0

Contents Page

Section 1.0 - Purpose of this paper..........................................................1

Section 2.0 - Theoretical definitions applicable to this paper...................4
Section 3.0 - A menu of the theoretical paradigms available to the
researcher................................................................................................6
Section 4.0 - The detailed analysis of the chosen theoretical paradigm. .9
Section 5.0 - Linkage of the theoretical paradigm to work done by Jack
Welch.....................................................................................................15
Section 6.0 - How does this paper enhance the employability of the 2015
BTech HRM Class..................................................................................18
Section 7.0 - Reference List...................................................................24

NB!

Section 1.0 - Purpose of this paper

This written paper was compiled for the purpose of enhancing the 2015 BTech
Human Resource Management students employability in 2016. This will be achieved
by examining Victor Vrooms expectancy theory and thereafter linking it to work done
by Jack Welch, the former CEO of General Electric.
HR graduates can contribute to the success of an organisation by increasing the
productivity levels of an organisation effectively and efficiently through applying the
expectancy theory and linking it to the vitality curve to improve and sustain
individual motivation. The basic Organisational Behaviour model below clearly
exhibits the key dependent variables (DV) and the independent variables (IV),
organised by level of analysis that research indicates have varying effects on the
former, for example, productivity (DV) is dependent on individual motivation (IV)
(Judge, Odendaal, Robbins & Roodt, 2009:21).

Productivity

Figure 1: The basic OB model (Robbins et al., 2009:21).

Absence
Turnover

ORGANISATION SYSTEMSGroup
LEVEL

Deviant workplace
behaviour

structure
Human resource
policies and
practice
Organisationa
Organisation
Work design
l culture
al structure
and
and design
technology

Citizenship
Human
output

GROUP LEVEL

Chang
e and
stress

Group decision
making
Communicati
on
Other
groups
Biographical
characteristics
Personality and
emotions

Human
input
Huma
n
input

Values and
attitudes
Abilit
y
Values and
Abilit
attitudes

Other
dependent
variables;
Effectiveness,

Leadership and
trust

Confli
ct

Satisfaction

Work
teams
Power
and

Efficiency and
Quality (Dale,
2015)

INDIVIDUAL
LEVEL
Perceptio
n
Motivatio
n
Individual learning

Individual
decision making

Motivatio
Individual
learning Individual decision
n
making

Explain
IV AND
DV
According to Robbins et al. (2009:17) the above Basic OB model is made up
the following levels; individual, group and organisation systems level. Each level
occupies several independent variables which have an effect on the key dependent
variables. For the purpose of this written paper, lets pay attention to the following
variables as highlighted and linked on the above Basic OB model in figure 1.
Individual motivation- independent variable
Robbins et al. (2009:17) mentioned that an independent variable is the supposed
reason as to why change happens in a dependent variable. For example, if an
independent variable such as; conflict decreases, then a dependent variable such as
turnover will decrease as well.

In this instance, if the motivational level of the

workforce is high, productivity will then increase.

Productivity- dependent variable
Robbins et al. (2009:17) claimed that a dependent variable is the key factor that you
want to explain or predict and that is affected by some other factor. For example,
productivity is affected by individual motivation. If the motivational levels of the
workforce are low then the productivity level will also be low and the organisation will
not be regarded as successful.
Individual motivation is an important independent variable on the Basic OB model,
due to the fact that it can influence a range of other dependent variables, such as;
absenteeism, turnover, job satisfaction, quality and the like (Robbins et al., 2009:17).
The following aspects will be covered in this written paper. Firstly, discuss applicable
definitions for this paper. Secondly, depict the menu of early and contemporary
motivational theories available to the researcher. Thereafter, provide an analysis of
the theoretical paradigm available to the researcher. Next, explain how the
expectancy theory links to the vitality curve which was designed and used by Jack
Welch, the CEO of General Electric.

Finally, deliver the purpose of this written paper which is to clearly explain and show
how the expectancy theory and the linking thereof to the vitality curve will help
improve the employability of HRM BTech students in the year 2016.
The following diagram serves as a roadmap as to how this written paper will flow and
what aspects will be covered by the researcher:
Figure 2: Road map of this written paper (Mobara, Rasmus, Galant & Rowe, 2015).

The next section will provide the reader with the definitions regarding certain terms
that are applicable to this written paper.

Section 2.0 - Theoretical definitions applicable to this paper

Definitions

This section highlights and defines the important concepts which will be mentioned
throughout this written paper.
Motivation
According to Judge, Odendaal, Robbins & Roodt (2009:144), motivation can be
viewed as a process that entails an individuals effort of intensity, direction and
persistence in aid of attaining a particular goal. Additionally, as cited by Mukherjee
(2009:1) motivation can be defined as the urge which an individual possess because
of a desirable absence for the organisation in which the individual is engaged and
alter his or her behaviour in aid of achieving what the individual is looking for. In
addition, motivation according to Van Wyk (2011:14) refers to the force that drives an
individuals behaviour towards the attainment of a goal as well as their will power to
persist towards the attainment of a goal. Moreover, Garcia (2007:24) goes on to say
that motivation is a process whereby an individual persist towards a goal driven
activity or task in which the individuals is committed and does not quit until the set
out goal or task is achieved. In essence, motivation can be viewed as the influence
that; generates, guides and maintain an individuals established goal-directed
behaviour, (Hellreigel et al., 2006:267).
Organisational Behaviour (OB)
As cited by Robbins et al. (2009:539), organisational behaviour is the field of study
that aims at finding solutions to improve an organisations effectiveness by
examining how individuals, groups and structures impact the behaviour within the
organisation. Additionally, according to Cole (2005:6) organisational behaviour is the
way in which individuals and groups behave within the workplace and focuses on the
interrelationships between these individuals and groups and how they respond to
change and the environment that they are placed in. In addition, Bratton et al. (2006:
13), cites that organisational behaviour is the study of the relationship between the
behaviour of employees within the organisation and the impact it has on the
organisations effectiveness with regard to individual and social outcomes.
Furthermore, French et al. (2011:1) argues that one needs to effectively manage
employees in order to ensure that the organisation aims to achieve success,

however individuals may behave unpredictably since they derive from diverse
groups, thus organisational behaviour focuses on these behaviours and attempts to
identify explanations or reasons as to why these individuals act a certain way in
order to explore ways to manage their unpredictable behaviour.
Valence
As cited by Veas (2007:55) valence is an individuals perception that a possible
outcome will either have a positive or negative value. In addition, valence can also
be defined as the regard to which an individual revere the outcome of their actions
(Cadieux, 2010:14). Moreover, as indicated by Koontz (2010:292) valence is the
strength of preference an individual has towards an outcome, also Ricketts &
Ricketts (2001:434) argues that valence is the way an individual feels about the job
outcomes and is commonly demarcated by the attractiveness or anticipated
satisfaction of the desired outcome.
Expectancy
As indicated by Koontz (2010:292) expectancy refers to an individuals perception of
a possibility that a certain action they embark on will result in a desirable outcome.
Additionally, Veas (2007:54) noted that expectancy is a perception that individuals
have, whereby they believe that the amount of effort they insert will result in a certain
level of performance, generating the perception of; the more effort they put in the
better quality of their desired outcome. In continuation of the latter, Cadiuex
(2010:14) referred to expectancy as the belief developed by an individual that if their
level of performance is high they will generate a higher outcome. However, Ricketts
& Ricketts (2011:434) argues that expectancy focuses on the relationship between
effort and performance and goes on to say that there might not be a direct
relationship between how hard you try and how well you excel, however there might
be a clear relationship between the harder an individual tries and the better an
individual gets whilst trying.

Instrumentality
As annotated by Cadieux (2010:14) instrumentality refers to the length of an
individuals belief that a current activity they embark on will shed light on the
outcome of the next activity. In addition, instrumentality according to Zehndorfer
(2014:87) refers to the assumption made by individuals that if they meet a certain
performance criteria they will receive a certain reward. However, as mentioned by
Ricketts & Ricketts (2011:434) instrumentality can be regarded as the perceived
degree of the relationship between an individuals performance and the attainment of
an outcome. Thus, for example when an individual is told that a pay increase is
solely depended on their performance, their instrumentality in this instance is very
likely to be high.
The next section depicts a menu of the various early and contemporary
motivational theories available to the researcher.

Section 3.0 - A menu of the theoretical paradigms available to the

researcher
This part of the written paper outlines the various theories of motivation and groups it
into two categories, namely; early theories and contemporary theories.

Menu
7

Hierarchy of Needs
Established by Psychologist Abraham Maslow
Identifying 5 types of needs (in the image below)
He suggested as a person satisfies each level of
need, motivation shifts to satisfying the next
higher level. (Robbins, 2007:186)

These theories can also be

referred to as Needs Theories,
due to a manager whom needs to
be aware of and satisfy the needs
of employees.

ERG Theory
Established by Clay Alderfer
Identifying 3 levels of needs (in the image
below)
His frustration-regression hypothesis was
individuals are frustrated in reaching higherlevel needs; the next lower-level needs
resurface and again direct behaviour.
(Robbins,2007:188)

3.1 Early theories

of
Motivation
Theory X and Theory Y

Theory of Learned needs

Established by David McClelland
Identifying 3 key motives differentiating
individuals (in the image below)
He suggested social settings in which
people live and work impact the learning of
motivating needs and their strengths.
(Robbins, 2007:192)

Two-factor Theory
Established by Frederick Herzberg
Identifies two distinctive features responsible
for motivating employees (in the image below)
He proposed that these aspects would
determine employee job satisfaction and job
dissatisfaction. (Robbins, 2007:189)

Established by Douglas McGregor

Categorises human beings behaviour in a
positive and negative manner (in the image
below)
He proposes human beings behaviour
determines the groupings and assumptions
managers makes regarding employees.
(Robbins, 2007:188)

Equity Theory
Primary researcher J. S. Adams
Relates to how employees judge if the
organisation is treating them fairly.
This is done by employees comparing their
inputs and outcomes to others in the
organisation.(Robbins, 2007:203)

Reinforcement Theory
Established by Psychologist B. F. Skinner
This theory suggest that if employees
behaviours is followed by pleasant
consequences they most likely to do it
repeatedly, but if followed by unpleasant
consequences they will most like not
repeat it again. (Robbins, 2007:202)

Cognitive Evaluation Theory

This theory states that allocating
extrinsic rewards for tasks that was
formerly intrinsically rewarding will
evidently decrease the level of
motivation. (Robbins, 2007:194)

These theories can also be

referred to as Process Theory.
Managers need to comprehend
the process of motivation and
influence individuals process.

Goal Setting Theory

Established by Edwin A. Locke
Focuses on the aspirations of people
(examples in the image below)
He proposed managers direct performance
of employees via allocating specific and
challenging goals that employees accept
and commit to. (Robbins, 2007:197)

3.2 Contemporary
theories
of
Motivation

Self-Efficacy Theory
This theory discusses an individuals
belief that they are capable of performing
a task.
Higher self-efficacy results in more
confidence to with regards to the ability to
succeed in a task. (Robbins, 2007:200)

Expectancy Theory
Established by Victor Vroom
Identifying 3 stages (in the image below)
He suggests people choose among
alternative behaviours by considering
which behaviour will lead to their preferred
outcomes. (Robbins, 2007:208)
Chosen theory to be analysed.

The next section is an analysis of the theoretical paradigm available to the

researcher. In other words, the model of the expectancy theory will be deconstructed
to explain each section and thereafter reconstruct it as a whole to provide a deeper
learning to the reader as opposed to surface learning.

Section 4.0 - The detailed analysis of the chosen theoretical

paradigm
As identified in the menu of contemporary motivational theories, the expectancy
theory proposed by Victor Vroom is the contemporary motivational theory which will
be analysed critically in this section to provide the reader with an insightful indication
of what the theory entails.
The diagram below illustrates what will be covered to analyse the theoretical
paradigm effectively.

Figure 3: Aspects used to analyse theoretical paradigm effectively (Mobara,

Rasmus, Galant & Rowe, 2015).

10
Introduce theory

According to Robbins et al. (2009:157) the expectancy theory is used as another

way of motivating employees. In addition to this, it is believed that people will only be
motivated or have a desire to do something if it is perceived by them that; by carrying
out the activity it will result in them being rewarded with something which is of value
to them. Koontz and Weihrich (2007:293) furthermore explains that the expectancy
theory deals with a persons level of motivation towards doing anything, being
dependent on the outcome (favourable or unfavourable) of their efforts multiplied by
the confidence one has in achieving the goal. The following formula can be used to
enhance the understanding concerning how Victor Vrooms expectancy theory
works:
Force= valence x expectancy
Where:
Force: refers to the strength of a persons motivation.
Valence: the strength of an individuals preference for an outcome.
Expectancy: the probability that a particular action will result in a desired outcome.
Jex and Britt (2008:243) go further on to explain that the expectancy theory deals
with the efforts of employees being directed toward behaviours when the following
conditions are present:
The likelihood of them (employees) being able to perform the behaviour is
high.
There is a high probability that the behaviour will lead to some end result.
The end result/outcome will be of value to the person.

With that being mentioned, if any of the above conditions are not present, the
chances of an individual directing his or her efforts towards a particular course of
action will be relatively low.
Dubrin (1978:50) highlighted that the primary assumption behind the expectancy
theory is that how hard a person works depends essentially on the outcome he or

11

she expects. For example, Kyle studies three hours per day, believing that he
will perform well in the exams by obtaining 75% for all his modules.
(The outcome is to obtain distinctions and he therefore exerts a high degree of effort
in terms of studying long hours regularly).
The following diagram clearly illustrates how the expectancy theory can be applied,
by highlighting the key elements of the expectancy theory, together with parts
extracted from the above mentioned example:
Figure 4: Model of how expectancy theory can be applied (Robbins et al., 2009:157).

Key elements

Expecta
ncy

Instrumentali
ty

Valence

Study three hours per day.

Perform well in exams.

Obtain 75% for all his modules.

12

Key Elements

Lunenburg (2011:3) expands on the above mentioned model by explaining the

following key elements of the expectancy theory:
1. Expectancy
This element refers to the estimation of the likelihood that the effort exerted by the
individual will lead to a determined level of performance. Adding to that, the,
expectancy is based on probabilities and can range from 0 to 1. In other words, if an
individual is unsure about whether the effort required for an activity will lead to a
desirable level of performance, the expectancy will become 0. In contrast to this, if
the individual is certain that the effort will complete the task and the performance
level will be desirable, then the expectancy becomes 1. With reference to the
previously used example, the expectancy in this instance is 1 as Kyle is certain that
he will perform well if he studies for long hours on a regular basis.
Uncertainty about effort & performance level= 0 expectancy value
Certain about effort & performance level= 1 expectancy value
2. Instrumentality
This element deals with the approximation of the probability regarding whether the
achieved level of performance will lead to a desirable outcome. Additionally,
instrumentality also ranges from 0 to 1. Where 0 would mean that the performance
will not lead to a desirable outcome and 1 would mean that the performance will
result in an outcome regarded as valuable to the individual. With regard to the above
mentioned example, the instrumentality value is 1 due to the fact that Kyles
performance gave rise to a desirable outcome involving him obtaining 75% for all his
modules.

13

3. Valence
Valence is the element which deals with how the individual perceives the end result
or reward. In other words, the individual can see the end result or reward as either
negative or positive. With reference to the example used previously, the value of
valence is positive because the 75% obtained by Kyle for his modules was regarded
as valuable to him and he also had a strong preference for obtaining that
reward/result. However, if Kyle did not value the reward then the valence would have
been 0 or negative.
Equation

Victor Vroom, according to Robbins et al. (2009:157) is the person who formulated
the

expectancy

theory

and

also

proposed

that

motivation,

expectancy,

instrumentality, and valence are all related to one equation.

Motivation= expectancy x instrumentality x valence

The diagram below depicts that motivation can be achieved at the end if the
expectancy value is 1, instrumentality value is 1 and the valence is positive:
Figure 5: Model of the elements relating to the expectancy theory (Mobara, Rasmus,
Galant & Rowe, 2015).

14

Advantages &
disadvantages

In addition Bagga and Parijat (2014) and Robbins et al. (2009:158) also identified
some cons to the expectancy theory such as the following:

It is intricate, with many variables, making the theory a bit challenging to

examine and execute.

Many employers will not have the time, eagerness, and resources in

assessing motivation in the manner which the theory proposes.

There are criticisms which imply that the theory is incomplete and is more
justifiable when the relationship of the process is more clearly understood by
employees, thus indicating that it is impractical if there are only a few

individuals who can identify the relationship of the process.

Employees are different, which results in different needs; in some instances
employees seek extrinsic rewards and other intrinsic.

Along with the cons there are also pros which Bagga and Parijat (2014) and
Robbins et al. (2009:158) identified, the pros are as follow:

It is widely used as there is enough evidence to back up the theory.

The theory is favourable to management in the sense that it assists them in
gaining a better insight to the way employees think and perceive, and the
extent to which their beliefs impacts their motivation, performance and

behaviour. This makes the behaviour in the organisation better understood.

The fact that the model is broken down into phases, makes it easier to identify
the linkage between the three significant elements, which will in turn generate
a work setting that would enhance motivational levels.

The theory is also a reflection of Douglas McGregors theory Y assumption, as it

views employees as being competent.
To achieve a highly motivated workforce and experience the advantages of the
expectancy theory, it should be linked to the vitality curve designed by Jack Welch,
the former CEO of General Electric (GE) as to be covered in the next section.

15

Section 5.0 - Linkage of the theoretical paradigm to work done by

Jack Welch
This section deals with the link between the expectancy theory which is a
contemporary motivational theory identified by Robbins et al. (2009:157) and an
intervention designed and used by Jack Welch, the former Chief Executive Officer of
General Electric. Furthermore, this section will firstly provide information on Jack
Welch.
Jack Welch served as a Chairman and CEO of General Electric (GE) from 19812001. Adding to that, Jack Welch had his M.S. Ph.D. degrees in chemical
engineering from the University of Illinois in 1960. Furthermore, it was found that GE
saw great growth and expansion under Mr Welchs leadership, whereby he
introduced several interventions at GE to ensure that the company becomes the
most competitive company. The main intervention which is of relevance to this
written paper, is the; vitality curve. Another intervention which will briefly be included
is the 4Es and a P (Welch, 2001:21).
Before depicting and explaining how the vitality curve links to the expectancy theory,
the vitality curve will first briefly be explained.
Figure 6: The Vitality Curve designed by Jack Welch (Welch, 2001:73).

16

The above diagram depicts the vitality curve which was designed by the Former
CEO of General Electric, Jack Welch, for the purpose of effectively improving the
productivity levels of GE employees; through differentiating and sustaining the
motivational levels of its employees. The vitality curve is made up of three
categories, namely; 20% (top performers- A players), 70% (vital performers- B
players) and 10% (underperformers- C players) (Welch, 2001:72).
The following table highlights the characteristics identified and used by Jack Welch
at GE to differentiate employees and to categorise them either as; A, B or C players
(Welch, 2001: 72):
Table 7: Characteristics of the A, B and C players (Welch, 2001:72).
20% (A players)
Filled with passion
Committed to
making things

happen
Open to ideas from

anywhere
Blessed with lots of

70% (B players)
High levels of

energy
Ability to energise

others
Able to take tough

decisions
Ability to deliver

than energised
Procrastinate rather

tasks effectively

than deliver
Company spends

runway ahead of

them
Ability to energise

done
Makes someone
feel drained rather

and efficiently
Critical to the

resources on their

not themselves

operational success

elsewhere.

only, but everyone

of the organisation

who comes in

10% (C players)
Cant get the job

contact with them

Makes business
productive and fun
at the same time

deployment

Linkag
e!!

17

The expectancy theory deals with the motivation of employees whilst the vitality
curve is used to first differentiate employees based on their performance and
thereafter categorise them as either A, B or C players and ultimately reward them
based on the category they fall in for the purpose of sustaining their level of
motivation.
The following practical example will be used to depict the relationship between the
expectancy theory and the vitality curve.
Hannah is a sales manager at GE and does the following; works at a fast pace,
encourages her team to meet and exceed targets, has regular team building with
subordinates, delivers tasks on time and also directly informs subordinates about
their poor performance. By doing this, Hannah believes that her department will
perform effectively and efficiently and be rewarded by receiving a R1 000 bonus
each or Promotion the end of the year.

Expecta
ncy
theory

Effort
Performance
Rewards

The efforts exerted by Hannah, proves that she can be characterised as an

employee with; high a level of energy, passion, ability to execute tasks, ability to
energise others and have edge. In essence, she has the 4Es and a P. With that
being said, it is clear that Hannah is an A player (20%) according to the vitality curve
and will therefore be regarded as a top performer at General Electric. And to sustain
Vitali
ty
curv

her level of motivation, she will be rewarded with things that are of great value to her
which will help her achieve her personal goals effectively and efficiently and
ultimately contribute to the success of General Electric, rewards such as;
promotion, higher salary, stock options, car, house and the like. It is clear that
Hannahs strength of motivation was strong due to the fact that the rewards to be
achieved were of strong value to her.
The next section deals with how HRM graduates can improve their employability in
2016 by being able to understand and apply the above link between the expectancy
theory proposed by Victor Vroom and the vitality curve designed by Jack Welch.

18

Section 6.0 - How does this paper enhance the employability of the
2015 BTech HRM Class
This section covers how HRM students can improve their chances of getting
employed by a prospective employer by using the expectancy theory (a
contemporary motivational theory) and linking it to the vitality curve designed by Jack
Welch, the CEO of General Electric.
Figure 8: How to improve the employability of HRM graduates in 2016 (Mobara,
Rasmus, Galant & Rowe, 2015).

19

Detailed explanation
of the above diagram

This is how the linkage between the expectancy theory proposed by Victor Vroom
and the vitality curve as well as the 4Es and a P, used by Jack Welch; former CEO of
General Electric can help BTech HRM graduates get employed in 2016:
1. After completing this year, students will start applying for jobs at various
companies that are advertising vacant HR positions. Furthermore, after
applying, the applicant may be invited for an interview.
2. During the interview, the employer will ask why should the job be granted to
you? the reply of the interviewee (HR graduate) should be: I will add value to
your organisation.
3. The employer would want to know how exactly the student will add value to
the organisation. The HR graduate can say that value will be added in terms
of motivating the employees of the organisation and help the organisation
achieve success.
4. Once again, the employer or interviewer would want to know how?
5. At this stage, the HR graduate should use the expectancy theory by means of
taking into account that the theory is about; effort, performance and rewards
(Robbins et al., 2009:157). Additionally, the HR graduate should answer by
saying; that he or she will ask employees what motivates them intrinsically
and/or extrinsically (promotion, salary, recognition, car, stock options, house
and the like), negotiate with them in terms of telling them that they need to
perform effectively and when doing so, the employees will be rewarded with
things that are of value to them, which could be non-incentives (recognition for
hard work) or incentives (money). And ultimately, employees would be highly
motivated and high performance will be achieved and ultimately the goals of
the organisation will be met effectively and efficiently.
6. In terms of the vitality curve, the employees performance should then be
measured and then be categorised by the following categories; 20% (the top
performers), 70% (vital performers). 30% (underperformers who are required
to either improve their performance or leave the company). Additionally, the
employees will be rewarded with things that are of value to them, based on

20

their performance. Furthermore, if the employees who fail to improve their

performance (30% - C players), even after training was provided, then they
should be eradicated quickly so that new highly motivated top recent
graduates can enter the organisation and introduce new ideas and make a
valuable contribution to the company (Welch, 2001:72).
7. After explaining how the motivational levels of employees can be improved
and sustained, the results of using the expectancy theory and vitality curve
should be highlighted by the HR graduate, which are; improved and sustained
motivational levels of employees

plus high performance equals to

organisation being in a competitive advantage. That is; (improved and

sustained motivational levels + high performance = competitive organisation)
In essence, the productivity of the company will increase if its employees are
highly motivated. In other words, if the motivation of the workforce is low, then
the productivity of the company decreases as well, as mentioned at the
beginning of this written paper and indicated on figure 1: The basic OB model.

Where:

For example, the following table represents the units produced (productivity)
and motivational levels of employees at ABC, for over a period of 5 months.
Table 9: Units produced (labour productivity) and motivational levels of
employees (Mobara, Rasmus, Galant & Rowe, 2015).

Motivation
Productivity

(units

Jan
5
10

Feb
10
20

March
15
30

April
20
40

May
25
50

produced)

The line graph below clearly proves the importance of motivation as it

highlights how the motivational levels of employees at ABC affects
productivity for over a period of 5 months.

21

Figure 10: Impact of motivation on productivity (Mobara, Rasmus, Galant &

Rowe, 2015).

The above graph clearly shows that when motivation improves, productivity
increases greatly.
8. HR graduate will be seen as having the ability to add true value to the
organisation.
9. The prospective employer will be impressed and the HR graduate will get
employed.
10. Most importantly, the HR graduate will not become a statistic of graduate
unemployment; instead the graduate will successfully apply his or her theory
learnt by the Universitys competent lecturers and ultimately prove that CPUT
is able to generate successful graduates.
Statistics were collected as a means to prove that graduate unemployment is a fact
of life and that CPUT graduates should improve their chances of being more
employable by means of knowing how exactly they will be able to add value to
organisations at which they will be seeking employment from.
Additionally, the statistics in table: 11 below also involve other Universities such as;
UCT, STELLENBOSCH and UWC that are producing graduates which CPUT
graduates are expected to compete against when applying for jobs in the year after
completing their studies.

22

The table below highlights the statistics concerning the employment status of
graduates from UCT, UWC, CPUT and US who were looking for jobs from 2010 till
the year 2012 (CHEC, 2013:40):
Table 11: Statistics concerning unemployment status of graduates from UCT, UWC,
US and CPUT (CHEC, 2013:40).
Institution
CPUT
Count
%
1922
44.8

UCT
Count
1432

%
45.7

US
Count
1458

%
37.9

UWC
Count
751

%
36.7

TOTAL
Count
5633

%
41.8

1410

31.7

810

25.9

1751

45.5

877

42.9

4848

36.0

143

3.2

127

4.1

175

4.5

66

3.2

510

3.8

sector
Employed in the

84

1.9

87

2.8

44

1.1

0.0

215

1.6

informal sector
Unemployed

719

16.2

513

16.4

333

8.6

309

15.1

1874

13.9

102

2.3

162

5.2

89

2.3

43

2.1

396

2.9

4449

100.0

3131

100.0

3850

100.0

2046

100.0

13477

100.0

Employed part
time or full time
in the private
sector
Employed part
time or full time
in the public
sector
Self-employed
in the private

and looking for

work
Unemployed,
but not looking
for work
TOTAL

The statistics highlighted above clearly show that CPUT had obtained the highest
percentage in terms of graduates who were unemployed and seeking for
employment. Additionally, the count for CPUT was 719 compared to UCT which was
513, US, 333 and UWC 309. With that being mentioned, it is evident and of great
importance that CPUT graduates in general should start applying their mind in terms
of how they will improve their chances of becoming more employable in the following
year for the purpose of preventing themselves from becoming a statistic of CPUTs
graduates who are unemployed and desperately seeking for job opportunities.

23

Section 7.0 - Reference List

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%20Graduate%20Survey%20FULL%20REPORT%20WEB.pdf [02 April 2015].

24

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of Technology.

25

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