| Summary: | The aim of this study is to evaluate the implementation of the succession policy and staff retention strategy of the Joe Gqabi District Municipality (JGDM) in the Eastern Cape. Retention and succession are located within a broader understanding of administration and management, and specifically within the New Public Management theory. A qualitative research methodology was used. Semi-structured interviews were primary means of data collection, supplemented by documentary analysis. A non-probability, stratified sample of 12 senior managers, middle managers, supervisors and professionals employed by the district municipality constituted the target group. The findings reveal that both the succession policy and the staff retention strategy were hampered by severe implementation weaknesses, resulting in failure to stem the high rate of turnover and vacancies at the municipality. The study recommends a series of measures to enhance future implementation success.These include, amongst others, implementation action plans with clear deliverables andtimeframes, monitoring and evaluation; employee participation; linking execution to individual performance; and proactively addressing issues of staff satisfaction.
|
|---|
