONAIRES

Employee Satisfaction Survey The aim of the study is to determine levels of employee job satisfaction at the eThekwini Municipality’s

Customer Services Centres. In order to provide management with an analysis of what the underlying problems

are, we require your input. Kindly assist by completing this questionnaire. The results of the questionnaire will

be shared with those wiling to receive it.

On a scale of 1 to 5, 1 indicating that you strongly agree, 5 indicating that you strongly disagree, please

answer the questions below by ticking the appropriate box.

Job Satisfaction 1. I look forward to being at work every morning.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

2. My personal values fit in with the organisational values.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

3. I am satisfied with the compensation I receive at work, monetary or otherwise.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

4. There is adequate professional development for me at work.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

5. I have a good relationship with my manager.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5


6. I have a good relationship with my co-workers.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

7. There is career advancement in my current job.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

Leadership

8. You are clear about your units’ vision and objectives.

Strongly Agree Neither agree nor

disagree

Disagree Strongly Disagree

1 2 3 4 5

9. You are confident in your leadership team.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

10. Quality is a top priority within customer services.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

11. Your manager reviews your performance and progress regularly.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5


Staff Turnover

12. I have job security.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

13. I am satisfied with the value that I add to my employment unit.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

14. I am motivated.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

15. I am provided with adequate training to perform my duties.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

16. I would recommend municipality employment to a friend.

Strongly Agree

Neither agree nor

disagree

Disagree

Strongly Disagree

1 2 3 4 5

Thank you for taking the time to complete this questionnaire. Please indicate if you would like to

receive a copy of the results of the survey/research report.

Name:

Email address:

Yes No


APPENDIX B: LOCATIONS WHERE SURVEYS WILL BE DIRECTED

1. Northern Region Customer Service Centre

313 Mahatma Ghandi Drive

Veralum

Tel: +27 (0)32 789 3765

Fax: +27 (0)32 404 7989

2. Southern Region Customer Service Centre

Andrew Zondo Lane

Amanzimtoti

Tel: +27 (0)31 902 4576

Fax: +27 (0)31 623 4658

3. Eastern Region Customer Service Centre

Solomon Mahlangu Avenue

Pinelands

Tel: +27 (0)31 405 2164

Fax: +27 (0)31 203 4897

4. Western Region Customer Service Centre

Harry Gwala Road

Pinetown

Tel: +27 (0)31 7896754

Fax: +27 (0)31 309 8324


APPENDIX C: FINDINGS OF PILOT STUDY

The findings of the pilot study are as follows:

o Current job dissatisfaction levels are high.

o There is a relationship between the number of employees affected by job

dissatisfaction and the number of employees affected by motivation.

o The most significant factors which influence the sample group dissatisfaction levels

are no workplace forums, city managers don’t care and decision making.

In conclusion, one suggests -

A corrective plan, in consultation with workgroups / sample groups be agreed to and

implemented. These should be implemented over a period of 3years and regular half-

yearly monitoring could be done.

It is recommended that a comprehensive study of the environment be undertaken to

ascertain the accuracy of the results of the pilot study.

Summary points

o Study results show that 72% of the respondents are dissatisfied in their jobs. Assuming that a

greater sample was taken indications are that this figure would be slightly lower if measured

across other departments.

o Study results show that 63% of the respondents lack motivation. These are affected by lack of

participation in decision-making, the perception that City leaders don’t care and non-existent

work-place forums.

o Study results indicate that 60% of the respondents are affected by racial tension. These are

influenced by negative perceptions of African employees towards Indian employees.

o The aggregate impact on turnover is at least 70% according to the results generated from

respondents.

o The results show a close relationship between the employees dissatisfied and the number of

employees who lack motivation.

o The study also shows that the difference between the percentage of dissatisfied employees and

attrition / labour turn-over is 2%.


0

10

20

30

40

50

60

70

80

90

100

%

Decision

making

No Forums Perfomance

feedback

Racial

Intolerance

City leaders

don’t care

Reasons for lack of motivation

Results from surveys indicating lack of motivation

North

South

East

West

Fig1: Reasons for lack of motivation

Fig2: Reasons for Dissatisfaction

0

10

20

30

40

50

60

70

80

90

%

Multiple projects Messages Managers unaware

Reasons for Job Dissatisfaction

Results from surveys indicating Job Dissatisfaction

North

South

East

West

Fig3: Graph indicating the number of dissatisfied employees per region

85

55

75 69

0

20

40

60

80

100

%

Staff

No. of Staff Dissatisfied per Region

North

South

East

West

This graphs indicates that based on the surveys sent out, there is an average of 71% of the employees that are not

satisfied in their jobs.


APPENDIX D: CONTACT DETAILS

This proposal report is produced for EThekwini Municipality by KZNonSOURCE

For further information please contact:

KZNonSOURCE

William Goldstone

Chief Executive Officer

Tel: 27 (0)83 3011 784

Fax: 27 (0)31 3049903

E-mail: [email protected]


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Research Proposal doc DUT 2012

Documents

Transcript of Research Proposal doc DUT 2012