CORPORATE PROFIT AND EMPLOYEE SATISIFACTION: 1ES:1:U1:0,115E111NC THE LINK WrIFEEN SEVEN EDGARS STORESo A CASE STUDY SEAN DOUGLAS CLARKSON SUBMITTED IN PARTIAL FULFILMENT OF THE MASTERS DEGREE IN :USINESS ADMINISTRATION OFFERED :Y TECEIN11KON WRTWATERSRAND AND VALIDATED AND CONFERRED Y THE UNIIVERSETY OF WALES September 2003 SUPERVIISOR: Dr. CRAM VOORTMAN
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CORPORATE PROFIT AND EMPLOYEE SATISIFACTION:
1ES:1:U1:0,115E111NC THE LINK WrIFEEN SEVEN EDGARS
STORESo A CASE STUDY
SEAN DOUGLAS CLARKSON
SUBMITTED IN PARTIAL FULFILMENT OF THE
MASTERS DEGREE IN :USINESS ADMINISTRATION
OFFERED :Y
TECEIN11KON WRTWATERSRAND
AND
VALIDATED AND CONFERRED Y
THE UNIIVERSETY OF WALES
September 2003
SUPERVIISOR: Dr. CRAM VOORTMAN
UNIVERSITY OF JOHANNESBURG LIBRARY AND INFORMATION CENTRE
Campus: Al P. Faculty/Dept .
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DECLARATI[ON
I declare that the research study "CO !'' ORATE PROFIT AND EMPLOYEE
SATISPACTION: ESTABLISHING THE LINK WITHIN THE EDGARS
STORES" is an original work and all sources of a similar nature have been appropriately
referenced.
an IDongilas C ➢arkson
ii
ACKNOWLEDGEMENTS
I would like to acknowledge and thank the following individuals and organisation for
assisting me in compiling this research study:
My wife Gale, for all her support, understanding and encouragement over the duration
of my studies.
My Children, Jared and Tayla, for all the time they missed being with me due to my
studies.
My family and friends for all their support and understanding.
My line manager Dave Muller, for all his guidance and support.
My supervisor Dr Craig Voortman, for his guidance and advice during this research.
Edgars Consolidated Stores Limited (Edcon) for allowing and assisting me with time,
resources, and the financial support to complete my MBA.
111
AAST OF CONTENT
CHAP 11 IR 11 - 11 RODUCTION Page Number
1.1 INTRODUC 110N 1
1.2 ILACKGROUND 1
1.2.1 Staff Reductions in a competitive environment
3
1.2.2 Exploring some of the ingredients off super results
3
1.2.3 Rationale
4
1.3 THE FRO LEM STATEMENT
4
1.3.1 Establishing the implications of understanding the problem 5
1.3.2 Establishing the implications of not understanding the problem 5
1.3.3 The importance of the research 5
1.4 0 JECTIVES OF TELE STUDY 6
1.4.1 The objectives of the study
6
1.4.2 Constraints
6
1.5 RESEARCH METHODOLOGY
7
1.5.1 ILasic Methodology
7
1.5.2 Literature Search
7
11.5.3 Data collection and analysis
7
1.5.4 Sampling
8
1.5.5 Questionnaire
8
1.5.6 Comparison
9
1.5.7 Research Goals
9
1.5.8 Research Process 10
1.5.9 Data collection, analysis and interpretation
10
iv
1.5.10 Action Plan 10
1.6 OUTLINE OF INVESTIGATION 111
1.7 SUMMARY 12
CHAPTER 2 — LITERATURE REVIEW
2.1 INTRODUCTION 13
2.1.1 Exploring the link between the Customer and the Organisation. 14
2.2 EXPLORING SOME DEFINITIONS 14
2.2.11 The Employee 14
2.2.2 A Job
15
2.2.3 Job Satisfaction 15
2.2.4 Perception 16
2.2.5 Profit
17
2.2.6 Summary 17
2.3 EMPLOYEE SATISFACTION
18
2.3.1 Introduction 18
2.3.2 Factors / Facets which have an impact on employees Job
satisfaction 18
2.3.3 enchmarking: What the most admired organizations are doing 29
2.4 WHY EMPLOYEE SA HSFAC HON IS SO IMPORTANT
32
2.4.1 Introduction 32
2.4.2 The Service Profit Chain 33
2.4.3 The Financial Impact that employees have on an organization 40
2.5 SUMMARY 42
CHAT IL ER 3 —
ACKGROUNICD — ORGANISATIONAL HISTORY AND I:,
GROWTH OF EDGARS
3.1 INTRODUC 1110N 44
3.2 EARLY ILEGINNINGS — A REEF HISTORY OF THE
EDCON GROUP 45
3.3 GROWTH IN THIE EDCON GROUP 46
3.4 IMPLEMENTING CHANGE 49
3.4.1 1998: A Most concerning year for Edgars. 49
3.4.2 1999: A year of positive change within Edgars. 50
3.4.3 2000: A diffricullt year for Edgars. 511
3.4.4 2001: A year of consolidation. 52
3.4.5 2002: A record year in terms of profitability and sales growth. 53
3.5 SUMMARY 58
CHAPTER 4 — DISCUSSION OF THE EDGARS ORGANISATIONAL
PERCEPTION RESULTS„ CORRESPONDING TO EMPLOYEE
SATISFACTION.
4.1 INTRODUCTION 59
4.2 OVERVIIEW OF THE TOTAL RESULTS FOR THE SEVEN EDGARS
STORES, FOR THE ORGANISATIONAL SURVEY, ALL QUESTIONS 62
4.3 ANALYSES OF THE RESULTS RELATING TO 1.11:1116
EMPLOYEE SATISFACTION FACTORS 64
vi
4.3.11 Training Opportunities for staff. 64
4.3.2 Promotional Opportunities for staff. 66
4.3.3 Developmental Opportunities 6$
4.3.4 Job Challenges 70
4.3.5 The Working Environment 72
4.3.6 Support (given to employees). 74
4.3.7 Respect (for employees). 76
4.3.8 Trust (fin employees). 7$
4.3.9 Sufficient Available Resources (to work effectively). $0
4.3.10 Relationships (within the organization). $2
4.3.11 Pay (or remuneration). $4
4.3.12 Overall Average total results for app dimensions,
for selected stores. 86
4.4 ANALYSIS OF THE RESULTS RELATING TO THE
SELECTED STORIES PROFITABILITY ANTI) TURNOVER $8
4.4.11 Analysis of the increase in Turnover versus the increase in Employee
Satisfaction Perception $9
4.4.2 Analysis of the data, to establish whether a correlation exists
between the employee satisfaction perception and store tanrnover 90
4.5 SUMMARY 92
CHAPTER 5 — FINDINGS, RECOMMENDARIONS
AND CONCLUSIONS.
5.1 INTRODUCTION 93
5.2 RESEARCH FINDINGS 93
vii
5.3 RECONEWIENDATIONS 95
5.4 CONCLUSIONS 95
LIIOGRAIPHY 96 - 102
viii
UST OF FIEGUIRES Page Number
Figure Li
Figure L2
Figure 2.1
Figure 2.2
Figure 2.3
Figure 2.4
Figure 2.5
Figure 3.1
Figure 4.1
Figure 4.2
Figure 4.3
Figure 4.4
Figure 4.5
Figure 4.6
Figure 4.7
Figure 4.8
Figure 4.9
Figure 4.10
Figure 4.11
Figure 4.12
Figure 4.13
Figure 4.14
Figure 4.15
- Sales Percentage growth for all Edcon Stores
for the past 19 years 2
Profit percentage growth for all Edcon Stores for the
past 19 years. 2
- Relative Importance of Different Sources of value
experienced by customers 32
- Service Profit Chain 33
-Profit increases resulting from a 5% increase in
customer loyalty 34
- The "Sears" Employee-Customer-Proffit Chain Modell 40
Customer liffe cycle profit pattern in the credit card industry 42
Comparison of three mystery-shopping surveys, with
averages for the selected (Edgers stores studied by
the researcher and the average for all stores 56
Total Organisational Perception Survey Results, for all
questions, for the three years surveyed. 63
Average totals, for the Training Opportunities dimension 65
Average totals for the Promotional Opportunities dimension 67
Average totals for the Development dimension 69
Average totals for the Job Challenges dimension 71
Average totals for the Working Environment dimension 73
Average totals for the Support dimension 75
Average totals for the Respect dimension 77
Average totals for the Trust dimension 79
Average totals for the Sufficient Available
Resources dimension $1
Average totals for the Relationships dimension $3
Average totals for the Pay dimension 85
Overall grand totals for the selected stores- all
dimensions analysed. $7
Turnover (Sales) by Store for Two years $8
Percentage increase in Employees Satisfaction Perception
versus percentage increase in Store Turnover $9
ix
Figure 5.11 - The Edgaus Employee Customer Profit Chain
Diagram 94
x
MST OF TA
LIES It
Table 3.11 - Edcon Sales and Trading Profit growth over ten years 5$
Table 4.1 - Employee Satisfaction Dimensions and the related
Questions analysed inn this research 61
Table 4.2 - Total Results, for the last three surveys all questions 62
Table 4.3 - Results for the Training Opportunity employee
satisfaction dimensioun 65
Table 4.4 - Results for the Promotional Opportunities employee
satisfaction dimension 67
Table 4.5 - Results for the Development employee
satisfaction dimension 69
Table 4.6 - Results for the Job Challenge employee
satisfaction dimension 71
Table 4.7 - Results for the 'Working Environment employee
satisfaction dimension 73
Table 4.8 - Results for the Support employee
satisfaction dimension 75
Table 4.9 - Results for the Respect employee
satisfaction dimension 77
Table 4.110 - Results for the Trust employee satisfaction dimension 79
Table 4.H - Results for the Sufficient Available Resources employee
satisfaction dimension 80
Table 4.12 - Results for the Relationships employee
satisfaction dimension 82
Table 4.113 - Results for the Pay employee satisfaction dimension $4
Table 4.114 - Overall Grand Total, all stores, and all dimensions
Studied 86
Table 4.15 - The increase inn store turnover versus the increase in
the employee satisfaction percentage $9
Table 5.1 - Table of results, used to calculate the correlation coefficient 91
xi
MST OF APPENINCES
APPENDIX A — Store Group Listing
APPENDIX I:, — Organisationall Perception Survey
APPENDIX C — Edcon Organisation Perception Conceptuall Framework
APPENDIX D — The Resullts Tor each store Tor each question.
xii
CHAPTER It
BNTRODUCTIION
1.1 RODUCTION
In this chapter, the researcher will develop a methodology with which to investigate the
research problem. The researcher shall introduce the problem, develop a problem
statement, as well as consider methods of solving the problem.
1.2
ACKGROUNID
Edcon's (Edgars Consolidated Stores Limited) retail chains rank first, second and third
in the Markinor survey of South African brands conducted during 2002. This was
largely due to product, location, service and continuous improvements in all three
chains. (Edcon, Annual Report, 2002).
Edcon trades in clothing, footwear, accessories, textiles, stationery and general goods in
South Africa. Edcon operates through four distinct divisions:
Edgars (incorporating ABC Shoes) is positioned as a dominant mall based
department store targeting the middle and upper income groups.
United Retail (incorporating Sales House, Jet, Smiley's Warehouse and Cuthbert's
Shoe Chain) is positioned as a discount retailer targeting the lower income groups.
SuperMart is positioned as a discount general merchandise retailer targeting the
lower income market.
C.N.A. is positioned as the dominant news agent, bookseller and stationery store,
targeting the middle to upper income groups.
When one looks closer at the retail sector within South Africa, and the economic state
of the country, the discretionary disposable income of customers has continually been
placed under severe pressure through increases in the interest rates, inflation and petrol
prices. There are also other industries, which in their own way have played a role to
reduce the consumer's discretionary income these being: cellular phones, casinos and
1
the lotto. All of these economic factors have had an effect on Edcon's bottom line.
Edcon's share price dropped from R136-50 (1998) to a low of R16-00 (1999). There
was a reduction of active customer accounts from 3 446 000(2000) to 2 860 000(2002).
In Figurel.1 and 1.2 below it is evident that the Edcon's sales growth and profit growth
declined shapely and only started to recover in terms of trading profit from 2002
Customer Lifecycle Profit Pattern In the Credit Card industry
Age of the Account (Years)
200
150 tc.
100
c. 50
c 0 48
-50
-100
good recommendations, both of which will add growth and revenue to the organisation.
Figure 2.5 below shows the life cycle profit pattern in the credit card industry,
highlighting the lifetime value a customer has to an organisation. In this profit pattern
the following factors have been taken into account: acquisition cost of the customer;
base profit, revenue growth, operating costs, referrals and price premium.
Figure 2.5 Customer Ilill'ecyclle profit pattern in the credit card industry.
(Reichheld, 11996:M).
We observe from Figure2.5 that the cost to acquire the new credit card customer is $80.
Obviously the longer a customer remains loyal to the organisation the more profit they
will generate. We see that a customer, who stays two years, will make a net profit of
$26 (this is the income for the first two years less the acquisition cost, i.e.$106-$80). A
customer who remains loyal for five years will generate $264, and ten years $760. It is
important to note that the $760 is the future value of money, which is less than the
present value of money (Reichheld, 1996:51).
2.5 SUMMARY.
In this chapter the researcher reviewed literature on what factors influence the
satisfaction levels of employees within the organisation. The researcher further
documented what the most admired organisations are doing to maintain employee
42
satisfaction. The importance of and impact employees have on an organisation was also
explored. The researcher extracted a list of the most common factors by which
employee satisfaction should be measured in an organisation. These factors will be
used in this research in trying to solve the problem statement. The research has already
indicated that there is a close correlation between employee satisfaction and customer
satisfaction (and resulting company profitability).
43
CIHEAFTER 3
ACKGROUND: ORGANISATIONAL HISTORY AND
GROWTH OF EDGARS.
3.1 11N11101DUCIIION.
The story of Edgars Stores Limited spans three quarters of a century of diversification
and growth. From a modest beginning in a single basement shop selling women's
fashion, to being ranked first, second and third in the Markinor survey of South African
Brands conducted during 2002. Over the past 72 years, the company has grown to 902
stores and now boasts the largest online apparel offering of any of South African
retailer (www.edcon.co.za).
The company was a subsidiary of South African Breweries from 1982 until January
1999. In June that year the Edgars Group, previously known as Edgars Stores Limited,
began trading on the Johannesburg Stock Exchange as Edgars Consolidated Stores
Limited. It listed as Edcon in the retail sector, a name that more accurately reflected the
function of the Group. The Edcon Group comprises of the following business units:
Edgars, Sales House, Jet, Cuthberts, ABC, Smiley's, Supermart, CNA and the
Manufacturing Division (www.edcon.co.za ).
In January 1999, Edgars was in the doldrums. Its share price had slumped to an all time
low of R16 which was 81% less than that of March 1998 of R85.20, and this in turn
was a decline of 50% from the high of R170 in 1996. Staff morale was dismal due to a
crippling strike and wage dispute. To top it all, Edgars' top line earnings released in
March 1999 had declined by 63% despite achieving the highest sales in its history. The
group had spent on average three to four times the advertising spend, measured as a
percentage of sales. Despite this huge advertising investment of 8203 million, reported
sales growth had barely kept pace with inflation (www.edcon.co.za ).
44
3.2 EARLY
EGINNOIGS — A
REEF HISTORY OF 1111:111E EDCON GROUP. IL IL
Morris and Eli Ross opened their first store on the 6 th of September 1929, in a basement
in Joubert Street, Johannesburg opposite Greatermans. Morris and Eli Ross were
among the earliest pioneers of the Rag Trade. The first Edgars store was originally
known as M&E Ross, trading as Edgars. The name Edgars was derived from "SWAN
& EDGAR" of Piccadilly, London (www.edcon.co.za ).
During the spring sale of 1929, Eli Ross overheard Dot Kent (the manageress)
struggling to sell a costume (that has been marked down to 4 pounds) to a customer.
The customer liked the costume but only had 1 pound to spend. Anxious to dispose of
his stock before moving to new premises, Eli Ross impatiently burst forth "All right
Miss Kent, let her have it, but she must bring us something each month until it is paid
for". Thus began what was to become the largest retail credit operation in the country.
This was a marketing tool spontaneously spawned, which is today responsible for
3 299 000 active charge accounts in the Edcon Group (www.edcon.co.za ).
Eli Ross closed the Johannesburg store and moved to Cape Town where he opened
another business and again traded under the name of M & E Ross. Morris went
overseas at that time and founded Smartwear of Regent Street (www.edcon.co.za ).
In 1935 Sydney Press started working in Eli Ross' Cape Town store as a Christmas
casual. He had just written his matriculation at SACS and had achieved a first class
pass. Sydney Press was born in 1919 in Namaqualand. He became so fascinated with
retailing that despite a scholarship to attend Cape Town University, he decided to
remain at Edgars after his vacation. In 1937, Eli Ross purchased 81 Elloff Street for
500 pounds, as Sydney Press now had the necessary experience, he was to open the
branch in Johannesburg. In February of 1937 Sydney Press opened Edgars Eloff Street
and was so encouraged by the success achieved that expansion began along the reef.
In the last quarter of 1937 branches were opened in Germiston, Benoni and Springs —
then in Durban and Port Elizabeth (www.edcon.co.za ).
Sydney's brother, Hubert Press joined Edgars in 1940 and successively took over credit
control, retail admin, accounting and finance. After the war, Sydney Press's elder
45
bother, Basil, took charge of the mail order division. Basil later became responsible for
the Development Division. By 1946 there were 10 stores in the group with an annual
turnover of 536 000 pounds (www.edcon.co.za ).
At this stage a public company was floated on the Johannesburg Stock Exchange
known as Edgars Stores Limited and the directors were Sydney Press, Hubert Press, Eli
Ross and Alan Leon. Up to this stage only ladies fashion had been sold in these Edgars
stores. After the flotation of the company, the following product ranges were gradually
introduced in the Edgars Stores: menswear; childrenswear; footwear and then onto
piece goods, Manchester and jewellery. Eli Ross played an active role in the business
until 1950 and passed away in 1960. Hubert and Basil Press contributed significantly to
the development of the Edgars group, which had an annual turnover of R40 million by
1969, the year in which they both retired (www.edcon.co.za ).
3.3 GROWTH IN THE EDCON GROUP.
During the early years growth was rapid but largely spontaneous and unplanned. It was
only until the late 1950's that the increased size and sophistication of the market place
brought about the customer boom of the 1960's. The keen competition of rival
businesses necessitated the adoptions of the scientific approaches to management that
characterizes the Group's activities today. The founding Chairman, Sydney Press was
quick to recognize the principles of "customer sovereignty" as well as the vital
importance of a highly motivated workforce. The philosophies has been part and parcel
of Edgars "modus operandi" ever since (www.edcon.co.za).
Adrian Bellamy, who became Managing Director of the Edgars group in 1977 at the
age of 35, was to succeed Sydney Press as Chairman after Edgars became part of the
giant South African Breweries conglomerate on the 14 of February 1982. On 31 August
1978 the honourable SP Botha, the then Minister of Labour, officially opened
Edgardale (Edgars group corporate headquarters), which was designed to project the
company well into the 21 gt century. The headquarters are situated on the old mining
land from whence the momentum for growth of the South African economy originated.
The site is at Crown Mines in Johannesburg, and has excellent access to the freeway
system near the Crown Mines interchange, at the southwest edge of the Johannesburg
46
CBD. The complex is situated in the township of Selby extension 12, 13 and 17.
Included in the township design was a 1,2-kilometer township road, which provides
immediate access to the Main Reef Road and the Johannesburg Motorway network.
The township road has aptly been named Press Avenue. The complex was development
at a cost of R28 million and it is made out of three floors of 12 000 m 2 each
(www.edcon.co.za).
On the 14th February 1982, The South African Breweries (SAB) announced that it had
acquired 88% of Edgars Consolidated Investments Limited (Edcon) and that it would
be making an offer for the remaining 12%. Since Edcon owed 50% of the ordinary
issued capital of this company. The SAB investment effectively meant that Edgars
Stores Limited became a subsidiary of SAB. Sydney Press tendered his resignation
from the corporate board in March 1982 after 47 years with the company and died in
May 1997. The Press Empire consisted of 430 stores. Other businesses within Edgars
were Jet, Sales House, Ackermans and three Ceirose factories. To cater for continued
demand, Ceirose, the group's clothing manufacturing operation, installed a fully
automatic fabric cutter in its newly commissioned Production Services Centre. This
was the first installation of its type in South Africa (www.edcon.co.za ).
Edgars, Sandton City opened with record first day sales on 24 March 1983. This full
line store achieved international recognition when it was selected the Grand Prize
Winner in an international store design competition sponsored by the New York based
National Retail Merchants Association and the Institute of Store Planners
(www.edcon.co.za).
Mr. Bellamy's dynamic management style stood the group in excellent stead, driving
the transition into the highly competitive and sophisticated market place in the 1980's.
Mr. Press has added scientific management techniques appropriate to the sound
entrepreneurial foundation laid over many years. The result was a successful retailing
formula that has given Edgars the blue chip status it continues to enjoy
(www.edcon.co.za).
Following the Wiehann Commission in 1982, Edgars Stores Limited was the first
retailer to establish a formal recognition agreement with a Trade Union. Edgars Stores
47
Limited was selected as one of South Africa's top 100 companies in 1988. A
devastating Union strike in 1990 over wages lasting two weeks saw the loss of sales to
Edgars of 13 million rand (www.edcon.co.za ).
The granting of credit facilities has been fundamental to the success of the Edgars
group, which by March 1992 had a record of 2,5 million current accounts. In
September of 1995, after extensive testing, both Edgars and Sales House introduced an
extended credit option (from six months to 12 months), to those customers whose
payment performance justified it, and to new customers with comparable score cards.
The extended credit option was financed by Nedcor Bank Limited, with 550 000
customers operating these accounts by the end of the year (www.edcon.co.za ).
In 1996 six new concepts were developed and extended. These concepts were Red
Square, The Issue, Starting Block and Studio Quattro, and this was followed later by
Accessories. Red Square was the most advanced cosmetics retailing operation in the
world. By March 1997 there were twelve stand-alone units and as many in the Edgars
stores. The denim business was redeveloped into the Issue and Denim Station formats.
Starting Block was an advanced and highly professional format for active clothes and
footwear. Studio Quattro was the new jewellery concept based on a Dutch model.
These new concepts added a new dimension to retailing. The best place to see all these
concepts together was in the Sunnyside Park Centre store, in Pretoria
(www.edcon.co.za).
The company's computer system changed with time too. Plans were started in 1996 to
move away from in-house developed software to flexible package solutions, and for a
migration to distributed processing on modern hardware platforms. Nautilus (a
distribution package) was already operating while Arthur 4 (a merchandise planning
tool) was to be utilized in early 1999. Vantage (an aid in database marketing) was being
tested. Oracle Financials and Human Resource Management systems were introduced
in October 1998 followed by Vision Plus (state of the art debtors management package
system) in February 1999. An integrated data warehouse supported all these new
packages (www.edcon.co.za ).
48
3.4 IMEIPLEMENUNG CHANGE.
3.4.1 1998: A Most concerning year for Edgars.
The first signs of a decline in the Edgars group was seen in 1997 but accelerated in
1998.The group was in a situation were large numbers of people were turning away
from credit and fashion, which has always been an area which the business excelled at.
People considered their debt levels to be excessive and there had been a shift in values,
at least among a significant minority of customers, who has demonstrated their
readiness to sacrifice some quality and quite a lot of fashion in exchange for lower
prices. The Edgars response to these changing circumstances was not always as agile as
what it should have been. Although the lower price "value ranges" were expanded in
several parts of the business, the action was not aggressive enough and in some cases
needed to have been taken sooner.
The new CEO (Steven Ross) was appointed in the second half of 1998 to turn the
Edgars group around and lead it into the future. Steven saw the difficulties within the
group as opportunities. In his first Chief Executive report in 1999's Annual Report he
said that "it is the identification and maximization of these opportunities and a return
to historic profitability levels, coupled with the creation of shareholder value, that are
now to be the business of the company" (Edcon Annual Report, 1999:10)
At the end of 1998, several significant structural changes took place within The Edcon
Group, to correct past inefficiencies and allow the organisation to be more responsive
to market conditions, and to focus on pricing pressures. The following departments
were centralized: Finance; Marketing and Human Resources. Information technology
was outsourced to Andersen Consulting and Persetel. The measurement across the
group on stock allocation and management were equalized, implying that all of these
employees would be measured equally and fairly. In February 1999 SAB unbundled
their interest in Edgars shares, and thus Edgars had no controlling shareholder anymore.
A downsizing and reorganisation exercise within the group meant that 1594 employees
were retrenched which left an unsettled feeling within the group. This situation was
further aggravated by another month long national union strike over wages and working
49
conditions, resulting in a reduction of budgeted profit by 30 million Rand, contributing
to the 43.99% reduction in trading profit reported to March 1999 (www.edcon.co.za ).
The new human resources department formulated a new communication plan, which
would ensure that all associates were up to date on their customers, merchandise and
company. This was the first step in the culture goal of "treating all associates as
family". In order to ensure that customers felt welcome and that they were well served,
the Human Resources department was tasked with a number of critical issues, which
affected staff satisfaction and ensured that they are all treated fairly. These included
induction, training, career development, salary performance measurement, labour
relations and affirmative action (www.edcon.co.za ).
3.4.2 1999: A year of positive change within Edgars.
The Financial year-end 2000 saw a harvest of 10% growth in sales and a gross profit
increase of 15 %. This could be accounted to the change process implemented early in
1999, and other factors which included an improved level of service, transaction times
being reduced and measured customer satisfaction levels having been increased. The
Group reset its strategies for its different brands (chains), with specific focus on correct
pricing for the selected target markets for each chain. During the year, policies and
procedures were aligned for the whole Edcon family. A competency-based approach to
human resources was communicated and accepted by all staff Competency and
delivery against predetermined goals drove promotions, pay increases, incentive
payouts, share allocations, training, succession planning and in irretrievable cases,
dismissal.
Edcon decided to name the year 2000 "the year of the employee" within the group to
show the importance the group places on its employees. The Group asked the
employees to nominate representatives to sit on the "Employment Equity" committee,
as the group recognized that they needed to comply to the Employment Equity Act, as
set down by legislature. During 2000, Edcon published an in-house newsletter "Edcon
Vibe", to ensure that all employees knew what was happening within the organisation.
Furthermore video recordings with update briefings from Steven Ross about progress in
the Organisation, were sent to all stores and an in store radio station was installed
50
through which training and other communication materials can be disseminated. Edcon
was able to reach a two-year wage settlement agreement at the national forum, which in
South Africa's unstable labour market was a huge win. A total of R9 million was spent
on training the employees of Edcon that year. All staff were either offered the option of
joining a cash bonus incentive scheme or a share option scheme, both being
performance based. The staff compliment decreased by 754 employees.
3.4.3 2000: A difficult trading year for Edgars.
With Edcon Trading in an already cramped retail market, and with competitors jostling
for a share in the market, successful retailers can only target the market share of
competitors to improve their own share. During 2000 consumers discretionary income
fell due to rising fuel prices, high food inflation, having to spend more on security and
medical fees, due to government spending less in these areas, the launch of a state
lottery, and the cellular industry also claimed their piece of the market disposable
income (Edcon Annual Report, 2001:6).
The market insight gained into the segmentation of Edcon's target markets, through
extensive research, supported Edcon's decision to segment the business into two
differentiated channels.
3.4.3.1 Segmenting the business into two different channels of distribution.
The two different channels were: Edgars a mall based department store servicing the
higher income segments; and United Retail (Jet, Sales House, Cuthberts and Smileys
Wearhouse) a discount speciality store targeting the lower income segments. With all
this in mind Edcon's trading profit for the year was R319 million against the previous
financial years R429 million.
Human Resources vision was to " create a compelling place for the employee", and this
was based on the understanding that the staff were as cardinal to the business as were
the customers. This required that the same consideration needed to be given to the
customers needs as to the employees. The Human Resources departments project to
structure Edcon's "skill and knowledge base through profiling" was completed during
51
2000. This staff footprint (portrait) at all levels would provide an invaluable tool in
HR's holistic approach to developing effective and responsive people management
skills. The groups mission as "An Employer", in the 2001 Annual report was:
To regard and treat our people as family.
To provide the tools, training and opportunity for our employees to develop as
individuals and provide for their families (Edcon Annual Report, 2001).
3.4.4 20011: A year of consolidation.
Edcon declared that the programme to revitalize the organisation had been completed.
The following programme initiatives having been successfully implemented:
Repositioning Edcon's brands (Edgars and United), based on exhaustive
customer research.
Regaining profitable clothing, footwear and textile (CFT) market share,
through improved customer service and value-for-money offerings.
Consolidating all back office support functions through greater
centralization and more productive use of technology.
Cleaning up the debtor's book, through improved collections and tighter
credit granting controls.
Enhancing space utilization, by rationalizing the number of stores and
introducing selective multi-branding.
Raising productivity, through an enlightened and motivated human
resource strategy.
The Group achieved a 2% increase in sales growth for 2001, with a reduction of 5% in
Group's retail space. The Trading profit was R325 million and the earnings per share
rose by 42% to 302,9 cents per share. With the Edcon store space rationalisation plan in
place, this meant the Edcon opened 22 new stores, created 152 new facias, closed and
handed back to landlords 127 outlets and 25 stores were revitalised.
Edcon's vision of "Our employees are as significant to our business as our customers
are", motivated the HR department to create an inspirational work environment for all
52
staff. Edcon strived to be known not only as a company that sells superior merchandise
and delivers phenomenal service, but also a company that everyone aspires to work for.
Edcon reported in their Annual Financial Report (2001/2002) that their objectives were:
Equity in the work place.
Fulfilled and competent staff.
To be an employer of choice.
An environment that enables the company to achieve business success through
its people.
Best Practice in people management.
As part of the group's strategy of becoming an employee of choice, Edcon decided to
centralise the recruiting function, aiming to attract the best possible talent. Staff
attended a total of 13291 staff training days during the financial year 2001/2002. All
associates, working for Edcon, completed the group's first Organisational Perception
Survey, during 2002, the purpose of the survey was to determine:
Whether employees understood the company values or culture.
How satisfied employees were.
3.4.5 2002: A record year in terms of profitability and sales growth.
Edcon realised a record year in 2002/2003 with the following highlights:
Headline earnings of 753 cents per share.
Sales growth of 24%.
The successful securitisation of the accounts receivable. This transaction
generated net proceeds of R798 million, which was used to reduce the interest
bearing debt, fund acquisitions and buyback of 5 882 044 shares.
The acquisition of 151 C.N.A stores for R130 million, which furnished R850
million turnover to the group. C.N.A, founded 105 years ago is the largest
newsagent, bookseller and stationery store in South Africa.
The purchase of Super Mart, a discount general merchandise retailer, extending
the groups coverage to South Africa's mass lower income market.
53
The integration of the RAG' s retail debtor's book, customer database and a
number of its retail stores into United retail (Jet, Sales House, Cuthberts, and
Smiley's Warehouse) also was a positive move forward.
Realising a trading profit of R557 million from a record turnover of R9.19
billion was most satisfying for the group (Edcon annual Report, 2003:10).
Edcon's CEO Steven Ross said "that our continuously improving efficiency yields
benefits that we share with our customers; tangible benefits of best price, best style,
intrinsic quality and incomparable service. This delivery earned Edgars first, Jet second
and Sales House third place among apparel retailers in the annual Markinor Survey for
Brand awareness and Loyalty again this year" (Edcon Annual Report, 2003:17).
The last year saw Edgars and United Retail, for the first time in Edcon's history grow
turnover in excess of 15% on comparable space simultaneously. In July 2002, the
Edcon executive team attended a conference to chart the course for sustaining Edcon's
growth. The central output for this conference was to become an "Employer of
Choice", and as a group they realised that in order to sustain growth they needed to
have:
Highly trained people.
Highly motivated people.
The ability to attract the best people.
Edcon decided that to achieve their objective they would have to measure themselves
against other companies, and therefore they entered the Deloitte and Touche "Employer
of Choice Survey". The results will be announced at the end of October 2003. With this
in mind Edcon decided to review their company values in order to ensure that the
values were in line with the organisation's growth strategy and also simple enough for
all to know, understand and live by.
The new Edcon values are:
PEOPLE — We treat the individual, our customers, employees, shareholders and
the community with care and respect.
54
INTEGRITY — We are open, honest, fair and inclusive in all our relationships.
We accept and learn from constructive criticism. We make and keep
commitments.
PERFORMANCE — To improve we must measure our performance. Goals must
be clearly set and measured. Excellence is recognised, rewarded and results in
career growth.
PROFESSIONALISM — We try to achieve our full potential as leaders and
Edcon employees. We commit to winning; by learning as much as we can,
continuously improving what we do, and working as a disciplined team every
day (Edcon Annual Report, 2003).
Edcon conducted road show theatre productions, which launched the new values to the
employees and also highlighted the effects of teamwork. The values were also
discussed in the monthly company magazine the "Edcon Vibe", with the objective of
ensuring all employees knew the values and understood how to live them. All
management within Edcon have a 20% weighting for Human Resource management on
the performance agreement. This is made up of: Training and development
(employees), Employment equity, the Organisational Perception Survey, and
Performance Management (to ensure all staff know what is expected of them and that
they are measured accordingly).
Mystery Shopping Surveys were conducted through out Edgars stores. These surveys
were made up of mystery shopping — which measures the customer's shopping
experience at the store, and the customer intercept — which interviews customers in
stores. Figure 3.1 illustrates the results obtained for the past three mystery shopping
surveys conducted for the selected Edgars stores analysed.
55
181
Comparison og Customer oat lociaognon Ratings across DI19 HVOC3118a0 otorgo
Average Total for ALL Edgers Stores
1
I L I Average Total for Seven Stores
I I Westgate
Westville
I 1 Sandton
I Menlyn _ _
East Rand Mall
1
r-
I Eastgate
Cresta
0 20 40 60 80 100
Pe roo o Mystery Shopping Survey Oct 2001
o Mystery Shopping Survey Dec 2002
o Mystery Shopping Survey April 2003
I 92
90
187 94
1195
191
91
175
----Trdri
93
18 4
1 3 _II 87
83 83
91
87
Figure 3.1 Comparison of Three Mystery Shopping Surveys, with Averages for the
Selected Edgars Stores studied by the researcher and the Average for ailll Edgars
stores.
It is noticeable in Figure3.1 that the average increase in customer satisfaction for the
selected Edgars stores being studied was an increase of 4 percent on the Dec 2002
survey. It is further evident that the only two stores who decreased in customer
satisfaction was Westville (from 80 to 74%), and Cresta (from 84 to 74%) (Wilson,
2003).
56
To ensure, that all managers within Edcon understood the importance of the
organisational climate, the Edcon Organisational Development Department, sent out (in
June 2003) a "Managers Guide", booklet to ensure that managers know what makes up
and affects organisational climate / perception. Due to perceptions being dynamic and
being influenced by a number of factors within the organisation, the challenge was to
appropriate these perceptions within a broad structural framework and this would
enable benchmarking of improvements, aligning factors to current and future
initiatives, a platform for change, and the prioritising of high impact factors. It is for
this reason that Edcon developed a framework based on these principles. The Model
(Edcon Ops Conceptual Framework, see Appendix C) encapsulates the primary people
drivers within three focus clusters namely:
Organisational Focus- encompassing a broad range of behaviours relating to the
organisation's key strategic issues/drivers.
People focus- measures the effectiveness of the current people management
issues in relation to a variety of issues, in particular whether or not management
really add value, inspire the work force, are aware of and acting to resolve
issues and give sufficient support to their staff; and
Leadership focus- explores how staff experience and respond to principle
Leadership competencies essential to mobilising people in attainment of
organisational objectives (Edcon, OD: 2003).
Year Sages s '000
Saieo % Growth
Tradin Profit
Tr ading Profit Growth
1994 3626.9 69.4% 456.2 42.1%
1995 4203.6 15.9% 517.7 13.5%
1996 5097 21.3% 578.9 11.8%
1997 5616.7 10.2% 547.3 -5.5%
1998 5641.7 0.4% 417.2 -23.8%
1999 5849.8 3.7% 228.5 -45.2%
2000 6423.6 9.8% 445.5 95.0%
2001 6557.4 2.1% 351.7 -21.1%
2002 6709.8 2.3% 383.8 9.1%
2003 8313.7 23.9% 563.2 46.7%
Tabfle 3.1. Edcon Saks and Trading profit growth over 110 years (IEdcon Annual
report, 11999:4, 2003:11)
57
It is evident in Table 3.1 that Edcon's decision to realign its brands (Edgars and United
Retail) to the different market segments are starting to bare fruit. The improvement the
organisation had realised in the customer satisfaction levels according to the customer
shopping surveys had meant an increase of 71 % in trading profit from the previous
financial year.
3.5 SUMMARY.
In this chapter the researcher reviewed the background of Edgars beginnings, the way
in which the organisation grew, the strategies chosen to compete in the industry in
which it trades, the different environmental factors which had an affect on Edcon' s
turnover, the change actions implemented within the organisation, the customer
satisfaction levels of the Edgars customers, and the turnover for the last ten years for
Edcon.
5
CHAPTER 4
DISCUSSRON OF THE EDGARS ORGANISATIONAL
PERCEPTION RESULTS, C(DRRESPONDING TO EMPLOYEE
SATISFACTION.
4.1 INTRODUCTION
As part of the change process, Edcon Management decided to conduct an
Organisational Perception Survey across the entire Organisation. All permanent
employees were required to complete the survey. The main objective of the survey was
to determine whether employees understood the company values or culture, and to
establish how satisfied the employees were within the Edcon Group.
The results were grouped together according to each business unit (Store and Business
Department), to ensure that management would be able to identify the areas within the
organisation, which needed attention or focus. The objective of the survey was to
change employee perceptions and to make Edgars a compelling place to work, and an
employer of choice.
The questions (Appendix B) were divided into different groups, in order to measure the
employee's perception on the different dimensions within the organisation.
These dimensions were as follows:
o Company Identification
o Work Content
Management / Leadership Style
Training & Development
Relationships
Rewards
Performance Management
Company Value / Culture
59
Industrial Relations
Working Conditions
Employment Equity
Communication
As the Aim of the researcher is to analyse whether a link exists between employee
satisfaction within the Top Seven Edgars stores and the Profitability of the stores
concerned, the researcher extracted only identical questions from the different
annual surveys in order to ensure that the results are comparable. It is for this reason
that the researcher has selected identical questions from the 2002 and 2003 surveys.
The questions chosen relate to the factors identified in the literature review (chapter 2),
in other words those factors impacting on employee satisfaction levels within an
organisation. Table 4.1 contains the different factors that were analysed within Edgars,
together with the questions selected by the researcher regarding employee satisfaction
factors.
60
Employoo Satieaction factor-with rglatogg quostions and quosti c numbQrs
Training OppviunitiGs 111. EDCON provides sufficient training in the technical skills involved in my job. 115. I have received the training I need to do my job well. Prcnwe nal Optcortunitigs
110. EDCON's educational (study) assistance programme helps employees qualify for better jobs. 112. EDCON helps me to plan my career development. povelopment 113. EDCON provides training programmes that meet my personal development needs. 114. Staff development is one of the key objectives of EDCON. 116. I have a detailed career plan. Job Challenges
35. My job provides sufficient challenge. 151. EDCON has a stimulating and challenging environment. Iftforking Envoccomot
32. The physical (work environment) set-up at work allows me to achieve my objectives The store/department I work in is kept clean and neat. My refreshment needs (tea, coffee, water) are adequately catered for. I am comfortable working in this store/department. I have adequate physical working space.
Suwon 148. EDCON encourages its employees to be involved in their jobs. RGspGat 146. EDCON treats its employees with respect. 157. My individuality is respected at EDCON. Trust
122. Employees in my department trust one another. 125. I trust my immediate supervisor/manager.
215. The information EDCON officially communicates to its employees can always be believed Suffooight Availablo FisSOUPOQS
30. The resources I use to carry out my work are sufficient. Relationships
117. In my department, we work together as a team. 119. The people I work with are pleasant. 124. Within my department we motivate and support each other. Pay
From what I have seen, all employees at the same levels in the organisation receive equal benefits.
From what I have seen, all employees at the same levels in the organisation receive equal working conditions (i.e. offices, access to telephones) 213. There is no discrimination regarding pay at EDCON.
Tablle 4.11: Empiloyee Satistraction Dimensions and the rellated questions anallysed in
this research.
611
This chapter will follow the following outline: a brief discussion of the total survey
results, as per the original Questionnaire, for the seven selected stores. Then an
analysis of the results of employee satisfaction factor per area, analysis of the
stores turnover and profits and finally the calculation of whether a correlation /
link exists between employee satisfaction and profitability for the seven stores
analysed.
4.2 OVERVIEW OF THE TOTAL RESULTS FOR THE SEVEN EIDGARS
STORIES, IFOR THE ORGANISATIONAL SURVEY, ALL QUESTIONS.
If the total results (all questions on the survey) were reviewed, for each year during
which the survey was completed, it is noticed that there are changes year after year.
Table 4.2 below shows the average total (all questions in the survey) for each store
analysed and this is further illustrated graphically in Figure 4.1.
Year Survey
Conducted
Sandton
a
East Rand Mall
Menlyn Westgate Create East Gate Westville
Average total for
the seven
verage strength total, for aDI questions in survey stores analysed.
2000 60.5 50.6 57 52.1 52.9 56 51.9 54.4
2002 57.7 50.4 46.4 53.4 48.9 49.9 58.4 52.2
2003 59.2 60.9 55.8 53.3 74.1 55.5 71.8 61.5
Table 4.2 Total Results, For the last Three Surveys, All Questions.
Six of the seven stores showed an improvement from 2002 to 2003. The only store that
did not increase was Westgate, which decreased by 0.1%. In other words this store
remained the same as the previous survey results as the decrease is so small.
62
53. 155.5
49.9 1 5
East Gate
Three Year Average Totais, for Ali Questions in the Questionaire
151.9
60.7 171.8 8.4 Westville
_1 X8.6
48.9 152.9
152.9 53.3 53.4
152.1
53.1 155.8
146.4 157
54.0 60.9 50.4 50.6
59.1 59.2
57.7 160.5
0
20 40 60 80
Strength Peroantage
0 2000 0 2002 0 2003 0 3 Year Ave for Store
Cresta
Westgate
Menlyn
East Rand Mall
Sandton
174.1
Figure 4.1 Total Organisation Ferception Survey Resulits, for a1111 questions, ff®T the
three years surveyed.
63
The results listed in Table 4.2 and illustrated in Figure 4.1, is the average for all
questions asked. These results include the strength result (the strength result is the sum
of the answers for the "agree and strongly agree" answer) and the weaknesses result
(the weakness result is the sum of the results for strongly disagree and disagree).
It is noticeable from Table 4.2 and Figure4.1 that all the stores improved their results
against the previous year except Westgate's results which was slightly less (0.1%) than
the results obtained in 2002. It's further noticeable that all stores performed higher in
2003 than their three-year average. These results for all dimensions measured as per
paragraph 1.5.5 and Figure 4.1, illustrate that the perceptions of the employees have
increased on average from 52.2% to 61.5%, this being an increase of 9.3%.
4.3 ANALYSES OF THE RESULTS RELATING TO THE EMPLOYEE
SATISFACTION FACTORS.
The researcher will now systematically work through the factors chosen in paragraph
2.3.2.14, comparing the results obtained from store personnel for each factor that
contributes to employee satisfaction (See Appendix D for all the results for each store,
for each question).
4.3.L Training opportunities for staff.
The questions, which were selected by the researcher to test the employee satisfaction
levels within Edgars, with regards to training opportunities, are:
o "Edcon provides sufficient training in the technical skills involved in my
job?"
o "I have received the training I need to do my job well?"
Table 4.3 contains the store average percentage scored, for each area measured,
together with the average for the seven stores per area (weaknesses, neutral and
strengths), for the "Training Opportunity" dimension.
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AIDTIENEDIX B
ORGANISATIONAL PERCEPTION SURVEY
Dear Participant
The Edcon Group is committed to a process of constantly assessing employee perceptions in order to gain a better . understanding of employees' views about the organisation. As such, we request your assistance in the completion of the organisation's perception survey.
The purpose of this survey is to measure how the action plans that have been put into place have changed the results of the survey as well as to identify further developmental areas. This can only be achieved through your full participation.
It is now time for the third survey. As in the past, the survey is divided into two sections:
Section 1: Questions about the way we do things at EDCON
Section 2: Biographical (personal) information, which is intended for research purposes only.
All questionnaires supplied are treated in the strictest confidence. Your completed questionnaire should be placed in sealed envelopes in your work area. The collectively analysed results will make it impossible to identify individuals' answers, and in this way makes the survey totally anonymous. You are therefore encouraged to use this opportunity to answer honestly and openly.
"Why do I need to complete this questionnaire?"
Your participation is vital in gaining an accurate reflection of the perceptions of all staff members. This study will only be meaningful if you participate.
"How long would it take to complete the questionnaire?"
We know it is a long questionnaire, but it will take only ±30 minutes to complete.
"Will I get feedback?"
Feedback will be given to you on the outcome by means of the EDCON Vibe and your management.
INSTRUCTIONS — Must be read out to employees
Thank you for your willingness to complete the questionnaire
To ensure confidentiality, you have been provided with a self-seal envelope. Once you have completed the questionnaire, place it in the envelope and hand it to your line manager.
The questionnaire consists of 228 statements. It takes approximately 30 minutes on average to complete it.
Please read each statement and indicate your level of agreement or disagreement by placing a tick in the appropriate block next to each statement. Try to avoid answering 'unsure' on too many occasions, as this tends to skew the results.
The scale refers to the following: 1 = Strongly disagree 2 = Disagree 3 = Unsure 4 = Agree 5 = Strongly agree
If a question does not apply to you, please leave it out.
EXAMPLE:
QUESTION 1: My manager is always friendly.
If you strongly agree with this statement, tick the block below 'Strongly agree.'
Strongly Disagree
Disagree Unsure Agree Strongly Agree
0 1
0 2
0 3
0 4
0 5
TIPS When a question refers to the organisation, think of your immediate department within the chain/ business unit you are working, ie Edgars, United Retail, Manufacturing, etc. Please answer all the questions and choose only one answer per question. If a question does not apply to you, please leave it out.
The goals that we agreed to from last year's surveys results have been achieved, i.e. you can see things improving
0 0 0 0 0 1 2 3 4 5
The communication on the survey this year was effective. 0 0 0 0 0 1 2 3 4 5
Please give us your suggestions on how we can improve the communication.
Strongly Disagree Unsure Agree Strongly Disagree
Agree
COMPANY IDENTIFICATION Indicate how strongly you agree/disagree that the following factors were important in your decision to COME to EDCON:
advancement opportunity to reach my full potential 0 0 0 0 0 1 2 3 4 5
challenge of the job 0 0 0 0 0 1 2 3 4 5
ability to balance work with my personal/family life 0 0 0 0 0 1 2 3 4 5
salary/wage 0 0 0 0 0 1 2 3 4 5
manager/supervisor 0 0 0 0 0 1 2 3 4 5
open communication 0 0 0 0 1 2 3 4
control of work schedule 0 O 0 0 1 2 3 4
benefits 0 0 0 0 0 1 2 3 4 5
overall management quality 0 0 0 0 0 1 2 3 4 5.
job security 0 0 0 0 0 1 2 3 4 5
equal opportunity 0 0 0 0 0 1 2 3 4 5
good reputation of EDCON with people outside the company. 0 0 0 0 0 1 2 3 4 5
3
Strongly Disagree Unsure Agree Strongly Disagree
Agree
COMPANY IDENTIFICATION (continued) Indicate how strongly you agree/disagree that the following factors are important in your decision to STAY with EDCON
advancement opportunity 0 0 0 0 0 1 2 3 4 5
challenge of the job 0 0 0 0 0 1 2 3 4 5
ability to balance work with my personal/family life 0 0 0 0 0 1 2 3 4 5
salary/wage 0 0 0 0 0 1 2 3 4 5
manager/supervisor 0 0 0. 0 0 1 2 3 4 5
open communication 0 0 0 0 0 1 2 3 4 5
control of work schedule 0 0 0 0 0 1 2 3 4 5
benefits 0 0 0 0 0 1 2 3 4 5
overall management quality 0 0 0 0 0 1 2 3 4 5
job security 0 0 0 0 0 1 2 3 4 5
equal opportunity 0 0 0 0 0 1 2 3 4 5
good reputation of EDCON with people outside the company. 0 0 0 0 0 1 2 3 4 5
Strongly Disagree Unsure Agree Strong!: Disagree
Agree
WORK CONTENT I understand the goals and objectives of EDCON as a whole. 0 0 0 0 0
1 2 3 4 5 I understand the goals and objectives of my Division/ 0 0 0 0 0 Department. 1 2 3 4 5
I clearly understand my job goals. 0 0 0 0 0 1 2 3 4 5
I personally agree with the organisation's mission and goals. 0 0 0 0 0 1 2 3 4 5
I go the extra mile to meet business needs. 0 0 0 0 0 1 2 3 4 5
The resources I use to carry out my work are sufficient. 0 0 0 0 0 1 2 3 4 5
My work methods are relevant and effective. 0 0 0 0 0 1 2 3 4 5
The physical (work environment) set-up at work allows me to achieve 0 0 0 0 0 my objectives. 1 2 3 4 5
I know how the job I do fits into the total picture of EDCON. 0 0 0 0 0 1 2 3 4 5
My department knows exactly what tasks have to be carried out. 0 0 0 0 0 1 2 3 4 5
I know what I must do to do my job well. 0 0 0 0 0 1 2 3 4 5
4
Strongly Disagree Unsure Agree Strongly Disagree
Agree MANAGEMENT/LEADERSHIP STYLE
My Manager/Supervisor: 0 1
0 2
0 3
0 4
0 5
Has good knowledge of developments inside and outside the business that could affect the work we do.
0 1
0 2
0 3
0 4
0 5
Fully understands problems and situations before taking action. 0 1
0 2
0 3
0 4
0
Looks at issues flexibly from many different points of view. 0 0 0 0 0 1 2 3 4 5
Takes personal responsibility for developing and maintaining customer 0 0 0 O 0 relationships. 1 2 3 4 5 Encourages everyone in the team to continually strive to raise 0 0 0 0 0 performance to outstanding levels of excellence. 1 2 3 4 5
Encourages others to take the initiative and go beyond their job 0 0 0 0 0 profiles to improve performance. 1 2 3 4 5
Seeks to understand the true point of view of others. 0 0 0 0 0 1 2 3 4 5
Establishes partnerships with key people to bring about needed 0 0 0 0 0 change in the business. 1 2 3 4 5
45.Gets team members to identify and work towards shared goals. 0 0 0 0 0 1 2 3 4 5
Uses performance problems as an opportunity for staff to learn and 0 0 0 0 0 develop. 1 2 3 4 5
Maintains high standards of personal and business ethics. 0 0 0 0 0 1 2 3 4 5
Lets people know where they stand on issues concerning the O 0 0 0 0 business. 1 2 3 4 5
Uses many methods to let people know about events inside and 0 0 0 0 0 outside the business. 1 2 3 4 5
Is knowledgeable about own business area. 0 0 0 0 0 1 2 3 4 5
Thinks through the consequences of different courses of action. 0 0 0 0 0 1 2 3 4 5
Shows commitment to follow through with all of our customers. 0 0 0 0 0 1 2 3 4 5
Creates a culture in which everybody focuses on the continuous 0 0 0 0 0 improvement of the quality of their work. 1 2 3 4 5
Encourages us to take action in order to solve problems. 0 0 0 0 0 1 2 3 4 5
Respects the ideas of others in order to make the best business 0 0 0 0 0 decision. 1 2 3 4 5
Obtains support from key decision makers for his / her plans. 0 0 0 0 0 1 2 3 4 5
Gives staff encouragement, training or resources for their personal 0 0 0 0 0 development. 1 2 3 4 5
Provides staff with constructive feedback which results in needed 0 0 0 0 0 change. 1 2 3 4 5
Makes decisions based on all the relevant information 0 0 0 0 0 1 2 3 4 5
Encourages the creation of new ideas and approaches to the way we 0 0 0 0 0 work. 1 2 3 4 5
Takes the initiative to identify and remove barriers to excellent 0 0 0 0 0 customer service. 1 2 3 4 5
Shows interest to improve performance of our department beyond 0 0 0 0 0 existing levels 1 2 3 4 5
Builds a climate in which people are valued for openly speaking their 0 0 0 0 0 mind and saying what they truly think and feel. 1 2 3 4 5
Good at obtaining agreement from key people on relevant business O 0 0 0 0 issues. 1 2 3 4 5
1 2 3 4 5 Compared with other retail companies, EDCON rewards its 0 0 0 0 0
employees well. 1 2 3 4 5
At EDCON, a promotion means a fair increase. 0 0 0 0 0 1 2 3 4 5
The salary I am paid for my job is fair compared to what I know of O 0 0 0 0
other jobs at EDCON. 1 2 3 4 5
My salary matches the responsibility I have. 0 0 0 0 0 1 2 3 4 5
My salary and benefits package is structured efficiently. 0 0 0 0 0 1 2 3 4 5
I get enough recognition for what I do. 0 0 0 0 0 1 2 3 4 5
Strongly Disagree Unsure Agree
Strongly Disagree
Agree
PERFORMANCE MANAGEMENT My manager demonstrates strong personal commitment to the 0 0 0 0 0 Performance Management Process. 1 2 3 4 5
I have a Performance Agreement. 0 0 0 0 0 1 2 3 4 5
My manager sets clear, fair and relevant performance expectations. 0 0 0 0 0 1 2 3 4 5
My manager effectively designs opportunities for me to attain my 0 0 0 0 0 career objectives. 1 2 3 4 5
My manager and I sit down regularly to review my overall 0 0 0 0 0
performance. 1 2 3 4 5
My manager is an effective coach, enabling me to improve my 0 0 0 0 0 performance. 1 2 3 4 5 I have been trained in the Performance Management Process. 0 0 0 0 0
1 2 3 4 5 I think my performance on the job is evaluated fairly. 0 0 0 0 0
1 2 3 4 5
8
Strongly Disagree Unsure Agree Strongly Disagree
Agree COMPANY VALUES/CULTURE
EDCON values people. 0 1
0 2
0 3
0 4
EDCON is concerned about providing good service to its customers. 0 0 0 0 0 1 2 3 4 5
145 EDCON is concerned about the quality of the merchandise it sells. 0 0 0 0 0 1 2 3 4
EDCON treats its employees with respect. 0 0 0 0 0 1 2 3 4 5
EDCON values integrity. 0 O 0 0 0 1 2 3 4 5
EDCON encourages its employees to be involved in their jobs. 0 0 0 0 0 1 2 3 4 5
149..1 know the values of the company. 0 0 0 0 0 1 2 3 4 5
In my opinion, EDCON is adapting well to the changing South African 0 0 0 0 0 environment. 1 2 3 4 5 EDCON has a stimulating and challenging environment. 0 0 0 0 0
1 2 3 4 5 Staff are supportive of each other. 0 0 0 0 0
1 2 3 4 5 Staff communicate openly with business partners. 0 0 0 0 0
Staff focus on developing and maintaining world- class customer 0 0 0 0 0 service. 1 2 3 4 5
TIPS When a question refers to the organisation, think of your immediate department within the chain/ business unit you are working, ie Edgars, United Retail, Manufacturing, etc. Please answer all the questions and choose only one answer per question. If a question does not apply to you, please leave it out.
9
Strongly Disagree Unsure Agree Strongl Disagree
Agree
INDUSTRIAL RELATIONS I understand the disciplinary procedures at EDCON. 0 0 0 0 0
1 2 3 4 5 I believe EDCON handles the problem of stay-aways fairly. 0 0 0 0 0
1 2 3 4 5 Discipline at EDCON is fair. 0 0 • 0 0 0
1 2 3 4 5 EDCON pays attention to employee complaints. 0 0 0 0 0
1 2 3 4 5 At EDCON, employees are seldom dismissed without good reason. 0 0 0 0 0
1 2 3 4 5 If an employee has a grievance he/she is given a fair hearing. 0 0 0 0 0
1 2 3 4 5 I understand how the grievance procedure works. 0 0 0 0 0
1 2 3 4 5 Employees are not victimised by management if they voice 0 0 0 0 0
complaints. 1 2 3 4 5
I believe that EDCON applies its disciplinary rules consistently to all 0 0 0 0 0
employees regardless of position, gender or race. 1 2 3 4 5
Employees have reasonable access to the disciplinary and grievance 0 0 0 0 0 procedures and can view these to exercise their rights. 1 2 3 4 5
I am aware of what is regarded as acceptable and 0 0 0 0 0
unacceptable conduct by their employer. 1 2 3 4 5
The National Forum has had a positive influence on the working 0 0 0 0 0
environment. 1 2 3 4 5
Grievances and complaints are dealt with timeously. 0 0 0 0 0 1 2 3 4 5
Employees have enough opportunity to let management know how 0 0 0 0 0
they feel about issues that affect them. 1 2 3 4 5
Strongly Disagree Unsure Agree Strong!) Disagree
Agree
WORKING CONDITIONS The store/department I work in is kept clean and neat. 0 0 0 0 0
I am comfortable working in this store/department. 0 0 0 0 0 1 2 3 4 5
I have adequate physical working space. 0 0 0 0 0 1 2 3 4 5
Rest and recreation areas are adequate. 0 0 0 0 0 1 2 3 4 5
The canteen facilities are equitable for all. 0 0 0 0 0 1 2 3 4 5
The canteen is always in a clean and hygienic state. 0 0 0 0 0 1 2 3 4 5
The change rooms/toilets are always in a clean and hygienic state. 0 0 0 0 0 1 2 3 4 5
TIPS When a question refers to the organisation, think of your immediate department within the chain/ business unit you are working, ie Edgars, United Retail, Manufacturing, etc. Please answer all the questions and choose only one answer per question. If a question does not apply to you, please leave it out.
10
Strongly Disagree Unsure Agree Strongly Disagree
Agree
EMPLOYMENT EQUITY 187. Employment Equity is a strategic priority at EDCON. 0
1 0 2
0 3
0 4
188. I know the reasons for the existence of the Employment Equity programme.
0 1
0 2
0 3
0 4
0 5
189. My manager is skilled in managing diversity. 0 1
0 2
0 3
0 4
0 5
190. The Employment Equity programme will not lead to the lowering of standards.
0 1
0 2
0 3
0 4
0 5
191. EDCON has a good reputation as an Affirmative Action employer. 0 0 0 0 0 1 2 .3 4 5
192. Employment Equity is not reverse discrimination. 0 O 0 0 0 1 2 3 4 5
193. Whites at EDCON do not have any fears because of Employment 0 0 0 0 0
Equity. 1 2 3 4 5
194. Blacks at EDCON have realistic expectations about the 0 0 0 0 0
Employment Equity programme. 1 2 3 4 5
195. Employment Equity is necessary to address the imbalance of the 0 0 O. 0 0
past. 1 2 3 4 5
196. All races are provided with the same opportunities at EDCON. 0 0 0 0 0 1 2 3 4 5
197. Management is not only talking about Employment Equity, but 0 0 0 0 0
enough is being done in practice. 1 2 3 4 5
198. Different races mix in the canteen. 0 0 0 0 0 1 2 3 4 5
199. I support the Employment Equity programme of EDCON. 0 0 0 0 0 1 2 3 4 5
200. Different race groups respect each other at EDCON. 0 0 0 0 0 1 2 3 4 5
201. The different race groups understand each other's culture at 0 0 0 0 0
EDCON. 1 2 3 4 5
202. EDCON is committed to equality between males and females. 0 0 0 0 0 1 2 3 4 5
203. The selection procedures used by EDCON ensure that the best 0 D 0 0 0
person for the job is appointed. 1 2 3 4 5
204. Equality has been achieved at EDCON in terms of promotion 0 0 0 0 0 opportunities. 1 2 3 4 5
205. I know how Employment Equity will affect me. 0 3 0 0 0 1 2 3 4 5
206. EDCON's culture is supportive of Employment Equity. . 0 0 0 0 0 1 2 3 4 5
208. Discrimination against women seldom occurs at EDCON. O 3 0 0 0 1 2 3 4 5
209. From what I have seen, all employees at the same levels in the 0 0 0 0 0 organisation receive equal benefits. 1 2 3 4 5
210. From what I have seen, all employees at the same levels in the 0 0 0 0 0 organisation receive equal working conditions (ie offices, access to telephones).
1 2 3 4 5
211. Women have the same opportunities for advancement as their 0 D 0 0 0
There is no discrimination regarding pay at EDCON. 0 0 0 0 0 1 2 3 4 5
Strongly Disagree Unsure Agree Strongly .
Disagree
Agree
COMMUNICATION I receive information I need to do my job properly. 0
1 0 2
0 3
0 4
0 5
The information EDCON officially communicates to its employees can always be believed.
0 1
0 2
0 3
0 4
0 5
EDCON management listens to the ideas and opinions of its employees.
0 1
0 2
0 3
0 4
0 5
Company policies and rules are clearly communicated to employees. 0 1
0 2
0 3
0 4
0 5
My department receives information about what is happening in other 0 0 0 0 0 departments. 1 2 3 4 5
In the work situation, communication flows freely between 0 0 0 0 0 colleagues and supervisors. 1 2 3 4 5
The following sources supply me with sufficient information about EDCON and my work environment:
EDCON Vibe 0 0 0 0 0 1 2 3 4 5
Booklets/pamphlets 0 0 0 0 0 1 2 3 4 5
Information/Notice boards 0 0 0 0 0 1 2 3 4 5
My Manager 0 0 0 0 0 1 2 3 4 5
Human Resources 0 0 0 0 0 1 2 3 4 5
Staff meetings 0 0 0 0 0 1 2 3 4 5
Internal memos (letters) 0 0 0 0 0 1 2 3 4 5
The internal E-mail 0 0 0 0 0 1 2 3 4 5
Early morning training sessions (EMT's) 0 0 0 0 0 1 2 3 4 5
TIPS When a question refers to the organisation, think of your immediate department within the chain/ business unit you are working, ie Edgars, United Retail, Manufacturing, etc. Please answer all the questions and choose only one answer per question. If a question does not apply to you, please leave it out.
12
- SECTION 2 -
BIOGRAPHICAL INFORMATION
This information will be used to analyse various groups within the organisation to understand their perceptions.
Individual information is anonymous and there is no way that your line manager can trace your responses back to
you.
A Your age (I) ONE of the following boxes
Less than 25 years old 01 25 — 39 02 40 — 54 03 55 or older 04
B Years of service with EDCON (I) ONE of the following boxes
Less than 1 year 01 1 year, but less than 5 years 02 5 years, but less than 10 years 03 10 years, but less than 20 years 04 20 years or more 05
C. What is your employment status? (✓ ) one of the following boxes:
Traininn Opportunities 111. EDCON provides sufficient training in the technical skills involved in my job. 44.9 23.8 31.3 43.3 16.2 40.5 115. I have received the training I need to do my job well. 23.7 18.8 57.5 55.0 0.9 44.1 TOTAL 34.3 21.3 44.4 49.2 8.6 42.3
43.7 18.8 37.5 15.3 4.5 80.2 112. EDCON helps me to plan my career development. 46.2 17.9 35.9 34.2 13.5 52.3 TOTAL 45.0 18.4 36.7 24.8 9.0 66.3
Development 113. EDCON provides training programmes that meet my personal development needs. 37.0 24.7 38.3 52.3 7.2 40.5 114. Staff development is one of the key objectives of EDCON. 38.2 15 48.8 53.2 1.8 45 116. I have a detailed career plan. 17.2 27.2 55.6 44.6 4.5 50.9 TOTAL 30.1 22.3 47.6 50.0 4.5 45.5
Job Chollormos 35. My job provides sufficient challenge. 20.7 12.2 67.1 21.0 4.4 74.6 151. EDCON has a stimulating and challenging environment. 24.4 28.2 47.4 16.2 7.2 76.6 TOTAL 22.6 20.2 57.3 18.6 5.8 75.6
Working Environment 32. The physical (work environment) set-up at work allows me to achieve my objectives 35.0 19.5 45.5 21.4 5.4 73.2
The store/department I work in is kept clean and neat. 15.0 5 80 3.5 4.4 92.1 My refreshment needs (tea, coffee, water) are adequately catered for. 40.5 10.1 49.4 27.0 2.6 70.4 I am comfortable working in this store/department. 23.4 13.8 63 9.9 2.7 87.4 I have adequate physical working space. 28.7 15 56.3 20.5 5.4 74.1
TOTAL 28.8 12.0 58.8 16.5 4.1 79.4
Support 148. EDCON encourages its employees to be involved in their jobs. 19.7 17.3 63 7.9 2.7 89.4 TOTAL 19.7 17.3 63.0 7.9 2.7 89.4
Respect 146. EDCON treats its employees with respect. 34.5 27.2 38.3 27.3 4.5 68.2 157. My indMduality is respected at EDCON. 51.9 20.3 27.8 20.5 4.7 74.8 TOTAL 43.2 23.8 33.1 23.9 4.6 71.5
Trust 122. Employees in my department trust one another. 25.3 25.3 49.4 14.4 2.7 82.9 125. I trust my immediate supervisor/manager. 14.6 23.2 62.2 15.4 5.5 79.1 215. The information EDCON officially communicates to its employees can always be believed 25.6 30.8 43.6 21.5 8 70.5 TOTAL 21.8 28.4 51.7 17.1 5.4 77.5
Sufficient Available Resources 30. The resources I use to carry out my work are sufficient. 29.1 16.5 54.4 17.0 0.9 82.1 TOTAL 29.1 18.5 54.4 97.0 0.9 82.1
Relationships 117. In my department, we work together as a team. 19.5 7.3 73.2 9.8 0.9 89.3 119. The people I work with are pleasant 11.4 17.7 70.9 10.9 0.9 88.2 124. Within my department we motivate and support each other. 15.6 15.7 68.7 12.8 3.7 83.5 TOTAL 15.5 13.8 70.9 11.2 1.8 87.0
Pay From what I have seen, all employees at the same levels in the organisation receive equal
benefits. 47.4 24.4 28.2 34.9 6.4 58.7 From what I have seen, all employees at the same levels In the organisation receive equal working
conditions (le offices, access to telephones) 52.5 15 32.5 34.3 4.6 61.1 213. There is no discrimination regarding pay at EDCON. 59.2 26.3 14.5 50.0 5.6 44.4 TOTAL 53.0 21.9 25.1 39.7 5.5 54.7
151. EDCON has a stimulating and challenging environment. 29.6 31.8 38.6 28.0 16.2 55.8
TOTAL 28.2 22.7 51.1 27.3 13.5 59.3
Working Environment 32. The physical (work environment) set-up at work allows me to achieve my objectives 44.2 9.3 46.5 36.6 10.6 52.8
The store/department I work in is kept clean and neat. 18.2 1.1 80.7 14.2 4.1 81.7
My refreshment needs (tea, coffee, water) are adequately catered for. 35.2 5.7 59.1 43.3 4.5 52.2
I am comfortable working in this store/department. 20.7 5.7 73.6 22.7 8.5 68.8
I have adequate physical working space. 25.9 9.4 64.7 25.4 6.6 68
TOTAL 28.8 3.2 64.9 28.4 6.9 64.7
Support 148. EDCON encourages its employees to be involved in their jobs. 19.1 19.1 61.8 16.3 11.4 72.3
TOTAL 19.1 19.1 61.8 16.3 11.4 72.3
Rospoct 146. EDCON treats its employees with respect. 50.5 16.9 32.6 40.4 13.5 46.1
157. My individuality is respected at EDCON. 46.6 15.9 37.5 26.9 28.5 44.6
TOTAL 48.8 10.4 35.1 33.7 21.0 45.4
Trust 122. Employees in my department trust one another. 32.6 19.1 48.3 32.3 17.1 50.6
125. I trust my immediate supervisor/manager. 18.5 25.3 58.2 29.1 13.1 57.8
215. The information EDCON officially communicates to its employees can always be believed 40.9 14.8 44.3 28.9 21.9 49.2
TOTAL 30.0 18.7 50.3 30.1 17.4 52.5
Sufficient Available Resources 30. The resources I use to carry out my work are sufficient. 34.1 9.4 56.5 24.8 10.7 64.5
TOTAL 34.1 0.4 56.5 24.8 10.7 64.5
Relationships 117. In my department, we work together as a team. 22.0 3.3 74.7 20.7 5.9 73.4 119. The people I work ■Mth are pleasant. 14.9 13.8 71.3 15.5 8.1 76.4 124. Within my department we motivate and support each other. 25.5 15.6 58.9 20.1 10.8 69.1 TOTAL 20.8 10.0 68.3 18.8 8.3 73.0
Pay From what I have seen, all employees at the same levels in the organisation receive equal
benefits. 45.3 29.1 25.6 46.9 20.5 32.6 From what I have seen, all employees at the same levels In the organisation receive equal working
Tralnin_p Opportunities 111. EDCON provides sufficient training in the technical skills involved in my job. 46.8 12.7 40.5 60.9 15.9 23.2 115. I have received the training I need to do my lob well. 39.8 5.5 54.7 64.7 0 35.3 TOTAL 43.3 9.9 47.8 62.8 8.0 29.3
35.9 16.4 47.7 16.4 14.9 68.7 112. EDCON helps me to plan my career development. 53.2 13.5 33.3 39.4 18.3 42.3 TOTAL 44.6 15.0 40.5 27.9 16.6 55.5
Development 113. EDCON provides training programmes that meet my personal development needs. 45.4 14.8 39.8 66.7 10.1 23.2 114. Staff development is one of the key objectives of EDCON. 32.0 16 52 68.2 7.2 24.6 116. I have a detailed career plan. 31.5 15.7 52.8 44.1 29.4 26.5 TOTAL 33.3 95.5 48.2 59.7 15.6 24.8
Job Challenges 35. My job provides sufficient challenge. 19.2 12.3 68.5 18.3 12.7 69 151. EDCON has a stimulating and challenging environment. 28.8 15.2 56 17.7 14.7 67.6 TOTAL 24.0 13.8 62.3 18.0 13.7 68.3
Working Environment 32. The physical (work environment) set-up at work allows me to achieve my objectives 37.1 15.7 47.2 15.2 18.1 66.7
The store/department I work in is kept clean and neat. 7.1 2.3 90.6 9.7 0 90.3 My refreshment needs (tea, coffee, water) are adequately catered for. 34.7 5.5 59.8 30.0 5.7 64.3 I am comfortable working in this store/department. 22.8 8.7 68.5 11.1 2.8 86.1 I have adequate physical working space. 27.5 8.7 63.8 20.9 8.3 70.8
TOTAL 29.8 8.2 66.0 97.4 7.0 75.8
Support 148. EDCON encourages its employees to be involved in their jobs. 24.6 10.3 65.1 4.1 8.1 87.8 TOTAL 24.6 10.3 65.1 4.1 8.1 87.8
Respect 146. EDCON treats its employees with respect. 49.7 15.7 34.6 35.1 17.6 47.3 157. My individuality is respected at EDCON. 47.2 15 37.8 19.7 21.1 59.2 TOTAL 48.5 95.4 36.2 27.4 19.4 53.3
Trust 122. Employees in my department trust one another. 19.5 10.2 70.3 18.9 18.9 62.2 125. I trust my immediate supervisor/manager. 19.4 24.8 55.8 20.2 17.6 62.2 215. The information EDCON officially communicates to its employees can always be believed 34.2 20.6 45.2 17.1 26.6 56.3 TOTAL 24.4 18.5 57.1 18.7 29.0 60.2
Sufficient Available Resources 30. The resources I use to carry out my work are sufficient. 32.8 12.8 54.4 9.7 5.6 84.7 TOTAL 32.8 12.8 54.4 9.7 5.6 84.7
Relationships 117. In my department, we work together as a team. 10.3 0 89.7 10.8 0 89.2 119. The people I work with are pleasant. 9.9 9 81.1 5.8 5.8 88.4 124. Within my department we motivate and support each other. 9.3 6.2 84.5 12.4 6.8 80.8 TOTAL 9.8 5.1 85.1 9.7 4.2 86.1
Pay From what I have seen, all employees at the same levels in the organisation receive equal
benefits. 56.5 20.2 23.3 25.8 21 53.2 From what I have seen, all employees at the same levels In the organisation receive equal working
conditions (le offices, access to telephones) 63.3 12.5 24.2 38.1 14.3 47.6 213. There is no discrimination regarding pay at EDCON. 61.6 19.2 19.2 29.7 28.1 42.2 TOTAL 60.5 17.3 22.2 39.2 21.1 47.7
151. EDCON has a stimulating and challenging environment. 28.8 11.6 59.8 19.1 13.0 67.9
TOTAL 24.8 9.2 66.3 18.0 9.5 72.6
Wortdng Environment 32. The physical (work environment) set-up at work allows me to achieve my objectives 33.8 11.0 55.2 24.6 12.0 63.4
The store/department I work in is kept clean and neat. 18.4 1.8 81.8 8.0 1.6 90.4
My refreshment needs (tea, coffee, water) are adequately catered for. 19.3 3.1 77.6 27.4 3.8 68.8
I am comfortable working in this store/department. 21.7 5.8 72.7 14.3 8.8 76.9
I have adequate physical working space. 24.3 3.7 72.0 16.9 5.5 77.6
TOTAL 23.1 5.0 71.9 18.2 6.3 75.4
Support 148. EDCON encourages its employees to be involved in their jobs. 17.8 7.9 74.5 8.6 8.0 83.4
TOTAL 17.6 7.9 74.5 8.6 8.0 83.4
Respect 146. EDCON treats its employees with respect. 45.5 9.7 44.8 33.3 15.3 51.4
157. My individuality is respected at EDCON. 49.1 9.8 41.1 24.6 20.2 55.2
TOTAL 47.3 OA 43.0 29.0 17.8 53.3
Trust 122. Employees in my department trust one another. 24.3 15.9 59.8 20.9 15.5 63.6
125. I trust my immediate supervisor/manager. 19.3 23.5 57.2 24.6 16.0 59.4
215. The information EDCON officially communicates to its employees can always be believed 30.6 18.0 _4 53.4 22.3 20.6 57.1 TOTAL 24.7 10.5 56.8 22.6 17.4 60.0
Sufficient Available Resources 30. The resources I use to carry out my work are sufficient. 29.3 5.5 65.2 23.4 9.2 67.4 TOTAL 29.3 5.5 65.2 23.4 9.2 67.4
Relationships 117. In my department, we work together as a team. 17.5 3.6 78.9 19.1 2.7 78.2 119. The people I work with are pleasant. 7.8 3.8 88.6 10.0 3.9 86.1 124. Within my department we motivate and support each other. 15.7 1.2 83.1 14.0 5.4 80.6 TOTAL 13.6 2.9 83.5 14.4 4.0 81.6
Pay From what I have seen, all employees at the same levels in the organisation receive equal
benefits. 50.3 15.3 34.4 44.9 19.7 35.4 From what I have seen, all employees at the same levels in the organisation receNe equal working
conditions (le offices, access to telephones) 55.8 7.4 36.8 46.9 15.8 37.3 213. There is no discrimination regarding pay at EDCON. 58.3 19.8 22.1 53.8 25.1 21.1 TOTAL 54.8 14.1 31.1 48.5 20.2 31.3
151. EDCON has a stimulating and challenging environment. 33.3 13.5 53.2 11.8 9.2 79
TOTAL 30.3 11.7 58.1 17.7 7.1 75.2
INorking Environment 32. The physical (work environment) set-up at work allows me to achieve my objectives 30.8 10.5 58.7 17.6 4 78.4
The store/department I work in is kept clean and neat. 8.4 0 91.6 3.0 0.5 96.5
My refreshment needs (tea, coffee, water) are adequately catered for. 23.1 2.1 74.8 10.7 0.5 88.8
I am comfortable working in this store/department. 18.7 4.9 76.4 9.9 2.5 87.6
I have adequate physical working space. 16.3 1.4 82.3 12.7 1.5 85.8
TOTAL 19.5 3.8 76.8 10.8 1.8 87.4
Support 148. EDCON encourages its employees to be involved in their jobs. 20.8 6.3 72.9 8.0 5 87
TOTAL 20.8 6.3 72.9 8.0 5.0 87.0
Respect 146. EDCON treats its employees with respect. 44.4 16,7 38.9 21.5 7.5 71
157. My individuality is respected at EDCON. 58.5 7.7 33.8 20.0 15.4 64.6
TOTAL 51.5 12.2 36.4 20.8 11.5 67.8
Trust 122. Employees in my department trust one another. 34.0 12.8 53.2 33.0 9 58
125. I trust my immediate supervisor/manager. 18.9 18.3 64.8 20.9 5.5 73.6 215. The information EDCON officially communicates to its employees can always be believed 30.3 15.5 54.2 14.2 9.4 76.4 TOTAL 27.1 15.5 57.4 22.7 8.0 69.3
Sufficient Available Resources 30. The resources I use to carry out my work are sufficient. 25.7 8.3 66 15.1 4 80.9 TOTAL 25.7 0.3 66.0 15.1 4.0 80.9
Relationships 117. In my department, we work together as a team. 23.6 5.8 70.8 12.9 2 85.1
119. The people I work with are pleasant. 18.5 3.5 78 12.7 3.5 83.8 124. Within my department we motivate and support each other. 23.1 7 69.9 20.1 3 76.9 TOTAL 21.7 5.4 72.9 15.2 2.8 81.9
Pay From what I have seen, all employees at the same levels in the organisation receive equal
benefits. 50.4 15.6 34 39.2 11.6 49.2 From what I have seen, all employees at the same levels In the organisation receive equal working
conditions (le offices, access to telephones) 59.8 8.5 31.7 40.9 5.9 53.2 213. There is no discrimination regarding pay at EDCON. 62.0 16.9 21.1 44.9 17.3 37.8 TOTAL 57.4 13.7 28.9 41.7 11.6 46.7
151. EDCON has a stimulating and challenging environment. 34.8 13.9 51.3 23.6 21.5 54.9
TOTAL 34.8 7.8 57.4 25.0 17.0 58.0
Working Environment 32. The physical (work environment) set-up at work allows me to achieve my objectives 43.3 1.8 54.9 26.9 15.9 57.2
The store/department I work in is kept clean and neat. 7.8 0 92.2 3.4 2.7 93.9
My refreshment needs (tea, coffee, water) are adequately catered for. 31.9 3.4 64.7 30.4 5.5 64.1
I am comfortable working in this store/department. 32.8 6 61.2 21.2 11 67.8
I have adequate physical working space. 26.7 1.7 71.6 13.2 14.6 72.2
TOTAL 28.5 2.9 68.9 19.0 9.9 71.0
Support 148. EDCON encourages its employees to be involved in their jobs. 20.6 7.8 71.6 19.9 8.9 71.2
TOTAL 20.6 7.8 71.6 19.9 8.9 71.2
Rospoct 146. EDCON treats its employees with respect. 21.5 6.9 71.6 62.3 13 24.7
157. My IndMduality is respected at EDCON. 58.6 6.9 34.5 37.7 21.9 40.4
TOTAL 40.1 9.9 53.1 50.0 17.5 32.6
Trust 122. Employees in my department trust one another. 46.6 12.9 40.5 36.1 18.8 45.1
125. I trust my immediate supervisor/manager. 22.4 22.4 55.2 20.6 17.8 61.6 215. The information EDCON officially communicates to its employees can always be believed 33.9 12.5 53.6 26.4 32.6 41 TOTAL 34.3 95.9 49.8 27.7 23.1 49.2
Sufilcient Available Resources 30. The resources I use to carry out my work are sufficient. 34.8 5.2 60 27.3 11.2 61.5 TOTAL 34.8 5.2 60.0 27.3 19.2 61.5
Relationships 117. In my department, we work together as a team. 30.2 2.6 67.2 28.7 2.1 69.2
119. The people I work with are pleasant. 29.3 8.3 62.4 21.6 12.2 66.2 124. Within my department we motivate and support each other. 30.2 4.3 65.5 26.4 9.7 63.9 TOTAL 29.9 5.1 65.0 25.6 8.0 66.4
Pay From what I have seen, all employees at the same levels in the organisation receive equal
benefits. 60.9 8.7 30.4 51.1 23.4 25.5 From what I have seen, all employees at the same levels in the organisation receive equal working
condItkrts (le offices, access to telephones) 47.4 6.9 45.7 39.7 17.1 43.2 213. There is no discrimination regarding pay at EDCON. 84.7 6.9 28.4 55.5 21.2 23.3 TOTAL 57.7 7.S 34.8 48.8 20.6 30.7