Data Analysis and Interpretation of Empirical Findings Paper Example

Introduction

The statistics of the participants of the study were made up of 28% human resource personnel, 28% manager special programmes, 25% EAP staff in the DCS and 19% EAP who left DCS. In addition, the majority of the respondents of the survey questions in research were female at 61% compared to men who were at 39%. Moreover, the largest group of respondents in the research had an Honours degree at 64% of the total sample population. Also, 31% of the sample population had a bachelor degree, 3% with a Master's degree while the rest of the population had other academic qualifications. The age groups of the sample population were made up of 11% of persons aged 25-29, 47% early adult groups aged 30-39, 47% of middle age group aged 40-49 and lastly 3% of persons aged above 50 years. The job posts distributions of the members of the sample population included 53% senior officer, middle-level position at 39%, junior level position at 5% and senior management at 3%. Moreover, the levels of work experience of the participants of the study were 28% (0-4 years), 22% (5-9 years), 22% (10-14 years) and 28% more than 15 years experience.

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Data Analysis and Interpretation of Empirical Findings

The analysis of the data illustrated that the DCS have poor working conditions. During the interviews, 20 (100%) of the respondents in the EAP affirmed that the working conditions where they functioned were not conducive to promote the staff's overall performance. The problem was created by factors such as lack of resources as indicated by 19 (95%) of the sample population. In addition, lack of office space as an element of poor working condition was mentioned by 12 (60%) of the sample population. Furthermore, 9 (45%) of the interview respondents pointed out that DCS centres have a staff shortage. Also, 7 (35%) stated the DCS centres had no budget communication, 2 (10%) stated that the centres lack consulting rooms and 1 (5%) stated that centres promoted work overload among their staff. Lastly, 1 (5%) of the respondents mentioned that poor salary systems were also a poor working environment factor that contributed to the high rates of staff turnover at the DCS. Lack of job satisfaction at the workplace in the DCS was also mentioned to be another factor contributing to the high rate of staff turnover that was recorded at DCS in the United States.

The factors that were associated with job satisfaction based on the number of respondents (also expressed as a percentage) included good salaries as supported by 19 (95%) of the respondents. Other job satisfaction factors included the availability of resources supported by 15 (75%), employees' recognition supported by 14 (70%), and promotional opportunities supported by 7 (35%). Others were inclusive of staff training opportunities as pointed out by 5 (25%) of the respondents of the interviews and the option to manage an own budget, which was cited by 2 (10%) of the respondents. The last factor under job satisfaction was the involvement of personnel in all the organizational activities at DCS, which was supported by 2 (10%) of the interview respondents. Several factors were also cited to have brought dissatisfaction among the EAP staff when functioning in various DCS centres in different parts of the nation. In this survey, 20 respondents were used as the participating members of the sample population. Among them, 16 (18%) stated that dissatisfaction was caused by being overloaded by work at the DCS centres. Also, 12 (60%) stated that the lack of resources also contributed to dissatisfaction, and 11 (55%) stated that staff shortage was also a dissatisfaction factor at the DCS.

In addition, 9 (45%) stated that low remuneration (salaries and wages) was a primary factor that made most personnel feel dissatisfied at their work. Moreover, 6 (30%) of the respondents stated that lack of recognition, 3 (15%) stated that lack of supervision structure and 3 (50%) pointed out that lack of training were also primary factors of dissatisfaction at the DCS working environment. Lastly, 3 (15%) of the correspondents stated that lack of a budget was also a factor that made them dissatisfied at their work, while 2 (10%) indicated that the working environment at DCS had no consulting rooms for various issues they had. Lastly, 1 (5%) pointed out that the lack of promotion was a leading factor that made them feel dissatisfied while working at the DCS organisation. Cumulatively, such dissatisfaction factors elevated the rate of staff turnover recorded by the personnel functioning in the DCS. Six factors were also ascertained as to have contributed to the EAP's staff in leaving their DCS positions.

In this context, 20 (100%) affirmed lack of resources to have contributed to their children's departure at the DCS position, 19 (95%) indicated their bad salary, and 2 (10%) stated work overload. Moreover, 2 (10%) stated shortage of staff, 1(5%) stated promotional opportunities while 1 (5%) cited lack of a supervision structure to be the reason that would render them to leave DCS. In the interview, there were several factors that were identified by the respondents as likely to influence EAPs in retaining their job positions at the DCS. All 20 (100%) respondents stated that providing enough resources to the EAP staff will make them retain their work positions. Additionally, 19 (95%) of the interview respondents stated good salaries/pay, 10 (50%) stated offering development and training opportunities to staff and 2 (10%) stated creation of more work posts at the DCS centres. Also, 2 (10%) stated that the DCS should recruit more EAP staff, 1 (5%) stated that the DCS should create staff promotion opportunities and 1 (5%) stated that the staff should share the work overload. Lastly, 1 (5%) stated that all personnel should be allowed to participate in the DCS activities and 1 (5%) stated that the personnel should be permitted to control their own budget.

The recruitment method of the EAP staff was also measured to have a large effect in influencing the prevalence of their high turnover when working at the DCS. That is because so as to ensure that an organization retains a high level of its staff, the selection of the right people for the job must be done. In the interview, the respondents believed that the DCS had a poor recruitment method, which might have resulted in the recruitment of unfit personnel for the agency's job positions. In light of this, 20 (100%) of all the respondents preferred that all EAP staff recruitment be performed via advertisements. In addition, 12 (60%) of the interviewed participants preferred new employee recruitment to be via transfers while 2 (10%) preferred the headhunting method. Nevertheless, the availability of a good job description in the DCS could not be considered to be a factor that could have contributed to the high staff turnover rate manifested in the DCS. That is because all 20 (100%) of the respondents confirmed that at the DCS, all job descriptions were clearly indicated and all the staff had clearly defined responsibility areas.

Supervision is an imperative phenomenon that should be promoted in all working organizations (Kadushin & Harkness, 2014). That is because supervision ensures that the objectives of the employees align with those of an organization (Reid & Westergaard, 2013). However, it is evident that the DCS lacks proper employee supervision. The respondents of the interview also stated that the lack of proper supervision is also a primary factor that has contributed to the high staff turnover at the DCS. That is because 11 (55%) of the study respondents stated that there is no proper supervision of the EAP staff in most DCS facilities. Moreover, 9 (45%) of the respondents stated that DCS workplaces lack enough supervision, and 3 (15%) stated that supervision in their organizations was performed for statistics only. Lastly, 1 (5%) of the respondents portrayed that the organization lack any form of supervision. It is also important for employers to ensure that the remuneration of their workers is in line with the guidelines of the DPSA. That is important in protecting the welfare of the staff by ensuring that they are compensated with the correct amount of pay for all their work done.

It is also evident that a significant number of employees at the DCS feel that the organization does not pay its workers sufficiently and in line with the DPSA provisions. That is because, in the interview, 12 (60%) of the respondents at the interview stated that their salaries at the DCS were not in line with the DPSA requirements. Contrary, 8 (40%) of the respondents stated that their salaries were in line with the DPSA requirements. Failure to comply with the DPSA requirements at the DCS meant that some of the employees at the organization were underpaid or poorly compensated in terms of their salaries. Moreover, promotion of staff boosts their overall productivity while functioning in an organization (Osho, 2017; Msoroka, 2013). Subsequently, this helps in promoting the overall productivity of an organization. In the interview, all the 20 (100%) respondents confirmed that the DCS had no employees promotional policy, which arguably the reason for high staff turnover. Moreover, such an occurrence may have occurred because the lack of promotion creates demotivation and dissatisfaction of staff while functioning at their workplace.

The demotivation of workers when functioning in an organization can be caused by the employers' failure to recognize the personnel's work in a working environment (Naderi, 2018; Kleinbeck et al., 2013). In the interview, 20 (100%) respondents felt that at the DCS, all the work undertaken by the EAP was not recognized. Also, 20 (100%) of the respondents stated that there were no self-development opportunities offered to workers at the DCS. Furthermore, only 12 (60%) of the respondents stated that the self-development of workers at DCS was encouraged. Similarly only 12 (60%) of the EAP staff were aware that there were employers' benefits that were offered to personnel for exemplary performance. The stated statistics further revealed the inadequacy of the DCS in promoting the overall performance of their workers while in the organization. Such occurrences also further explain the reason why the DCS record a high rate of staff turnover. Issuing workers benefits is also an effective strategy of promoting employees' retention in an organization. In the interview, the respondents confirmed that DCS offers its workers benefits, with 17 (85%) citing it as salary, 17 (85%) citing leave, 16 (80%) citing housing as the benefit offered by workers at the organization.

Nine (45%) respondents mentioned training and 8 (40%) mentioned Medical Aid as the benefits offered by the DCS. It is plausible that further issuance of benefits by the DCS could further reduce the rate of personnel turnover at the organization. The development of a good relationship between the employer and employees is also a factor that can promote the retention of workers in an organization (Paludi, 2014). Additionally, that can be achieved by offering managerial support to the employees in order to help them with their work problems. However, from the interview conducted, it is evident that the DCS does not offer 100% managerial support to their staff. In the interview, 14 (70%) of the respondents believed that the managers of DCS had a less extent involvement in their staff's work. Moreover, 13 (65%) of the respondents stated that managers are not involved in employees' meetings. Additionally, 10 (50%) of the respondents stated they do...