Job satisfaction of community pharmacists in Port Elizabeth
- Authors: Barendse, Denver
- Date: 2018
- Subjects: Job satisfaction -- South Africa -- Port Elizabeth , Pharmacy -- Practice -- South Africa -- Port Elizabeth Pharmacists -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/23880 , vital:30638
- Description: Job satisfaction and motivation play an important role in job retention and increased productivity of pharmacists which in turn improves pharmaceutical care performance. Pharmacies in Port Elizabeth have an increased pharmacist shortage and many community or retail pharmacies must overcome challenges to retain pharmacists. The study was quantitative in nature. A descriptive and exploratory approach was used. The research objective was to conduct a questionnaire survey of pharmacists working in community pharmacies in Port Elizabeth to assess the levels of job satisfaction and report the findings with recommendations to management. A modified Job Descriptive Index questionnaire was used to determine the level of job satisfaction. The variables used to determine the level of satisfaction was job content, monetary remuneration, promotion, co-workers, and supervision. Retention strategies was used to determine effective strategies managers can use to retain pharmacists. Positive and negative aspects of community pharmacy was also determined. A total of 48 pharmacies were approached by the researcher, 27 questionnaires were distributed to eligible participants which met the inclusion criteria and 23 questionnaires was returned, thus giving a response rate of 85%. It was observed that job satisfaction was positive in areas of job experience or content, customer interaction, interpersonal relationship with co-workers and supervision. The areas of job dissatisfaction were monetary remuneration and promotional opportunities. The retention strategies which received the most effective score were competitive financial packages (87%) and personal development (86%). The means of the retention strategies were high and even closer to 5 which indicated the “most effective” score. The pharmacists were not satisfied with monetary remuneration, promotion, recognition and performance appraisal provided by the organisations. The pharmacists are feeling over burden towards the workload. Management in this regard should pay attention to findings.
- Full Text:
- Date Issued: 2018
- Authors: Barendse, Denver
- Date: 2018
- Subjects: Job satisfaction -- South Africa -- Port Elizabeth , Pharmacy -- Practice -- South Africa -- Port Elizabeth Pharmacists -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/23880 , vital:30638
- Description: Job satisfaction and motivation play an important role in job retention and increased productivity of pharmacists which in turn improves pharmaceutical care performance. Pharmacies in Port Elizabeth have an increased pharmacist shortage and many community or retail pharmacies must overcome challenges to retain pharmacists. The study was quantitative in nature. A descriptive and exploratory approach was used. The research objective was to conduct a questionnaire survey of pharmacists working in community pharmacies in Port Elizabeth to assess the levels of job satisfaction and report the findings with recommendations to management. A modified Job Descriptive Index questionnaire was used to determine the level of job satisfaction. The variables used to determine the level of satisfaction was job content, monetary remuneration, promotion, co-workers, and supervision. Retention strategies was used to determine effective strategies managers can use to retain pharmacists. Positive and negative aspects of community pharmacy was also determined. A total of 48 pharmacies were approached by the researcher, 27 questionnaires were distributed to eligible participants which met the inclusion criteria and 23 questionnaires was returned, thus giving a response rate of 85%. It was observed that job satisfaction was positive in areas of job experience or content, customer interaction, interpersonal relationship with co-workers and supervision. The areas of job dissatisfaction were monetary remuneration and promotional opportunities. The retention strategies which received the most effective score were competitive financial packages (87%) and personal development (86%). The means of the retention strategies were high and even closer to 5 which indicated the “most effective” score. The pharmacists were not satisfied with monetary remuneration, promotion, recognition and performance appraisal provided by the organisations. The pharmacists are feeling over burden towards the workload. Management in this regard should pay attention to findings.
- Full Text:
- Date Issued: 2018
Factors affecting the retention of employees in auditing firms
- Authors: Axon, Kerry
- Date: 2012
- Subjects: Employee retention -- South Africa -- Port Elizabeth , Labor turnover -- South Africa -- Port Elizabeth , Auditing -- South Africa , Job satisfaction -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9408 , http://hdl.handle.net/10948/d1015728
- Description: The twenty first century has identified knowledge, as opposed to labour, raw materials or capital, as the key resource required by firms. This has created a shift of ownership in relationships between employees and employers since employees own the tools of production through the knowledge they hold (Kinnear & Sutherland, 2000). The employment relationship is undergoing fundamental changes due to international competition, de-regularisation and globalisation which have major implications for attraction, motivation and retention of talented employees (De Vos & Meganck, 2009). Organisations face great challenges and intense competition with almost all strategies being easily replicable by competitors. This has led organisations to begin realising that people are in fact the only real differentiator that can gain the organisation competitive advantage (Munsamy & Bosch Venter, 2009). Turnover of employees costs South Africa millions of rands per annum through decreased productivity, increased accidents and quality problems. Specifically, loss of knowledge workers are identified through costs of hiring and training new employees, loss of institutional knowledge, lower office morale, loss of talent and customer dissatisfaction. It is therefore essential to understand the reasons why employees leave organisations in order to discover how to retain them (Mendes & Stander, 2011; Gaylard, Sutherland & Viedge, 2005). Employee turnover can have several negative consequences. It can be difficult to replace the departed employees and the cost of replacing employees can be exhaustive. Remaining employees can be left feeling demoralised from the loss of valued co-workers and work patterns can be disrupted until replacements are found (Newstrom and Davis, 1997). Bilal, Zia-ur-Rehman, and Raza, (2010) add to this list of negative consequences of turnover as turnover can increase recruitment and training costs, loss of productivity as projects lose continuity, interruption of key activities, increase in mistakes made, or even hiring the wrong person for the position.
- Full Text:
- Date Issued: 2012
- Authors: Axon, Kerry
- Date: 2012
- Subjects: Employee retention -- South Africa -- Port Elizabeth , Labor turnover -- South Africa -- Port Elizabeth , Auditing -- South Africa , Job satisfaction -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9408 , http://hdl.handle.net/10948/d1015728
- Description: The twenty first century has identified knowledge, as opposed to labour, raw materials or capital, as the key resource required by firms. This has created a shift of ownership in relationships between employees and employers since employees own the tools of production through the knowledge they hold (Kinnear & Sutherland, 2000). The employment relationship is undergoing fundamental changes due to international competition, de-regularisation and globalisation which have major implications for attraction, motivation and retention of talented employees (De Vos & Meganck, 2009). Organisations face great challenges and intense competition with almost all strategies being easily replicable by competitors. This has led organisations to begin realising that people are in fact the only real differentiator that can gain the organisation competitive advantage (Munsamy & Bosch Venter, 2009). Turnover of employees costs South Africa millions of rands per annum through decreased productivity, increased accidents and quality problems. Specifically, loss of knowledge workers are identified through costs of hiring and training new employees, loss of institutional knowledge, lower office morale, loss of talent and customer dissatisfaction. It is therefore essential to understand the reasons why employees leave organisations in order to discover how to retain them (Mendes & Stander, 2011; Gaylard, Sutherland & Viedge, 2005). Employee turnover can have several negative consequences. It can be difficult to replace the departed employees and the cost of replacing employees can be exhaustive. Remaining employees can be left feeling demoralised from the loss of valued co-workers and work patterns can be disrupted until replacements are found (Newstrom and Davis, 1997). Bilal, Zia-ur-Rehman, and Raza, (2010) add to this list of negative consequences of turnover as turnover can increase recruitment and training costs, loss of productivity as projects lose continuity, interruption of key activities, increase in mistakes made, or even hiring the wrong person for the position.
- Full Text:
- Date Issued: 2012
An evaluation of and comparison between job satisfaction levels of first-line supervisors and middle-level managers in the Nelson Mandela Metropolitan area
- Authors: Xiphu, Lizeka Cynthia
- Date: 2003
- Subjects: Job satisfaction -- South Africa -- Port Elizabeth , Supervisors -- Job satisfaction , Middle managers -- Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10881 , http://hdl.handle.net/10948/166 , Job satisfaction -- South Africa -- Port Elizabeth , Supervisors -- Job satisfaction , Middle managers -- Job satisfaction
- Description: South African organizations operate in a changing environment. The ultimate criterion of organisational effectiveness is whether the organisation survives in its environment. Political, social, technological and economic changes constantly challenge businesses to adopt new approaches in this strive for survival. These challenges affect the roles, and possibly the job satisfaction levels of first-line supervisors and middle-level managers. In this paper, the writer aimed to study and compare job satisfaction levels of first-line supervisors and middle-level managers in the Nelson Mandela Metropolitan area. The effects of job satisfaction, or the lack thereof must be clearly identifiable to the top managers. These can either be positive or negative. In the case of positive effects, managers must strive to maintain the conditions that contribute to the positive effects of job satisfaction. In the study it was observed that middle-level managers scored higher and therefore they had higher overall job satisfaction levels than first-line supervisors. The job satisfaction levels of the first-line supervisors are found to be lower in all the areas that were stated as factors affecting job satisfaction. These areas were the personality job fit, the job content, the job context, the organisational environment and the macro environment. The companies therefore have a task of improving the job satisfaction levels in these areas. The writer recommends that organisations in the Nelson Mandela Metropolitan area take a closer look at the job satisfaction levels of their first-line supervisors. These managers' job satisfaction levels need to be improved from being just satisfactory to being excellent. It is mentioned in the theoretical study that firstline supervisors are very important in organisations, as they are the link between upper management and the employees. Their roles are multi-faceted as they have important functions to fulfil in the operation and ultimately success of the organization.
- Full Text:
- Date Issued: 2003
- Authors: Xiphu, Lizeka Cynthia
- Date: 2003
- Subjects: Job satisfaction -- South Africa -- Port Elizabeth , Supervisors -- Job satisfaction , Middle managers -- Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:10881 , http://hdl.handle.net/10948/166 , Job satisfaction -- South Africa -- Port Elizabeth , Supervisors -- Job satisfaction , Middle managers -- Job satisfaction
- Description: South African organizations operate in a changing environment. The ultimate criterion of organisational effectiveness is whether the organisation survives in its environment. Political, social, technological and economic changes constantly challenge businesses to adopt new approaches in this strive for survival. These challenges affect the roles, and possibly the job satisfaction levels of first-line supervisors and middle-level managers. In this paper, the writer aimed to study and compare job satisfaction levels of first-line supervisors and middle-level managers in the Nelson Mandela Metropolitan area. The effects of job satisfaction, or the lack thereof must be clearly identifiable to the top managers. These can either be positive or negative. In the case of positive effects, managers must strive to maintain the conditions that contribute to the positive effects of job satisfaction. In the study it was observed that middle-level managers scored higher and therefore they had higher overall job satisfaction levels than first-line supervisors. The job satisfaction levels of the first-line supervisors are found to be lower in all the areas that were stated as factors affecting job satisfaction. These areas were the personality job fit, the job content, the job context, the organisational environment and the macro environment. The companies therefore have a task of improving the job satisfaction levels in these areas. The writer recommends that organisations in the Nelson Mandela Metropolitan area take a closer look at the job satisfaction levels of their first-line supervisors. These managers' job satisfaction levels need to be improved from being just satisfactory to being excellent. It is mentioned in the theoretical study that firstline supervisors are very important in organisations, as they are the link between upper management and the employees. Their roles are multi-faceted as they have important functions to fulfil in the operation and ultimately success of the organization.
- Full Text:
- Date Issued: 2003
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