ANÁLISIS DEL COSTO

CHAPTER 6

SUMMARY, RECOMMENDATIONS AND CONCLUSIONS

INTRODUCTION 6.1

In Chapter Five the research methodology used in this study was presented and discussed.

The purpose of this chapter is to present a summarised report of the study with specific reference to how the main problem and its associated sub-problems were addressed. The challenges experienced and restrictions of the study are indicated and final conclusions drawn. Recommendations are presented and future research linked to the topic of this study is suggested.

SUMMARY OF THE STUDY 6.2

To bring all the components of this study together, the main problem and the sub-problems are re-stated to present a better understanding of the actions taken in addressing each of these issues. The key findings associated with each sub-problem are reiterated to provide a clear discussion of the ways in which each sub-problem was addressed.

The main problem in this study was presented as:

Which retention strategies can be used to retain gold-collar employees in higher education?

The first part of the study involved conducting a literature study to define what gold-collar employees are and their specific needs and expectations. This analysis included an investigation of the various factors contributing to the retention of gold-collar employees and specific retention strategies. The second part of the study included an empirical study aimed at gauging the needs and expectations of gold-collar employees in an academic environment and their perceptions of retention strategies used at NMMU.

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In analysing the main problem the following five sub-problems were identified:

Sub-problem 1

What are gold-collar employees and what are their specific needs and expectations?

This sub-problem was addressed in Chapter Two by means of a literature study relating to gold-collar employees, with specific reference to their characteristics and needs. The literature study revealed that gold-collar employees were highly skilled individuals who needed to be continuously stimulated and who had strong needs for growth and development. Gold-collar employees also want to control their own career path. They provide organisations with a competitive advantage due to their innovative thinking.

The literature study also revealed that these employees do not want to be treated as any employee, but want to be empowered in decision-making processes and be given flexibility in the workplace.

Sub-problem 2

Why is retention critical to an organisation?

This sub-problem was addressed in Chapter Two by means of a literature study of the impact of labour turnover and retention on organisations. The theoretical study revealed that it could be challenging to retain gold-collar employees as they easily find alternative work. Losing the type of skills that these employees have through labour turnover can have a huge financial impact on the organisation, and it may also be difficult to replace these employees’ knowledge and skills. Gold-collar employees are not driven by money therefore they are unlikely to be driven by affective commitment.

These employees want to make a difference and be given the opportunity to be creative when solving problems and be recognised for their contributions.

Sub-problem 3

Which retention strategies are suggested in the theory for retaining employees and specifically gold-collar employees?

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This sub-problem was addressed in Chapter Three by means of a literature study, to identify and describe various types of retention strategies that could be used to retain gold-collar employees based on their needs and expectations. The study revealed that various retention strategies could be applied to retain gold-collar employees which include a good remuneration package with both intrinsic and extrinsic rewards, as gold-collar employees are not driven by money alone. Other retentions strategies include creating a good total employee experience including a total value proposition within the organisation, providing flexibility as gold-collar employees want to manage their own time, as well as opportunities for empowerment and engagement in the organisation. It is important for gold-collar employees to reach self-actualisation through growth and development. It is therefore vital that organisations manage key talent and recognise and reward the exceptional work of gold-collar employees. Both the employer and employee should be aware of the psychological contract and mutual expectations created by it.

Sub-problem 4

What are gold-collar employees in the context of NMMU? This sub-problem was addressed by means of interviews conducted with selected senior level employees from various disciplines who were responsible for academic management, research, teaching, learning and engagement, to establish how they define a gold-collar employee in the context of the university and what, in their experience, they considered as factors that enhanced the retention of these employees. Results from the interviews are synthesised in Table 6.1.

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Table 6.1: Gold-collar employees in the context of NMMU or higher education

Gold-collar employees in the context of NMMU or higher education Characteristics

 Vital contribution to the strategic vision

 Scarce competencies on executive, academic and academic management level

 Research competency

 Transferal of knowledge to others

 Internal and external networks and engagement

 International connectedness

 Enhance NMMU as employer of choice Needs and expectations

 Opportunities for growth, development and pursuing passion

 Autonomy

 Flexibility

 Resources to pursue goals

 Recognition

 Employee total value proposition (EVP)

 Flexibility

 Opportunities for growth and innovation

 Opportunities to pursue passion

 Support

 Feedback and recognition

Based on the interview responses with five senior staff members in academia, executive management and executive HR

Sub-problem 5

What are the perceptions of gold-collar employees of the retention strategies used at NMMU? This sub-problem was addressed by means of a survey with a questionnaire as data collection method, administered to academic staff members.

This sub-problem was addressed in Chapter Five and involved an analysis of the results drawn between gold-collar employees’ needs and expectations and how far these needs are met through various retention strategies at NMMU. The sample group consisted of academic staff members at NMMU

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ranging from associate lecturer to lecturer, senior lecturer, associate professor and professor to academic managers. The results from the survey were statistically analysed and interpreted.

The results suggested that respondents were experienced in teaching development and teaching practices. Recognition on an internal, national or international level, however, was lacking. The results further suggest, with regard to research experience, that even though respondents had peer-reviewed publications and were engaged in creative works relevant to their fields, they had not received international recognition for their creative works and research publications. Those with a doctorate had significant more research experience than those without one.

The results of the survey also clarified that the respondents’ most important needs and expectations were to have flexible working conditions and be fulfilled, but also to be continuously stimulated, empowered, being able to self-manage, have job security and an attractive remuneration package. This was also in line with the findings of the literature study presented in Chapter One and Two stating that gold-collar employees want flexibility in the workplace and need to have continuous stimulation and opportunities to develop. The results revealed that those with more experience in teaching had a greater need and expectation for empowerment, while those with more research experience had a greater need and expectation for remuneration, rewards and recognition.

The results of the survey further indicated that respondents wanted to be located in a city or town that allowed for a high quality of living and perceived study benefits for them and their children as strategies to remain employed at NMMU. In line with the theoretical results, the empirical results suggested that an attractive employment package and rewards for scarce skills were not the main contributing factors for continued employment at NMMU.

These results emphasised that NMMU was providing appropriate strategies to retain employees based on their needs and expectations, especially with regard to work context, empowerment and a supportive organisational culture, but less so for remuneration and recognition.

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The results also revealed that there were no differences in the needs and expectations of academics based on their teaching experience, but there were some differences in terms of how they perceived the retention strategies at NMMU.

Comparisons were made of the results based on various variables.

Differences were found in the needs and expectations of groups based on their teaching experience (empowerment needs), research experience (recognition needs), age (growth and development, work context and recognition needs), ethnicity (growth and development, work context and organisational culture support needs) and employment status (work context needs), while no differences were found in the needs and expectations for groups based on position, length of service, academic experience or qualification.

Small differences were found in the perceptions of retention strategies used at NMMU for the groups based on teaching experience, but none for groups based on research experience, age, ethnicity, position, length of service, academic experience or qualification. Large differences were found in the perceptions of the work context for those who were permanently employed, on contract or retired on contract.

Based on the research findings, recommendations are made and areas for future research highlighted.

RECOMMENDATIONS 6.3

The objective of this study was to investigate retention strategies to retain gold-collar employees in higher education and to make recommendations that will help retain these employees. To achieve this objective, theoretical and empirical studies were conducted.

The following recommendations emerged from the research conducted.

 Empowerment emerged as an important need for academics focusing on teaching. Randolph’s model of empowerment, discussed in Chapter

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Three, provided guidelines for empowering employees. These include sharing relevant company information with them, creating autonomy within a framework that aligns roles with vision, using empowering performance management processes and using a team-based organisational structure rather than a hierarchy. To achieve these pillars of empowerment, ample training is provided. It is therefore recommended that greater focus is placed on teams and team recognition and that all employees participate in strategic planning activities at various levels in the university.

 Recognition emerged as a theme, especially for academics involved in research. It is recommended that employees should be awarded and recognised for both teaching and research contributions and achievements, on a broader level than what is currently done. This should therefore be above and beyond the researcher and teacher of the year awards and provide ample recognition for all who contribute to the university’s research objectives. Line managers might consider performance as ‘what is expected’ and not always realise that people have an innate need for recognition that drives performance. The university could consider broader forums to publish, recognise and celebrate individual and team achievements on an on-going basis.

 It also emerged that recognition on national and international level was lacking. Employees should be encouraged and empowered to take part in peer-reviewed publications and conferences on national and international level as well as to collaborate broadly with other educational institutions.

 It emerged that employees with doctorates had more research experience than those with a master’s degree or lower qualification.

These employees could become mentors to employees with a master’s degree or lower qualifications who are not yet accomplished in research. This can be done by collaborative research, acting as

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supervisors and co-presenting papers at conferences so that inexperienced researchers are propelled into a research frame of mind which translates into research behaviour.

 Self-fulfilment is important to employees and therefore they should be given opportunities to grow and develop though attending workshops and information sessions which keep employees up to date with new development in their subject fields. Self-fulfilment is strongly associated with innovation and creativity. Gold-collar employees or knowledge workers need opportunities to experiment and apply their skills, something which is curtailed by micro-managing leadership approaches.

 Flexibility emerged as an important theme. Flexibility takes many forms and implies the lack of rigid management rules. Flexible work practices, such as telecommuting, can be considered. Those employees who seek additional income can be given more flexibility to do consultation work with industry. This will also allow employees to gain new knowledge which can be brought back to the classroom and presented to the students or stimulate research.

 The information gained in this research study is valuable for the development of an NMMU employee value proposition and it is recommended that the results are considered by the NMMU HR department, academic management and academic leaders of NMMU.

Recommendations for future research are presented below.

 This study was primarily aimed at NMMU. Future research can be focused on investigating retention strategies for gold-collar employees across universities.

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 A study can be conducted across universities to determine if the needs and expectations of gold-collar employees differ from university to university.

 A study can be conducted to determine how the working environment affects the performance of gold-collar employees and what their expectations around work environment are.

 A similar study can be conducted to determine the retention strategies for gold-collar employees in the private sector.

 Research can be done on the mentoring of academics, and specifically aimed at improving the teaching and research experience of less experienced academics, including how to expose them more on a national and international level.

PROBLEMS AND LIMITATIONS