MINISTRY OF SOCIAL DEVELOPMENT

THE RETENTION AND MOTIVATION STRATEGY (Final)

FEBRUARY 2015

This Retention & Motivation Strategy was made possible with support from the American people delivered

through USAID. The contents are the responsibility of HRAA project and do not necessarily reflect the opinion of

USAID or the US Government.

ii

Funding for this Retention & Motivation Strategy was provided by the US Agency for International Development under the grant assistance agreement between the United States of America and the East, Central and Southern

Africa Health Community (ECSA-HC), award number 690-0020.

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Table of Contents Funding clause…………………………………………………………………………………………………………………..…ii

Table of Contents………………………………………………………………………………………………………….……..iii

Acronyms and Word List……………………………………………………………………………………………………….iv

Foreword……………………………………………………………………………………………………………………………….v

1.0 Introduction........................................................................................................................... 1

2.0 Existing Situation ................................................................................................................... 2

2.1 The Pattern of Responses ........................................................................................... 3

2.2.1 Working Conditions ............................................................................................. 3

2.2.2 Management and Leadership Style ..................................................................... 3

2.3 Weighted Issues on Research Responses ................................................................... 4

2.3.1 Weighted Priorities by Geographic Area ........................................................................... 4

2.4. Establishing of Gaps ............................................................................................................. 4

3.0 Strategy Development ......................................................................................................... 5

3.1 Framework ............................................................................................................................ 5

3.2 Overall Goal of the Retention & motivation Strategy ........................................................... 6

3.2.2 Broad Activities ................................................................................................................. 7

3.2.3 Role of line management in motivation and retention ..................................................... 9

3.3 Important Quick Wins ................................................................................................. 9

3.4 Performance Indicators ............................................................................................. 10

3.5 Implementation framework for the strategy ............................................................ 10

4.0 The Implementation Framework ...................................................................................... 11

Acronyms’ and Word Lists

ASW Auxiliary Social Workers

ABO Accounting and Bursaries Officer

EIF Enhanced Integrated Framework

FM Financial Management

GDP Gross Domestic Product

HR Human Resources

HRAA Human Resources Alliance for Africa

MDG Millennium Development Goal

MOSD Ministry of Social Development

MOP Ministry of Public Services

MOU Memorandum of Understanding

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v

Foreword It is incumbent upon the current generation to make life better for the next generation. In

the words of former American President Quincy Adams, “leaders inspire others to dream

more, learn more, do more, and become more."

It is my sincere hope that in spearheading the Retention & Motivation Strategy, our

leadership team will be remembered as the team which dared the entire Ministry of Social

Development to dream more and become more. The development of this Retention &

Motivation Strategy for Ministry of Social Development was very strategic in nature and

futuristic in thinking. Mostly Retention and Motivational strategies are done as a reactive

measure, done with a view to curb employee migration and/or brain drain. This one is

unique in that it is proactive in nature.

This strategy is aimed to motivate all employees of the Ministry of Social Development who

are at the heart of service delivery in the Ministry. At the heart of the strategy are some

quick wins and non-financial incentives which when coupled with some capacity building,

will move our Ministry from good to great.

We are grateful to our strategic partners, Human Resources Alliance for Africa, who made

this strategy to be possible due to their technical and financial commitment; they funded

the Consultant’s fees and offered logistical support services.

Mrs.L.Chisepo

November 2014

Principal Secretary - Ministry of Social Development

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1.0 Introduction

This Retention and Motivation Strategy is aimed at ensuring that staff members at

Ministry of Social Development stay motivated and enhance their service delivery. It

is also aimed at helping leaders within the Ministry to understand issues which are

important to staff motivation and retention in the various workstations. The

document is inclusive for all staff members at the Ministry of Social Development.

The document is organized in a cohesive nature. It will present a summary of current

scenario, the gap analysis, Strategic Objectives and implementation based on the

Research done within the Ministry of Social Development. It will also focus on

strategic development, as well as the final conclusions. It also offers

recommendations and quick wins for the Ministry.

It is also hoped that this Retention and Motivation Strategy will be able to influence

Staff Motivation in other ministries. This is particularly due to the fact that the

strategy findings offer an incisive approach to what was covered in the research.

These findings zeroed in on Working Conditions, Psychological Contracts, Personal

Development, Leadership and Management. It also focused on the pattern of

responses based on gender disposition, as well as geographical considerations and

weighted priorities.

The methodology included issuing questionnaires to staff members of Ministry of

Social Development, with a view to establishing what would keep them motivated.

The framework for analysis is based mainly on the Abraham Maslow Model and the

Herzberg model. The research had one limitation, the quality of responses by some

low level employees. The quality of their responses can have a bearing on the final

outcomes.

Ninety four employees of the Ministry of Social Development were interviewed

throughout the ten districts of Lesotho.

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2.0 Existing Situation

This section presents a summary of the prevailing situation at the Ministry of Social

Development and the extent to which there is job satisfaction arising from implementation

of current Working Conditions, Leadership and Management Practices, Personal

Development Issues, Job Design, and other Non Financial Incentives. According to (Weiss:

2002) Job satisfaction can be defined as the level of contentment someone feels regarding

their work. It is a result of the interplay between an employee’s positive and negative

feelings towards their work.

The study sought to establish the extent to which there is job satisfaction in the Ministry.

The submissions were aimed at informing what enhances job satisfaction in MOSD.

The discussions were guided by the Maslow and Herzberg models .Maslow’s theory focuses

on the pyramid of hierarchy of needs, while Herzberg’s two factor theory focuses on

satisfiers and dissatisfiers.

The major findings were based on the foundation of major issues, whose definitions and

scope are outlined below:

Working Conditions; in this context, refers to the level of safety at workplace,

quality of office accommodation, operational procedures, remuneration packages,

perception on office conditions and, operational resources such as the availability of

computers.

Leadership and Management, focused on components such as supervision,

feedback, availability of information, awareness to public service act, leaders

capacity to provide access to computers and internet as well as career progression

opportunities for staff members.

Personal Development is focused on personal opportunities of growth afforded to

employees by the Ministry of Social Development. In a simple set up, personal development

will look at what the Ministry offers its staff members as opportunities for personal growth.

Psychological Contract focused on the unwritten expectations of the employees,

awareness to expectations, the availability of school facilities for their children,

provision of entertainment centres, and deployment to rural centres. It is important

to note that even employers may have psychological contracts, implying that they

can expect certain behaviours from their employees. This usually comes in the form

of basic etiquette and related factors.

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2.1 The Pattern of Responses

The outcomes of the research can be grouped into two major areas, these being by

geographical location and weighted issues. This pattern showed clearly throughout the

research.

Geographical location is in two major groups, the urban and rural. The urban includes

Maseru, Mafeteng, Mohaleshoek, Leribe, Teyateyaneng and Botha Bothe. The rural consists

of Thaba Tseka, Mokhotlong, Quthing and Qachas Nek.

Overally this study has established a job satisfaction rate of 52% among district personnel.

On this basis it is evident that there are more people dissatisfied with leadership and

management than other factors.

2.2.1 Working Conditions

Working conditions are part of the maintenance factors and are therefore very important

towards the retention of staff members, particularly the social workers who form the

fulcrum of the MOSD. When the working conditions are conducive, Herzberg submits that

they are in the elementary form of staying in the Ministry .It is therefore important to have

the working conditions improved in order for retention to be a reality and be a sustainable

feature of the Ministry in the long run.

The issue of working conditions on the part of MOSD employees produced a series of

responses, out of 752 responses, 405 were in the affirmative, while 347 were objecting to

the availability and existence of conducive working conditions. This translates to 54%

affirmative and 46% dissatisfaction levels.

Most people are dissatisfied with the remuneration package; however this is outside the

ministry’s control. Major dissatisfiers include safety at the workplace and non

implementation of staff rotation policy. It is important that the Ministry moves quickly to

address the outstanding issues.

2.2.2 Management and Leadership Style 1Management is the art of doing work through others and leadership is the ability to

influence the strategic direction of an organization. Management focuses on operational

efficiency and leadership focuses on human resources effectiveness. The effectiveness of

managers and leaders to a large extent depends on their leadership style. Leadership and

management are crucial to the success of staff retention at MOSD. How the management

team responds to employee management related issues has a bearing on the staff morale

and motivation.

1 R F Stoner-Principles of Management.

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2.3 Weighted Issues on Research Responses

These are issues which showed up as key priority areas for the various workstations

throughout the country.The major or weighted issues were put as part of the questionnaire

and as they came back as feedback,they were ranked in order of importance based on a

scale of 1 to 7. With one being the highest and seven being the lowest in priority. These

weighted issues were therefore further summarised into two major areas, these being

Urban and Rural .This then created the basis of what is a major priority in the Urban and a

major priority in the Rural.

2.3.1 Weighted Priorities by Geographic Area

The rural geographical area represents districts which are in the mountain areas of Lesotho,

Thaba Tseka, Quthing, Mokhotlong and Qachas Nek.

The urban represents the towns which are not in the mountains.These are

Berea(Teyateyaneng), Botha Bothe, Leribe,Maseru ,Mafeteng and Mohaleshoek.

Based on the feedback from both the rural and urban ,the key priorities in both

geographical locations could be ascertained.The top three priorities for the rural are good

remuneration package, effective communication, effective leadership and staff recognition

for good performances.These could also be checked against the top three priorities of staff

in the urban which are availability of resources ,capacity building and staff recognition for

good performance.

2.4. Establishing of Gaps

The outcomes of the research can now assist MOSD with the strategies they should put in

place. Emerging issues, ranked according to the highest number of responses were as follows:

1) Need for office resources such as computers, office furniture and space,

2) Good remuneration package,

3) Staff recognition for good performance,

4) Capacity building through courses and other initiatives,

5) Effective Communication and leadership,

6) Career and academic development opportunities, and

7) Medical assistance.

Based on the above priority ratings, the top three are the most important components and

are bound to have the greatest impact on retention and motivation. It has to be reiterated

that good remuneration is outside the control of the Ministry. The Ministry can work out

means to ensure that adequate facilities are provided, and staff development and

communication are improved alongside leadership.

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The priorities have been clearly articulated, it is therefore important that the Ministry is able

to recognise the order of importance and apply urgency so as to fulfil the expectations of

the staff members. There is an urgent need for office space to be made available both in the

rural and urban areas

3.0 Strategy Development

3.1 Framework

The strategy is developed on the basis of the framework of the works of Abraham Maslow

and Alfred Herzberg. Herzberg (1978), in his two factor theory stated that there are

maintainance factors (basic essentials) which need to be in place as a prelude to motivation.

These include good working conditions and environment, a market related remuneration ,

availability of working tools such as computers and office space. He further cited factors

such as self esteem, promotion, recognition and job satisfaction, as satisfiers or motivational

factors.

Dr. Abraham Maslow’s pyramid of needs theory states that staff motivation can be grouped

in five broad categories and these are Physiological, Security, Social, Esteem and

Actualisation Needs.The theory further assumes that motivation is a logical process which

flows through the categories.

Herzberg’s maintenance factors are closely related to Maslow’s first two layers of the

pyramid of needs, these being Physiological Needs and Security Needs. The satisfiers are

closely related to the top three layers of Maslow’s hierarchy of needs. Social Needs, Self

Esteem and Self Actualization compare favourably with Herzberg’s satisfiers such as

Promotion, Growth, Achievement and Recognition.

In relation to the outcomes of the study there is a correlation between what has been found

to be maintainance and motivation factors in Working Conditions, Leadership and

Management Practices in the Ministry, since it is the leadership which enables staff

members to function properly through the creation of an enabling environment.

It is therefore important for management to recognise the importance of how different

employee levels are motivated. The availability of maintainance factors is crucial for the

lower level employees such as drivers and office and clerical assistants. They feel motivated

by a good salary, job security and availability of operational resources, such as computers

and related equipment. Middle level or professional employees are motivated by belonging

and social affiliations, over and above the basic working conditions.They will appreciate

delegation of work by their superiors and some devolution. The top level managers are no

longer motivated by security and other lower level needs,they thrive on power and

influence. They are more interested in building a legacy of great leadership and project

accomplishment. Factors such as a sense of superiority, self actualisation, valuable team

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leader and others are crucial in motivating them. The Ministry should therefore ensure that

these staff members are motivated at the appropriate level. This will make the motivation

proposal relevant and effective thereby enabling it to succeed.The successful

implementation of the strategy will enable the Ministry to be an employer of choice,whose

staff members are highly motivated and excited with their work. These motivated

employees will feel attracted to MOSD and be retained in the Ministry for a long time.

Therefore it is important for the leadership at the Ministry to deal with maintainance factors

such as availing of office furniture and computers while at the same dealing with high level

motivation issues such as staff recognition. However all issues which made it into the top

seven are key to motivation and retention for all staff at the Ministry. They will have to be

dealt with as soon as is practical. It is also prudent for the Ministry to deal with the issues as

prioritised by the regions. The absence of a satifier means there is no motivation but does

not translate to a dissatisfaction. The absence of a dissatisifier can lead to the

demoralisation of staff, this is why it is important for dissatisfiers or maintainance factors to

be dealt with in the Ministry. The most pronounced dissatisfier currently affecting the

Ministry of Social Development is lack of office space.

3.2 Overall Goal of the Retention & Motivation Strategy

According to the strategic plan of the Ministry of Social Development, the Ministry seeks

‘’To ensure we have a workforce who feel: valued and supported to undertake their roles

effectively, rewarded appropriately and enabled to develop their careers.’’ (MOSD Strategic

Plan: 2014)

The idea is not only to retain the staff members but it is to retain motivated staff members

who are willing to give their best to the ministry in the form of excellent service delivery.

The overall goal of the Retention and Motivation strategy is to retain 97% of the staff

members at MOSD for the period (2015 to 2018)

3.2.1 Outcome Objectives

The retention and motivation strategy envisages the following outcome objectives to

be fulfilled in order for staff members to consider the Ministry as the employer of

choice.

Objective #1

To improve the working environment and working conditions of 2MOSD workers, in

order to improve job satisfaction and staff morale

Objective #2

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To encourage the implementation of a performance management system, in order

to improve staff motivation and satisfaction

Objective #3

To enhance high leadership standards, focusing on interpersonal effectiveness of all

managers and supervisors

Objective #4

To increase access for MOSD employees to personal development opportunities,

including skill building and in-service training

Objective #5

To improve sources of support towards realization of the goals of the motivation and

retention strategy

3.2.2 Broad Activities

The objectives are expanded below to show the specific actions which will lead to goal attainment and staff motivation. Objective #1 To improve the working environment and working conditions of MOSD workers, in order to improve job satisfaction and staff morale In order for the above strategic objective to be fulfilled the following interventions need to

be in place.

Office accommodation needs to be secured for all departments of the Ministry,

particularly in the districts.

Office furniture need to be procured in line with MOSD budgets

Telecommunications and information technology issues need to be in place.

Staff to be familiarized with flexi-time concepts.

Wellness programs need to be introduced

Recruit competent people for all positions in conjunction with Ministry of Public

Service

Job rotation within the Ministry of Social Development

Offer merit awards for outstanding performances

Create a clear cut career path for the social and other cadres

Objective #2

To encourage the implementation of a performance management system in order to

improve staff motivation and satisfaction

The following interventions need to be in place in order for a performance management

system to work properly.

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Encourage the utilization of a results based performance management system which

has role, performance and reward clarity.

Put in place controls for the performance management system including monitoring

and evaluation.

Facilitate performance reviews on a timely basis.

Objective #3 To enhance high leadership standards focusing on interpersonal effectiveness of all managers and supervisors The success of the Retention and Motivation Strategy hinges on the effectiveness of the

leaders within MOSD. The following interventions will be important towards its being

attained.

Identify training needs for managers on interpersonal interaction and mentoring.

Organize in-service trainings and workshops on leadership and management skills.

Send managers for long and short term trainings.

Hold change management and attitude adjustment seminars

Encourage Managers, supervisors and team leaders to practice effective delegation

Objective #4 To increase access for MOSD employees to personal development opportunities, including skill building and in-service training The issue of development opportunities is very important in that it builds capacity in staff and also motivates them as they feel valued. The following interventions will bring success to same.

Develop customized competency based programs for staff members

Encourage staff participation in fields of specialization –such as gerontology and others.

Promote a culture of personal development at the work place by encouraging peer learning groups.

Encourage staff to utilize internet for education purposes

Identify and train certain staff as peer educators.

Introduce facility and district unit trainings

Introduce CPD programs for social and other workers.

Do a training needs analysis for all professional workers and other workers

Develop a training plan

Approach strategic partners for funding

Objective #5 To improve sources of support towards realisation of the goals of the Retention and Motivation strategy

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The following interventions will enable the Ministry to source strategic funding:

Identify non financial incentives for possible cooperation with other stakeholders

Identify potential technical partners

Submit a proposal to selected technical partners

Sign a memorandum of understanding with technical partners

Commit funds to the incentive packages

3.2.3 Role of line management in motivation and retention

It is important that this strategy is viewed in line with the changing role of managers in the

modern organizations. Managers, particularly line managers are crucial in driving motivation

in the MOSD.

The managers are key to staff motivation. Their interactions with team members may

positively or negatively impact on motivation. . They are with the team members on a daily

basis. The team leaders should move away from expecting the Human Resources

Department to be the one to deal with all staff motivation issues.

All the team leaders and managers should make it their responsibility to ensure that their

teams are motivated. Motivation is therefore the responsibility of all line managers and

leaders across the Ministry and not that of the Human Resources Department.

3.3 Important Quick Wins

There are certain things which do not need to await the approval of a budget, a donor or

some other external authority. These can become a part of how staff is motivated at MOSD

with immediate effect.

1. The most important role of a leader is to offer coaching and mentoring to their

subordinates. It is important for every leader to coach the person next in line so that

they also feel that they are an important member of the team.

2. Emotional deposits arise as and when team members appreciate each other. People

need to acknowledge each other and complement one another at the work place on

a daily basis; this creates a pleasant atmosphere which will keep staff motivated.

3. Effective delegation by all line managers, supervisors and team leaders.

4. The rules and regulations governing employees are there at the office, it is

important that quick meetings are called to share the contents of such policy

documents. A star or hero status should be conferred on those who know the

regulations by heart. A sector knowledge activity seminar should be available.

5. Personal wellness is very important, people do not have to wait for the gym to start

losing weight, they can start running at homes to lose weight, and alternatively they

can start aerobics classes.

6. Job modification is another quick win; the team will not need approval from Ministry

of Public Service.

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7. The creation of an internal newsletter can be done using internal resources which

are already there but the impact will be massive.

8. Experience sharing between different district, quick exchange of notes, and the use

of such media as WhatsApp to relay important communication.

3.4 Performance Indicators

All the above objectives will be monitored using a set of performance indicators as shown

below.

3.4.1 Rate of vacant posts The number of unoccupied positions will give clarity on staff mobility outwards for all cadres. Vacancy rate is the extent to which the MOSD has unfilled positions. 3.4.2 Turnover rates This represents staff leaving over a period of time usually a year; it is the percentage of professional employees’ workers who have left the service over a certain period of time. 3.4.3 Annual rate of retention This considers the number of staff whom MOSD started the year with and those whom MOSD ended it with. Annual rate of retention of employees, particularly the professionals such as Social Workers, HR Practitioners, IT experts and others, helps us establish how comfortable staff is with our organisation. 3.4.4 The individual performance rating Staff members who perform above average in performance appraisal 3.4.5 Reason for leaving It is recommended that exit interviews are conducted, whereby reasons for leaving are

given and documented for periodic analysis. It will be important to have this information in

order to check the real cause of leaving so that MOSD managers are able to diagnose the

real reasons behind the exodus as and when it starts to happen.

3.5 Implementation framework for the strategy

This Retention and Motivation Strategy can be a success story, provided the following are in

place.

1. The implementation plan of the strategy is followed to the letter.

2. There is a buy in from all the internal and external stakeholders

3. Monitoring and evaluation becomes a part and parcel of this strategy

4. The availability of funding for some components

5. A positive attitude of all the staff members in the MOSD towards work and each

other.

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4.0 The Implementation Framework

RETENTION & MOTIVATION STRATEGY 3 YEAR IMPLEMENTATION FRAMEWORK

GOAL To improve staff motivation ,retention and performance levels to 97%

Objectives Activities Indicators Target /Timeframe

Responsibility

Objective #1 To improve the working environment and working conditions of MOSD workers, in order to improve job satisfaction and staff morale.

1. Secure/procure office accommodation for concerned agencies.

1.Signed Lease Agreements/Completed Buildings/MOUs

October 2015 Principal Secretary Legal Services Manager Procurement Manager.

2.Procure office furniture

2. Authorised Vote allocation /Status of funds Report.

July 2015 Principal Secretary Financial Controller

3. Implement flexi-time staff scheduling.

3. Report/Authorised flexitime vouchers.

June2015 Director HR

4. Telecommunications and information technology issues need to be in place.

4. No. of sites fully networked with computers/Asset Register Reports.

June 2015 Principal Secretary Director HR Legal Services Manager ICT Manager Financial Controller

5.Introduce wellness programs/Goodwill offs

5. Wellness Report/Absenteeism Report

April 2015 Director HR Manager HR

6. Introduce job rotation within MOSD.

6. Rotation Reports /Leadership Rotation Guidelines.

May 2015 Principal Secretary Director HR

7. Offer merit awards for

7. Merit awards Register/Merit

July 2015 Principal Secretary

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outstanding performers.

Awards Reports. Merit Awards Meetings.

Director HR Financial Controller

8. Create a functional organizational structure for the ministry.

Approved organizational structure.

May 2015 Principal Secretary Director HR.

Objective # 2. To encourage the implementation of a performance management system in order to improve staff motivation and satisfaction.

1. Utilise a results

based

performance

management

system which has

role, performance,

and reward

clarity.(Training in

Performance

Management

system for team

leaders)

1. No of people appraised under the system. (100%)/No. of people trained in PMS. 2.Quarterly turnover/Annual turnover Reports

June 2015 June 2015

Principal Secretary Director HR

2. Invite all

stakeholders on

board concerning

the importance of

such a sound

performance

management

system and how it

will offer

improved service

delivery.

3. No of stakeholder meetings /Frequency levels of Monthly sick leaves.

June 2015 Quarterly

Public Relations Officer Director HR Manager HR

3. Put in place

controls for the

performance

management

system including

4.Performance

Review Reports/HR

Scorecards

Quarterly ½ Yearly

Principal Secretary Monitoring

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monitoring and

evaluation.(Trainin

g in Monitoring &

Evaluation of HR)

Yearly

& Evaluation Specialists Human Resource Manager.

Objective # 3. To maintain high leadership standards focusing on interpersonal effectiveness of all Managers and supervisors.

1. Identify training

needs for

managers on

interpersonal

interaction and

mentoring.

1a.Training needs analysis report.

1b.Training requests approved.

March 2015

July 2015

Training Manager

2. Solicit funding

for such trainings.

2.Signed Memorandum of Understanding/Status of Funds Report

April 2015

June 2015

Financial Controller

3. Organize in-

service trainings

and workshops on

leadership

management

skills.

3. No of Training Reports from in-house workshops/Approved training requisitions.

August 2015 Training Manager HR Manager

4. Send managers

for long and short

term trainings.

4. Reports from

Trained

Delegates/End of

course evaluation

Reports/Certificates

of attendance or

awarded.

Quarterly Annually

Director HR

5. Hold change

management and

attitude

adjustment

5. No. of trained staff

members/Trainers

Report/Participants

feedback/Certificate

October 2015 Quarterly.

Director HR Training Manager

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seminars

of attendance.

Objective # 4. To increase access for MOSD employees to personal development and multiskilling.

1.Develop

customized

competency based

programs for staff

members

1. No. of Competency based programs operational. /Coaching and Mentoring Progress Reports. Mentee Feedback Report/

Dec 2016 HR Manager

2. Encourage staff

participation in

fields of

specialization –

such as

gerontology and

others.

2. No of staff members engaged in specialist learning/Short-term/long training

December

2016(Quarterl

y)

Principal Secretary Director Elderly Services Director HR

3 Promote a

culture of personal

development at

the work place by

encouraging peer

learning groups.

3. No. of peer learning groups established/Study Groups/membership of a professional body attained /No. of quick wins generated in period.

November

2015

(Quarterly)

Principal Secretary Director HR

4. Encourage staff

members to use

internet as an

educational or

developmental

resource.

4.Number of staff on online learner ship/Improved quality of workmanship

November

2015

(Quarterly )

ICT Manager

5. Identify and

train certain staff

5.No. of peer

educators

trained/TOT

December 2015

Training Manager

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as peer educators.

programs ( Quarterly)

6. Introduce facility and district unit trainings.

6.Training Reports /Staff Feedback Reports

March 2016 Half Yearly

Training Manager

7. Develop and distribute training manuals and bulletins.

7. No. of manuals developed/No. of staff in receipt of Manuals/No. of manuals approved by management.

December 2016 Quarterly

Training Manager

Objective #5

To improve

sources of

support

towards

realization of

the goals of

the

motivation

and retention

strategy.

1.Select a list of

potential non-

financial

incentives to be

used

2.Identify a

potential technical

partner and

Submit a proposal

to them

3.Launch a

professional

Social& Allied

Workers

Association

1. List of non-financial incentives compiled. 2.Signed Memorandum of Agreement 3.Professional Social Workers association operational

Annually Quarterly Annually

Human Resource Officer HR Manager Public Relations Officer

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1. Brinckerhoff, P. (2000) The Art of Mission – Based Venture Development, Hoboken, NJ: Wiley. 2. Bolton, B. & Thompson, J. (2000) Entrepreneurship: Talents, Temperament, Techniques, Oxford: Butterworth – Heinemann 3. Covey, S. R. (2004). Seven habits of highly successful people. New York: Free Press 4. Staw, B.M (1991). Psychological Dimensions of Organizational Behaviour. New Jersey: Prentice Hall. 5. Kenneth T & R Waterhouse (2000). Intrinsic Motivation at Work—Building Energy and Commitment. San Francisco: Berrett-Koehler. 6. Harrison T, M& Beyer, Janice M. (1993). The Cultures of Work Organizations. New Jersey: Prentice Hall 7. Stoner, R. F (1999) a Textbook of Management: London: McGraw-Hill 8. Draft Strategic Plan for MOSD-For the period 2014-2017