23421556REM372Mantantana M.docx

**THE SERVICE DELIVERY IMPACT OF MANAGEMENT TURNOVER AT THE NORTHERN CAPE PROVINCIAL DEPARTMENT OF HEALTH OVER THE PAST THREE YEARS** **PROPOSAL** **Student name: Mbuyiselo M. Mantantana** **Student number: 23421556** **REM 372** **To be submitted in fulfilment of the requirements for the follo...

**THE SERVICE DELIVERY IMPACT OF MANAGEMENT TURNOVER AT THE NORTHERN CAPE PROVINCIAL DEPARTMENT OF HEALTH OVER THE PAST THREE YEARS** **PROPOSAL** **Student name: Mbuyiselo M. Mantantana** **Student number: 23421556** **REM 372** **To be submitted in fulfilment of the requirements for the following qualification:** **Advanced Diploma in Management** **SAQA ID: 117865 (NQF LEVEL 7) 120 CREDITS** **Lecturer: Dr Susan van Zweel** **School of Administration and Management (SOAAM)** **Date of submission: 16.09.2024** **DECLARATION OF ORIGINALITY** **I, Mbuyiselo M. Mantantana (Student Number: 23421556) declare that:** ** ** **1. this assignment, except where otherwise indicated, is my original work.** **2. this assignment has not been submitted for any examination at any other university or institution of higher learning.** **3. this assignment does not contain any other persons' data, pictures, graphs, or any other information unless it has been specifically acknowledged as being sourced from other persons.** **4. this assignment does not contain other persons' writing unless specifically acknowledged as being sourced from other researchers.** **4.1) where other written sources have been quoted, then their words have been paraphrased, but the general information attributed to them has been fully referenced.** **4.2) where their exact words have been used, their writing has been placed inside quotation marks and referenced.** **5. this assignment does not contain texts, graphics or tables copied and pasted from the internet or scholarly works unless specifically acknowledged and the source being detailed in the reference section.** **6. the similarity percentage on Turn-it-in for this mini research report assignment is\_\_\_\_\_\_ %** ** ** **Signature: M.M. Mantantana** ** ** **Date: 16.09.2024** **TABLE OF CONTENTS PAGE NUMBER** **1. INTRODUCTION 3** 1.1 Introduction to the study 3 1.2 Background to the study 3 1.3 Problem statement 3 1.3.1 Main problem statement 4 1.3.2 Sub problems 5 1.4 Research questions 6 1.4.1 Main research question 6 1.4.2 Specific research questions 6 1.5 Rationale for the study and objectives 6 1.6 Summary 6 **2. LITERATURE REVIEW 7** 2.1 Introduction 7 2.2 Concepts Explained 7 2.3 Impact of turnover 8 2.4 Factors causing the turnover 8 2.5 Gap(s) in the literature 2.6 Summary **3. RESEARCH METHODOLOGY 9** 3.1 Introduction to the methodology 3.2 Study design 3.3 Study setting 3.4 Study sample 3.5 Data collection tool 3.6 Data collection process 3.7 Data management 3.8 Data analysis 3.9 Ethical considerations 3.10 Summary **REFERENCES** **ANNEXURE A: CONSENT FORM** **ANNEXURE B: COPY OF THE DATA COLLECTION INSTRUMENT** **\ ** **1. INTRODUCTION** **1.1 Introduction to the study** The primary purpose of this study will be to establish the reason and impact of management turnover at the department of health in the Northern Cape Province. The researcher will focus on the top management, that is, the Accounting Officers, over the past three years (2020-2023). The need to establish the causes of the turnover, is informed by the fact that the department has been attracting negative highlights in the media space, including social media, and the public. The department has a responsibility to provide healthcare services to the province, which is the largest in terms of the geographic landscape but small in terms of the population. Therefore the issue management stability is critical for attainment of positive health outcomes. **1.2 Background to the study** The department has, for the period under review, had four acting Accounting Officers/Heads of Department (HoDs) and all the Executive Managers are also acting (not permanently employed). In fact the record shows that the last time the department had a permanent HoD was in 2019. Recently, Carte Blanche, an investigative media platform, highlighted the challenge posed by lack of management (https://www.youtube.com/watch?v=xqVpsgYrInw). The researcher has observed an increase in protests by the worker organisations, and the community activist groups, mainly raising the issue of service delivery and general complaints aimed at management within the provincial department. It is incidents as these that have prompted the researcher to undertake this study. It is therefore, through this study that the research wants to establish the causes and the subsequent impact of the turnover. **1.3 Problem statement** **1.3.1 Main problem** It appears that the issue of management turnover at the Northern Cape Provincial Department of Health is affecting the service delivery resulting in negative health outcomes and failure of management systems. *The provincial department of health, a key service delivery department, once again experienced audit qualifications, poor financial health and high irregular expenditure. Our call to action has remained the same for years, but none of the accounting officers has been able to implement an action plan to address the dire state of the department. This is directly affecting service delivery in the province and the lives of citizens on the* *street, and is evident in the fact that after seven years, the department has still not purchased a mammography machine for the Dr Harry Surtie Hospital in Upington, although the purchase of such a machine was previously budgeted and planned for. Patients must travel to Kimberley to access this service, resulting in additional travel cost and the risk of lives being lost as conditions are not being treated soon enough* (AGSA Report 2020/21: [Consolidated PFMA General Report 2020-21 - FINAL 8 December.pdf (agsa.co.za)](https://www.agsa.co.za/Portals/0/Reports/PFMA/202021/Consolidated%20PFMA%20General%20Report%202020-21%20-%20FINAL%208%20December.pdf?ver=2021-12-08-114517-993)). *The departments of health and of transport, safety and liaison continued to struggle with performance management because they did not have proper record-keeping systems in place* (AGSA Report 2022/23: [PFMA Report 2022-23 FINAL FULL REPORT.pdf (agsa.co.za)](https://www.agsa.co.za/Portals/0/Reports/PFMA/2022-23/Updates/PFMA%20Report%202022-23%20FINAL%20FULL%20REPORT.pdf?ver=9md_i1D0jJJp2wdnQEeYbA%3d%3d)). Clearly the Auditor General' audit reports demonstrate the impact of the management turnover has on the financial health status thus affecting health related service delivery outcomes. As a consequence, it seems that the department experiences other related problems such as: - Inadequate record-keeping systems. The Auditor-General highlighted this in final audit report of 2022/23. - Allegations of corruption: the Carte Blanche story cited the issue of acting HoDs (others suspended due to allegations of corruption). - Lack of strategic leadership: the researcher has observed that the department seems to be, overall, on autopilot. This observation is informed by the reports presented to various government platforms, such as Clusters and Portfolio Committees. Currently, none of the Accounting Officers/Executive Managers have been permanent over the past three years. **1.4 Research questions** **1.4.1 Main research question** - What has been the service delivery impact of management turnover in the Northern Provincial Department of Health over the past three years? - Why are the department' record-keeping systems inadequate/absent? - What is the relationship between the allegations of corruption and the management turnover within the department? - Why is the department struggling to secure permanent Accounting Officers and Executive Managers? **1.5 Rationale for the study and objectives** The researcher will conduct this study in order to ascertain the service delivery impact of lack of permanent management within the department of health. According to the department' missions, "...Department aims to provide better health care, better access and better value to the people of the Northern Cape, through community-wide, modern and individually focused initiatives to maximize wellness and prevent illness" ([Northern Cape Department Health - Annual Report 2022 (provincialgovernment.co.za)](https://provincialgovernment.co.za/department_annual/1120/2022-northern-cape-health-annual-report.pdf)). It is therefore critical to establish the underlying cause of the turnover and then suggest possible remedies to turnaround the situation. The Northern Cape population stands to benefit from stable and efficiently managed provincial department of health. A stable department of health, with proper systems and accountability mechanisms, is important for frugal use of taxpayers' money thus eradicating corruption in all forms. Strategic leadership is extremely important for the attainment of organizational objectives and priorities (Ehlers, T. & Lazenby, K. 2023. 47). **1.6 Summary** **The researcher will attempt to establish the impact of management turnover with regards to the Northern Cape Provincial Department of Health meeting service delivery obligations. The facts established will be able to assist to put the department in a positive space, thus increasing the public confidence and improve the integrity of the department.** **2. LITERATURE REVIEW** **2.1 Introduction** The primary purpose of this study will be to establish the reason and impact of management turnover at the department of health in the Northern Cape Province. The researcher will focus on the top management, that is, the Accounting Officers, over the past three years (2020-2023). The need to establish the causes of the turnover, is informed by the fact that the department has been attracting negative highlights in the media space, including social media, and the public. The department has a responsibility to provide healthcare services to the province, which is the largest in terms of the geographic landscape but small in terms of the population. Therefore the issue management stability is critical for attainment of positive health outcomes. The extent to which the Northern Cape Provincial Department of Health experiences management turnover, over the past three years, is worrisome. **2.2 Concepts Explained** 2.2.1 Management: Management can be described as a process planning, organising, leading and controlling the scarce resources of the organisation to achieve the organisation' mission and goals as productively as possible (Botha, T., et al. 2020: 10). 2.2.2 Management Turnover: In this instance, management turnover, refers to the rate at which the Accounting Officers and/or Executive Managers are exit the department and being often replaced by others, thus creating a disruption in the operations of the department. 2.2.3 Accounting Officer/Head of Department: The Accounting Officer is the Head of the Department appointed in terms of Public Service Act (Public Service Act, 1994: Section 12). 2.2.4 Retention Strategy: A well-crafted strategy aimed at retaining skilful personnel in an organisation. According to the information guide from the Department of Public Service and Administration on staff retention, it requires a management approach that takes all factors (both inside and outside of the organisation) into account (*Managing Staff Retention: An Information Guide for Departments:* [retention\_guide.pdf (dpsa.gov.za)](https://www.dpsa.gov.za/dpsa2g/documents/ep/2007/retention_guide.pdf)) **2.3 Impact of the turnover** In the article written jointly by Ogony, SM., and Majola, BK.,2018, in the Journal of Management and Administration, make the point that *Employee turnover is harmful to the running of organizations because it affects efficiency, productivity, profitability, and innovativeness, when it occurs in the workplace*. This is precisely the point as to why the researcher will be examining the impact of the turnover. The study will establish whether to affirm or dispel the statement raised in the journal. Valid reasons as to the causes of such practice will be firmly established. **2.4 Factors causing the turnover** In the research conducted and published in the European Journal of Business Management and Research (2021) by Abdullah Al-suraihi, W., et al, assert that employees have several reasons to leave their workplaces, such as job stress, job satisfaction, job security, work environment, motivation, wages, and rewards. However, the organization must understand the needs of its employees, which will help organizations, adopt certain strategies to improve employee performance and reduce turnover. Thus, implementing strategies will increase job satisfaction, motivation and the productivity of individuals and organizations, which can reduce employment problems, absenteeism, and employee turnover. So in essence the study will examine various instruments within the department of health in order to establish the basis of this assertion. Will have to ascertain whether incentive-related benefits are a cause of the turnover or not. **2.5 Gap(s) in the literature** While generally agreeing with the reviewed literature on the internal factors causing management turnover, the researcher of the view that there are external factors that have not been considered in the literature. These include, among others, political influence, corruption, to mention but two. Therefore the study will have to determine whether the two factors stated above, do have a role in contribution to the management turnover. As stated earlier, the department has had four different Accounting Officers over the past three-year period. And none of the Executive Managers are permanent. Surely this is a recipe for disaster for the department in terms of it meeting its service delivery obligations. Proper facts will need to be established henceforth. According to Grobler, A (2022:584), *a wide variety of financial incentive plans are used in an effort to link pay of employees more closely to their performance.* **2.6 Summary** **In the various literature reviewed, it is quite clear that the issue of management turnover is not a new issue confronting the workplace. However, varying factors are explained and highlighted. The case in point, department of health, seems to be an isolated case to be studied. The turnover is scary.** **3. RESEARCH METHODOLOGY** **3.1 Introduction to the methodology** The researcher will use the qualitative research approach. **3.2 Study design** **3.3 Study setting** **3.4 Study sample** **3.5 Data collection tool** **3.6 Data collection process** **3.7 Data management** **3.8 Data analysis** **3.9 Ethical considerations** **3.10 Summary** **REFERENCES** - Botha, T., VRBA, M. & Smit, PJ. 2020. *Management Principle*. *A Contemporary Edition for Africa.* 7^th^ Edition. Juta and Company: Cape Town - Ehlers, T & Lazenby, K. 2023. *Strategic Management. Southern African Concepts and Cases.* 5th edition. Van Schaik: Pretoria - https://www.youtube.com/watch?v=xqVpsgYrInw - AGSA Report 2020/21: [Consolidated PFMA General Report 2020-21 - FINAL 8 December.pdf (agsa.co.za)](https://www.agsa.co.za/Portals/0/Reports/PFMA/202021/Consolidated%20PFMA%20General%20Report%202020-21%20-%20FINAL%208%20December.pdf?ver=2021-12-08-114517-993). - AGSA Report 2022/23: [PFMA Report 2022-23 FINAL FULL REPORT.pdf (agsa.co.za)](https://www.agsa.co.za/Portals/0/Reports/PFMA/2022-23/Updates/PFMA%20Report%202022-23%20FINAL%20FULL%20REPORT.pdf?ver=9md_i1D0jJJp2wdnQEeYbA%3d%3d) - Ogony, SM. & Majola, BK: JMA -- I.2018. *FACTORS CAUSING EMPLOYEE TURNOVER IN THE PUBLIC SERVICE, SOUTH AFRICA* - Vol 6 \| Issue 3 \| June 2021. European Journal of Business and Management Research [www.ejbmr.org](http://www.ejbmr.org) - Grobler, A. Deas, A. & Mulaudzi, M. 2022. South African Human Resource Management Theory and Practice. Seventh Edition. Juta and Company: Cape Town. **CONSENT FORM** **COPY OF THE DATA COLLECTION INSTRUMENT**