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Gustafsson, Emelie, und Lina Johansson. „Motivationsfaktorer inom en kommunal förvaltning : En kvalitativ studie om vad som motiverar chefer till fortsatt anställning inom en kommunal förvaltning“. Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-45062.
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Syfte och frågeställningar: Syftet med uppsatsen är att undersöka och problematisera vad som motiverar chefer och ledare inom en förvaltning på en kommunal nivå att fortsätta sin anställning. Studiens frågeställningar är: Vilka motivationsfaktorer är viktiga för chefer och ledare inom en offentlig förvaltning i frågan om fortsatt anställning? Vilken betydelse har individuell utveckling för chefer och ledare inom en offentlig förvaltning när det kommer till fortsatt anställning och arbetsmotivation? Hur bibehåller chefer och ledare inom en offentlig förvaltning sin arbetsmotivation? Material och metoder: Studien utgår från en kvalitativ forskningsmetod med en abduktiv ansats. Studien har sin grund i semistrukturerade intervjuer med sju respondenter. Det empiriska materialet har därefter analyserats och jämförts med tidigare forskning inom motivation, Herzbergs tvåfaktorsteori samt teorin om inre och yttre motivationsfaktorer. Huvudresultat: Gemensamt för respondenterna är vikten av frihet, att ha roligt på jobbet och strävan att utveckla verksamheten till det positiva. Hos samtliga respondenter föreligger det även ett starkt emotionellt band som ses som såväl positivt som negativt. Respondenterna är väldigt måna om individuell utveckling men tycker att det läggs allt för mycket energi på utbildningar som enbart är repetitiva för dem. De hade hellre tagit del av en mer individanpassad utbildningsplan. Vidare är det tydligt att lön inte är en drivande motivationsfaktor hos respondenterna. Idag är respondenterna nöjda med sina löner menmenar att det var en större motivationsfaktor i början av deras karriärer. I nuläget finns andra motivationsfaktorer som spelar roll, bland annat de som redogjorts för ovan.Purpose: The purpose of the following study is to investigate and problematize what motivates managers and leaders within an administration at a municipal level to continue their employment. The study´s questions at issue are: Which motivating factors are most outstanding among the managers and leaders within an administration at a municipal level in the question of continued employment? How important is the individual development for the managers and leaders within an administration at a municipal level when it comes to continued employment and work motivation? How do the managers and leaders within an administration at a municipal level maintain their work motivation? Method: The study is based on qualitative research with an abductive approach. The study is based on semi-structured interviews with seven respondents. The empirical material has been analyzed and compared with previous research, Herzberg's two-factor theory and the theory of internal and external factors in relation to motivation. Main result: Common to the respondents is the importance of freedom, having fun at work and the aim to develop the school in a positive way. All respondents also have a stronge motional bond that is seen as both positive and negative. The respondents truly care about individual development but believe that too much energy is put into education that is only repetitive for them. They would rather have taken part in a more individualized education plan. Furthermore, salary is not a driving motivating factor among the respondents. Today, the respondents are satisfied with their salaries but believe that it was a major motivating factor at the beginning of their careers. At present, there are other motivating factors that are more important, including those described above.
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Shelton, Karen. „The effects of employee development programs on job satisfaction and employee retention“. Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001sheltonk.pdf.
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Everts, Gail Lynn. „A study of career development programs in Wisconsin municipal police agencies“. Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001evertsg.pdf.
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Vadlamani, Tripura. „Development of a Multidimensional Scale of Ergonomic Factors Related to Employee Retention“. Ohio University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1283456798.
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Spara, Ellen Godfrey. „Individual and unit level goal orientation as predictors of employee development“. College Park, Md. : University of Maryland, 2007. http://hdl.handle.net/1903/6995.
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Thesis (Ph. D.) -- University of Maryland, College Park, 2007.Thesis research directed by: Psychology. Title from t.p. of PDF. Includes bibliographical references. Published by UMI Dissertation Services, Ann Arbor, Mich. Also available in paper.
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Gonzales, Jose. „The relevance of retention behavior in the development of accession strategy“. Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2002. http://library.nps.navy.mil/uhtbin/hyperion-image/02Jun%5FGonzales.pdf.
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Tillotson, Kenyon. „An Exploratory Study of Factors Eliciting VA Employee No-Show Behavior In Veterans Affairs Employee Development Courses“. Scholar Commons, 2016. http://scholarcommons.usf.edu/etd/6417.
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Recognizing the need for companies and organizations to retain employees, one of the topics given very little attention in the research is non-attendance in face-to-face training. This study presents findings from the analysis of archival data from a 2013 employee education survey. Exploratory factor analyses were conducted on two sets of data exploring barriers to participation in employee-development education classes. Extrinsic factors were identified as ‘more important things take priority’ and ‘circumstances beyond the employee’s control’. Intrinsic factors were identified as ‘personal motivation challenges’. These factors emerged as potential reasons for non-participation or no-show behavior in employee education courses. Possible explanations for the results are discussed and recommendations for future research are presented.
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Coughlin, Matthew F. „Development of a forecasting model of Naval aviator retention rates“. Thesis, access online version, 1996. http://handle.dtic.mil/100.2/ADA308068.
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Saaiman, Cherwin Jesse. „Improving employee retention at a selected South African petrochemical firm through career-pathing“. Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/d1021190.
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In the competitive knowledge economy of today it is talented employees who ensure a competitive advantage for their company above their competitors. Voluntary employee turnover is said to have a number of negative consequences for employers, such as recruitment, selection and training costs, as well as lowered morale in the case of employees who stay behind. Companies and countries such as South Africa have to become globally competitive through talented and dedicated employees. Companies should therefore place more focus on the retention and grooming of their internal talent since a “war on talent” is being waged between companies for the best talent. With the looming shortage of talent globally it becomes more important for organisations in general and the petrochemical sector in particular to understand why talented and dedicated employees voluntarily leave their organisations. With such insight at their disposal, people managers are able to devise appropriate strategies to retain talent for the competitive benefit of their own organisations. The principal objective of this research study was to improve employee retention by investigating the influence of career-pathing (career development practices) and other selected critical success factors on employee retention. The study considered how employee retention (the dependent variable) is influenced by affective organisational commitment, career-pathing, growth need satisfaction, job commitment, affective professional commitment, continuance professional commitment and normative professional commitment (the independent variables). The sample who participated in this study consisted of one hundred and one (101) out of a possible total of two hundred and eleven (211) respondents from the selected South African petrochemical organisation. The empirical results reveal that affective organisational commitment and career-pathing are significantly related to employee retention, while all the other variables tested are not significantly related to employee retention.
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McDowall, Almuth. „A framework for employee development : a quantitative and qualitative study of individual differences and development outcomes“. Thesis, City University London, 2005. http://openaccess.city.ac.uk/8458/.
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This Thesis is concerned with a framework for the research of employee development. To start, the importance of training, development and learning at the societal, organizational, group and individual level is set out. A review of the research on training and development argues that a detailed comparison may further our understanding of the latter, by investigating training effectiveness models (e. g. Colquitt, 2000) in the context of development. Individual difference measures that may affect development are discussed. Different development activities are compared on different dimensions such as the degree of formality and frequency of occurrence, and implications for research are discussed. Three quantitative studies [A, B, C] concentrate on staff appraisals and development centres, investigating how individual differences and demographic characteristics are associated with development outcomes. Results from Study A (N = 126) showed that age was correlated with participation in training and development; tenure was associated with participation in training; appraiser role was associated with participation in training and career movement, and predicted perceived utility and career movement. Study B (n = 63) showed that Learning Climate [LC] increased significantly following participation in appraisal ; changes in need to achieve [nAch] and tenure were associated with participation in development activities. Generally, nAch had stronger associations with development outcomes than development specific self-efficacy [DSE] in both studies. In Study C, nAch and DSE changed significantly following DC participation (n = 87), these gain scores, age and gender predicted DC ratings, but no significant associations with development outcomes were observed (n = 47). Linking in with the observations from the literature review, the potential limitations of quantitative approaches were highlighted. Therefore the final study [D] took a qualitative approach using template analysis to elicit managers' definitions of training and development. The analysis showed that managers (N = 20) are able to differentiate training and development, and that decision-making processes and outcomes appear different for each type of activity. Development is seen as less measurable and quantifiable in terms of organizational benefits, and therefore can take second place to training. The concluding Chapter argues that experimental approaches are perhaps limiting for the investigation of development due to its long-term and on-going nature. Although a whole array of individual differences (such as locus of control, learning styles or attitudinal variables) require further study we first need better methods for defining and measuring development motivation and development outcomes; an initially qualitative approach may be more conducive to further our understanding.
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Gouws, Erika. „An investigation of the factors necessary in the development of a retention strategy for a financial organization“. Thesis, Rhodes University, 2013. http://hdl.handle.net/10962/d1008198.
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rhe research study investigated the factors necessary for the development of an organizational retention ;trategy for a financial organization pertaining to key equity employees. Equity employees are those employees jescribed as such in the Employment Equity Act 55 of(1998). Bussin's (2002) Total Rewards Model was used as the theoretical framework for the study. The investigation was conducted within an interpretive paradigm and employed a qualitative methodology. Thematic analysis was used in the interpretation of the three data sources gained access through the data collection process. A previously completed employee relationship audit's findings, and the data derived from nine exit interviews formed the basis for the twenty-four semi-structured individual interviews, which were conducted with a sample ofthe employees. A purposive sampling technique enabled the identification of particular employees, who were the equity participants in the study. An additional component of the Total Rewards Model, namely Talent Management was identified from an analysis of the results. Six salient factors were highlighted in the investigation. The factors identified were: A need for a short-term incentive plan, which would provide recognition above and beyond an employee's monthly salary. The need for career development opportunities. The utilization of new skills from the training initiated by the organization. The representation of women and Black people in senior management positions. The need for formal performance support. The standardization of the recruitment process, the management of unrealistic or unattainable expectations and listening to employees' concerns.KMBT_363
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Woodhouse, Andrea. „Employee turnover and retention : the role of person environment fit as it applies to personality and job role behavioural competencies /“. [St. Lucia, Qld.], 2006. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe19392.pdf.
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Cuthbertson, Laura C. „[Human resource development through action intervention] comprehensive paper presented in partial fulfillment of the requirements for the degree Master of Science in Management /“. [Denver, Colo.] : Regis University, 2006. http://165.236.235.140/lib/LCuthbertson2005.pdf.
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Quichocho, Davina, Mallory Lucier-Greer, Lucy R. Nichols, Nicky Frye, Catherine Walker O'Neal und Allie Krumm. „What Human Services and Helping Professionals Need to Know about Employee Retention and Work-Life Balance“. Digital Commons @ East Tennessee State University, 2020. https://dc.etsu.edu/secfr-conf/2020/schedule/55.
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The Work-Family Enrichment theory highlights the interrelatedness of professional and personal life and notes that positive work and family experiences can have additive effects on individuals and their families (Greenhaus & Powell, 2006). Through this lens, work satisfaction has implications for family and individual wellbeing. When workplace organizations implement practices that encourage employee retention, they systematically create an environment that fosters employee satisfaction (Griffin et al., 2010; Wells, 2015). Retention, and the relationships between work, family, and individual wellbeing, are particularly salient for certain types of work that are connected to human development and family science because many of these careers are high-demand/lower-pay “labors of love” (e.g., child care providers, social work, child-life specialists). Equipping current and future helping/human service professionals with an understanding of effective retention practices will help them identify satisfying work opportunities for themselves and enhance their ability to advocate for and implement retention practices across the field.
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Ntile, Zukiswa. „Assessing the personal development of employees in a municipal environment“. Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1020420.
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Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.
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Bernard, Kevin Lance. „Strategies to Reduce Voluntary Employee Turnover in Business Organizations“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5163.
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Industry leaders in the United States have spent $11 billion annually in advertising, hiring, and training expenditures associated with voluntary employee turnover. Using employee turnover theory as the conceptual framework, the purpose of this multicase study was to explore strategies leaders of marketing and consulting firms used to reduce voluntary employee turnover. Participants were purposefully selected based on evidence of their successful experiences in reducing voluntary employee turnover in their organizations. Data were collected by conducting semistructured interviews with 6 leaders in 3 marketing and consulting firms located in the southeastern United States and by reviewing organizational documents related to strategies to reduce employee turnover, including annual reports, newsletters, policy handbooks, and financial statements. Data were analyzed using Yin's 5-phase elements of data analysis: (a) compile, (b) disassemble, (c) reassemble, (d) clarify, and (e) conclude. Three themes emerged from this study: leaders' comprehension of reducing voluntary employee turnover, essential strategies for leaders to reduce voluntary employee turnover, and that employee commitment and performance management to reduce voluntary employee turnover. Leaders of marketing and consulting firms and other business organizations could create positive social change through effective strategies to reduce employee turnover and unemployment. Reducing unemployment is important because unemployed individuals experience detrimental changes in family relationships, higher mortality rates, and increased physical health problems.
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Phillips, Yolanda, und Jessica M. Hernandez. „The Impact of Low Retention of Nonprofit Organizations“. CSUSB ScholarWorks, 2018. https://scholarworks.lib.csusb.edu/etd/731.
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This study explored the impact of low retention rates in nonprofit organizations and review factors that are associated with this low rate. Nonprofit organizations are a crucial and integral part of our community, there are many factors that are influential in the retention of employees which impact the service that is available to those in need. The need for this study emerged from the researcher’s desire to raise awareness of the factors that lead to low retention rates in social service non-profit organizations and its effects on service provision This study allowed for administration to implement strategies that address the factors that lead to high turnover. Prevention strategies that can be utilized to decrease the dissatisfaction of current employees and increase engagement. The field of social services has been chosen for study because its programs are intended to improve the basic social welfare status of individual lives such that society is reformed. The following subsections were discussed: Growth of nonprofit organizations, nonprofits and human need, nonprofit relationship with funders, challenges within Nonprofits, why employees depart from these organizations and, retention focus. The research method used for this study was quantitative data. Since the research method used for this study was the methodology of quantitative design, snowball sampling was utilized. The Quantitative design was chosen to collect data from a larger group of service providers who worked primarily in a not for profit setting through Likert Scale surveys. The design assisted in quantifying the answer from the surveys to allow comparison, recognition of discrepancies, and or correlations of the iv data. The data was collected from 33 participants through an online survey program, utilizing Survey Monkey and, results were entered in SPSS, to compare relationships. Independent variable were the factors that contribute to low retention rate, and the dependent variable was the retention rate. The population this study focused on was management, staff and, direct service employees who work in social service nonprofits or have worked in the past. This study shows statistics which include ethnicity, age of the participants, marital status, education, and employment status. Along with statistical information on each item presented in the distributed survey, it outlines the statistical analysis that was conducted which includes a correlation study on the relationship between compensation, job training, professional development, filled positions, funding, disruption in services, self-care, access to management, and staff appreciate, and staff’s desire to leave a non-profit organization. The data was analyzed and found that the biggest impact to employee retention is compensation and the stress caused by chronically vacant positions. The study reviews the conclusions relative to our research questions and hypothesis in addition to, theories guiding conceptualization. This study discusses the limitations of study design and, procedures, as well as recommendations for future social work practice and policy. The findings were significant because the study could narrow down two out of the five factors that demonstrated an actual impact on retention in non-profit social service organizations, which gives non-profit managements clear barriers that they can attempt to address.
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Ntoyakhe, Nomandla Dorothy. „The factors affecting the retention of talent at an industrial development zone in the Eastern Cape“. Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/6170.
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The retention of knowledge workers has become an increasing challenge both locally and internationally. This study focusses on the factors contributing to the retention of knowledge workers at an Industrial Development Zone in the Eastern Cape. The aim of the study was to investigate the factors that would facilitate the retention of knowledge workers in the IDZ. This was explored through the employee value proposition framework which includes affiliation, career development, work content, compensation, company benefits, work-life balance and performance and recognition. The sample consisted of 30 employees from the IDZ from all business units. Three categories of employee levels were selected namely the executive managers, managers and specialists and professionals. Thematic analysis was used to analyse data which was gathered through semi-structured interviews. The literature reviewed explored the various retention strategies used by organisations. From the literature review it is realised that employee retention strategies vary from one organisation to another. In most cases they are very similar. Although this is the case, not all strategies will work for all organisations, each organisation requires preferred and unique strategies for its employees. The findings indicate that the majority of employees were satisfied with the employee value proposition dimensions in the organisation. The exceptional areas of satisfaction were retirement benefits, career development, performance recognition, relationships with colleagues, health benefits, relationships with direct manager or supervisor and relationships generally within the organisation. Areas of dissatisfaction were also raised on long service incentives, autonomy to do work, relationships with other business units and the performance review process. In order to retain employees at the IDZ, it is recommended that the organisation should focus on enhancing long service incentives. It is also recommended that employees should be given greater autonomy to do their work. Relationships with business units also need to be strengthened. Work-life balance of employees and performance review process also need to be revised.
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Kane-Sellers, Marjorie Laura. „Predictive models of employee voluntary turnover in a North American professional sales force using data-mining analysis“. [College Station, Tex. : Texas A&M University, 2007. http://hdl.handle.net/1969.1/ETD-TAMU-1486.
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Vuik, Fabian, und den broeck Ro Van. „Low-Skilled Employee RetentionPractices in the Fast Food Industry : A study of retention practices within the Verhage FastFood franchise“. Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-76208.
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Employee turnover can cost an organization a significant amount of money. In addition, retention of employees can beneficial towards to an organization as it e.g. allows to save costs related torecruitment and training of new employees. The fast food industry is recognized as an industry which employs low-skilled employees and is especially in the United States known to be prone to high employee turnover. With regards to Europe, only little information is available in the field of low-skilled employee retention in the fast food industry. Looking towards the Netherlands, there has been no conducted research concerning this topic from a manager’s perspective allowing to identify the best HR practices to limit employee turnover in the organization. Our purpose of this thesis is to increase the understanding of the practices on employee retention of low-skilled employees in the Dutch fast food industry. To be able to meet this purpose, the following research question was developed “How do managers address retention of low-skilled employees in the Dutch fast food industry?” To be able to answer this research question, a multiple case study was conducted to study several franchises of the Dutch fast food organization “Verhage fast food”. We chose to conduct a qualitative study by developing semi-structured interviews. The empirical material was collected by interviewing an HR manager and the CEO of Verhage to develop an overview of the organization. Furthermore, we conducted five interviews with franchisees of Verhage. These franchisees were chosen based on four criteria being location, variety in experience, amount of employees, and amount of franchises owned. These four criteria ensured that the chosen franchisees in our study are active in different environmental settings. These interviews were conducted with the aim to find out how these franchisees perceive low-skilled employee retention and to identify how these franchisees address retention through the implementation of HR practices. Our study provided a contribution that shows the most effective HR practices in the fields of recruitment and selection, training and development, career development, and recognition and rewards are depending on the situational factors. Whereas one franchisee needs to pay well above minimum wage to attract low-skilled employees, another franchisee can easily pay the employees minimum wages without the need to worry for job applicants. Another contribution based on the outcome of our study is that the provision of training and responsibilities besides being done to benefit the company in e.g. productivity it also results in more engaging employees with a higher intention to stay.
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Gardner, Robert D. „The development of a theoretical model to predict retention, turnover, and attrition of K-12 music teachers in the United States : an analysis of the Schools and staffing survey and Teacher followup survey (1999-2001) /“. Digitized version, 2006. http://hdl.handle.net/1802/5828.
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DeLozier, John. „Community College Grow Your Own Leadership: A Phenomenological Study of Employee Perceptions of Individual and Organizational Leadership Development“. Digital Commons @ East Tennessee State University, 2019. https://dc.etsu.edu/etd/3623.
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Community colleges often face challenges with leadership as a result of retirements and turnover. In reaction to these challenges some community colleges have developed Grow Your Own (GYO) leadership development programs. Although the topic of leadership and leadership development has been researched extensively, more research is necessary concerning GYO programs and their perceived impact on participants and their colleges. This study was designed to determine the perceived development of GYO participants as well as the perception of a GYO’s impact on the organization. Guilford Technical Community College (GTCC) in Greensboro, North Carolina has had a GYO program for 30 years.
A qualitative research method with a phenomenological theory design was used in this study. After obtaining permission from GTCC the 10 study participants were recruited through emails. Interviews were semi structured with questions designed to encourage discussion around the topic of leadership development. After each participant was interviewed, transcripts of the interview were made by the researcher and those transcripts were coded to determine themes. After the coding analysis was complete, common themes emerged. Each of the participants reported to have had previous roles in leadership prior to coming to GTCC. Most of the participants reported positive change because of attendance in the GYO in the areas of relationship building, networking, changed perspective of college role and mission, and better preparedness for future leadership opportunities. These findings supported earlier research that found GYO programs to be successful in creating valuable relationships across the organization. Research also supported the common theme of relationships formed both horizontally and vertically within the organization. Another common theme addressed in earlier research was the development of social capital development within the GYO program. This happens when individuals are brought together around information, given an action point, and asked to solve relevant organizational problems. This study may be useful for community colleges that already offer a GYO opportunity or are considering developing a GYO opportunity. Further research may be needed to determine the impact of the GYO leadership development training on those reporting to the participants of the program.
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Matthee, Jacques Corne. „Development of a total reward model for APL Cartons (PTY) LTD“. Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/6427.
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Kaburek, Philip, Alex Wahlberg und Andreas Kilit. „How Employer Branding is Affected by Country-of-Origin : And its effect on Employee Retention of Generation Z“. Thesis, Jönköping University, IHH, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52876.
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Employer branding is becoming increasingly important, but the literature on the subject lacks vital elements. First, Country of Origin (COO) has been shown to affect employer branding, but this process is very poorly understood. Second, employee retention, although proven to have multiple benefits and to be impacted by employer branding, is underrepresented in employer branding research. Third, despite the importance of cultural context being well documented in literature, current employer branding research takes little consideration for this, especially in regards to Generation Z, who are becoming increasingly vital in the workforce. To mend these important research gaps, this thesis aims to examine how employer branding is affected by COO, and, in extension, how this impacts employee retention among Generation Z employees. This purpose is fulfilled by answering the following research question: “How is employer branding affected by COO when retaining Generation Z employees?” With this research question in mind, an abductive qualitative study was conducted using multiple- case studies in a Swedish MNE context. Semi-structured interviews with HR/employer branding managers and international Generation Z employees were conducted. This provided a dual perspective where both the views of employers and employees could be observed, analysed, and compared which was necessary to answer the research question. The results were then analysed using rigorous data-driven content-analysis. Using this approach, the study answered the research question by finding that employer branding is affected indirectly by COO through the process of other primary factors in retaining Generation Z. The research led to the introduction of a new model; The Employer Brand Compass, which illustrates how employer branding is affected by COO through three main factors in employee retention of Generation Z; ESG, development opportunities, and consumer branding.
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Straková, Juliana. „Návrh stabilizácie zamestnancov v oblasti personálnej politiky“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2010. http://www.nusl.cz/ntk/nusl-222649.
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This work analyses processes in a staff policy from the recruitment phase thru training and development up to employee retention. The output of this work is a proposal of personnel policy and a detailed description of specific measures applicable in the company in real time resulting problems in human resource management.
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Nilsson, Alida, und Amanda Falk. „Kunskapsföretags arbete med att behålla personal“. Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-17147.
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Bakgrund: På dagens arbetsmarknad är det vanligt förekommande att ofta byta jobb. Att medarbetare själva väljer att lämna ett arbete är kostsamt ur ett organisatoriskt perspektiv och företag som definieras som kunskapsföretag är extra sårbara när personal väljer att lämna företaget. Därmed är företagens arbete med Employee Retention betydelsefullt. En studie gjord av Randstad (2018) undersökte de främsta orsakerna till att svenska medarbetare väljer att avsluta sin anställning. Dessa tre orsaker har i denna studie definierats som lön, arbetsengagemang och kompetensutveckling. Problemformulering: Hur arbetar kunskapsföretag för att behålla sin personal utifrån lön, arbetsengagemang och kompetensutveckling? Syfte: Syftet med studien är att få en djupare förståelse för hur kunskapsföretag arbetar med att behålla personal utifrån de tre främsta orsakerna till att svenska medarbetare säger upp sig, enligt Randstads Employer Brand Research 2018. Metod: En kvalitativ studie av sex stycken kunskapsföretag. Teori: Den teoretiska referensramen innefattar litteratur och vetenskapliga artiklar som används i syfte för att besvara studiens syfte och frågeställning. Den teoretiska referensramen har sammanställts i en analysmodell. Empiri: Insamlingen av empiriska data har skett genom kvalitativa och semistrukturerade intervjuer med personalansvariga på respektive företag. Analys: Det empiriska materialet har analyserats med hjälp av en analysmodell samt med stöd av vetenskaplig litteratur om respektive orsak. Slutsats: Studiens resultat påvisar att ingen av företagen arbetar efter uttalade och väl integrerade strategier av Employee retention. Dock uppges diverse Human Resource Management-metoder i syfte att behålla företagens personal. Samtliga företag arbetar för att behålla sin personal utifrån orsakerna lön, arbetsengagemang och kompetensutveckling på liknande tillvägagångssätt, dock förekommer vissa skillnader. I slutsatsen besvaras den ställda frågeställningen samt studiens syfte.Background: In today's labor market it is common to often change jobs. The fact that employees choose to leave a job is costly from an organization's perspective, and companies defined as knowledge companies are particularly vulnerable when employees choose to leave the company. Thus, corporate work with Employee retention is important. A study conducted by Randstad (2018) examined the main reasons why Swedish employees choose to terminate their employment. These have been defined in this study as salary, work engagement and skills development. Problem: How do knowledge companies work to keep their staff based on salary, work engagement and competence development? Purpose: The aim of the study is to gain a deeper understanding of how knowledge companies work to retain staff based on the three main reasons why Swedish employees quit their jobs, according to Randstad Employer Brand Research 2018. Method: A qualitative study of six knowledge companies. Theory: The theoretical frame of reference includes literature and scientific articles used for the purpose of answering the study's purpose and problem. The theoretical frame of reference has been compiled in an analysis model. Empiricism: The collection of empirical data has been done through qualitative and semistructured interviews with the personal manager of the respective companies. Analysis: The empirical material has been analysed using an analysis model and with the support of scientific literature on the respective cause. Conclusion: The study's findings show that none of the companies are working according to pronounced and well-integrated strategies of Employee retention. However, various Human Resource Management methods are reported in order to retain the company's personnel. All case companies work to maintain their staff based on the reasons salary, work engagement and competence development on similar approaches, however, there are some differences. The study's conclusion answers the problem and the purpose of the study.
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Travisano, Jacqueline Anne. „Evaluation of the Relationship Between Employee Engagement and Student Engagement and Student Retention at a Large, Private, Not-for-Profit Research University“. Thesis, NSUWorks, 2016. https://nsuworks.nova.edu/fse_etd/30.
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Research on employee engagement revealed a positive correlation between employee engagement and positive business outcomes. Within a university setting, positive business outcomes can be measured and demonstrated through higher-than-benchmarked employee engagement, student engagement, and student retention. To effect these desired outcomes, the literature revealed the need for employees to work together; to be fully invested in their work; and to advance the university’s mission, vision, and core values towards positive student success outcomes.
There is a full complement of research regarding employee engagement, student retention, and student engagement as specific topics within the literature. A deficiency in the literature existed concerning the correlation of these topics as one body of research. This study examined these interrelated topics within a large, private, not-for-profit research university setting.
Principal components analysis and logistical regression were used to determine the relationship between student engagement and student retention, the relationship between employee engagement and student retention, and to determine if employee engagement and student engagement predict student retention. Study results suggested that student engagement alone was not a statistically significant factor in predicting retention at the research setting. However, employee engagement was associated with student retention at the university level. When analyzed together, both student engagement and employee engagement were revealed as a statistically significant predictor of student retention at the university level.
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Knight, FRANCELIA Luis. „Strategies to Retain Employees in the Health Care Industry“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5888.
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Health care leaders who fail to apply effective retention strategies could negatively affect employee well-being, patient outcomes, and business performance. The purpose of this single case study was to explore effective strategies that leaders used to retain employees in a health care organization. Human capital theory was the conceptual framework for the study. Data were collected via on-site semistructured interviews with 10 leaders of a Texas health care organization who had a history of retaining employees for a minimum of 2 years from the date of hire, and from the review of organizational documents pertaining to employee retention. Data were analyzed using coding and word frequency to discern patterns. Three key themes emerged from the data: (a) healthy work environment, (b) manager relationships, and (c) training and development. The implications for positive social change include the potential to retain top talent in health care organizations, which could improve customer service, promote affordable health care, increase job satisfaction, and improve quality service to patients.
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Fitz-Lewis, Thecla. „Human Resources Strategies for Retaining Employees in St. Lucian Banks“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5703.
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Retention issues have been a challenge for human resources (HR) leaders for years. Organization HR leaders face employee retention challenges that lead to the loss of talented employees and a decline in the organization's quality of service, which negatively affects profitability. Based on Schultz's human capital theory, the purpose of this multiple case study was to explore strategies HR leaders used to retain employees. Data collection included company archival documentation review and face-to-face semistructured interviews with 11 purposefully selected HR leaders from 3 banks in the northern region of St. Lucia. Data analysis included using Yin's 5-step method, coding the transcribed interviews to identify relevant themes, member checking to strengthen the reliability and validity of the interpretations of participants' responses, and review of company documents. The 5 main themes revealed were strategies of employee retention, human capital development, culture of engagement, succession planning, and leader-member exchange, which affects employees' commitment and organizational profitability. Human resources leaders in organizations may use the findings of this study to develop effective strategies to retain employees, which could lead to individual achievement. Social change implications include the importance of investing in human capital that may lead to succession planning to promote business sustainability and economic growth in St. Lucia and other countries.
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Taylor, Michael. „The influence of transformative coaching on managerial behaviour, leadership style, individual and team engagement“. Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/19811.
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Thesis (MPhil) -- Stellenbosch University, 2011.This research study not only links three important business concepts, namely, leadership development, employee engagement and executive coaching, but is also an important body of research that contributes in a meaningful way to the debate around the role of executive coaching and its impact on leadership effectiveness. It outlines a transformative framework for executive coaching that shows a significant shift in managerial behaviour. This behaviour shift acts as a catalyst for the enhancement of key dimensions of employee engagement. This is an important finding, as the field of professional coaching is undergoing much scrutiny in terms of its return on effectiveness and its ability to accelerate the development of high-potential talent. The reseach findings in this report further serve to reinforce the importance of aligning leadership development, and specifically executive coaching practices, with organisational strategies. The global financial crisis has highlighted the need for organisations to adopt prudent leadership development strategies. The intelligent integration of transformative coaching into talent management practices such as retention, promotion, deployment and development of high-potential leadership, will create the necessary impetus for building sustainble leadership capacity and provide an outstanding return on investment for organisations wherever they might be in their maturity cycle.
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Chibba, Rajesh Chagan. „An empirical study on staff turnover and retention within Eskom : Eastern Cape Operating Unit“. Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/d1017514.
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This research paper is broken up into three sections, namely an evaluation report, a literature review and a description of the research methodology. The evaluation report section is an assessment of the factors that could contribute to staff leaving the organisation and why staff would choose to remain with the organisation. The Distribution Division of Eskom is divided into nine separate Operating Units (OU's), in line with the nine Provinces. According to an Eskom Human Resource Manager (Mjali, 2013), as at March 2012 there were 2231 employees in the Easter Cape Operating Unit, while the staff turnover for the same period was 4.53%. Of the 101 staff that had resigned for the period 01 April 2011 to 31 March 2012, there were 27 transfers, 26 resignations and 30 retirements. The balance of 18 staff that left was due to dismissals and deaths. While the statistics suggest a healthy level of staff turnover at present, given the current pressures that Eskom employees are under, it is important to investigate their future intentions and to see what Eskom can do to continue to retain their services. The literature relating to staff turnover and retention was examined to determine the meaning of the terms retention and turnover and to review the relevant turnover topics that were emerging from the exit interview data. The research conducted was quantitative in nature, and a questionnaire was distributed to all managerial staff within the Eastern Cape Operating Unit of Eskom. The questionnaire was sent electronically to the participants via email with the link to the questionnaire. Participants were requested to respond on questions relating to factors on turnover and retention, and the responses were used to assess employee's intention to either remain with the organisation or to leave. The feedback received was analysed with the use of data analysis in Microsoft Excel (2010). The results of the research showed that there were two distinct themes related to employees' intention to remain with the organisation, namely job satisfaction and career development. On the other end of the scale, themes which would cause staff to want to leave the organisation were the performance management system of the organisation, not being listened to (i.e. to the ideas and views of staff) and leadership (i.e. the way the organisation was being led). Recommendations are made to management. The study also recommends future research that can be done to get greater insight into factors relating to staff turnover and retention. A detailed review of the literature is included in Section two of the report. Only essential components of the literature are included in Section one of report. Section three of the report provided a detailed description of the research design and the research procedure that was followed.
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Williams, Tywana. „A Qualitative Evaluation of Leader-to-Millennial Relationship Development“. ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2304.
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Generational conflicts affect socialization practices needed for knowledge transfer and Millennial retention. Because of failed socialization practices, organizations will face significant losses in knowledge capital as Boomers retire and Millennials began to take active roles within the workplace. This interpretative phenomenological study explored Millennials' perceptions of leader-to-employee relationship development that may influence organizational learning and retention practices. Millennial retention is a primary concern in that knowledge acquired is a result of longevity and work experience. The leader-to-member exchange theory was used to navigate this qualitative inquiry. The reflexive approach was implemented to explore 20 Millennial participants' experiences with their managers. The data analysis strategy incorporated a repetitious review and structural coding of participant interview transcripts. Data analysis affirmed that Millennials perceive effective relationship development as a process containing leader empowerment behaviors with collaborative social exchanges. Exploration of participant experiences further identified that reciprocity is a result of high-quality social exchanges. Research findings benefit executive and middle-level management. The information broadens management knowledge of Millennials' perceptions of relationship development that may increase employee retention needed for robust social systems. The implications for positive social change are that increased awareness of advanced relational leadership systems assists in building congruent internal relationships required for organizational learning and retention.
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Bafagih, Lutfi A. „Developing Talent Pipelines for Small and Medium-Sized Enterprises in Saudi Arabia“. ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6518.
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Firms lose strategic business opportunities to create sustainable growth because leaders do not establish talent pipelines. The purpose of this multiple case study was to explore strategies used by the leaders of Saudi firms to develop talent pipelines. The conceptual framework for this study was the resource-based view. The overarching question that guided this study explored strategies business leaders in small and medium-sized enterprises in Saudi Arabia used to establish talent pipelines to create sustainable growth. Data were collected from semistructured interviews with 8 business leaders of 4 firms operating in western Saudi Arabia and a review of company documents. The business leaders had successful experience and knowledge in talent and performance management. Data were analyzed using inductive and deductive content analysis. The results revealed 4 strategies business leaders in small and medium-sized enterprises in Saudi Arabia used: hiring the right people, establishing a performance management system, differentiating employees based on performance, and implementing employee retention strategies. The implications of this study for positive social change include reducing unemployment rates among Saudi nationals, growing Saudi workers' capabilities, and increasing Saudi families' standard of living.
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Urbánková, Petra. „Maximalizace počtu budoucích zaměstnanců z řad současných stážistů ve vybrané společnosti“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402138.
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The purpose of this master thesis is to determine recommendations that would help the Thermo Fisher Scientific Brno s.r.o. company to expand their employee base. The research attempts to determine the satisfaction of interns with working environment and find crucial factors that are considered by them to choose the future employer. The research is carried out on the basis of questionnaire survey and semi-structured interviews with interns from different departments. Based on the survey results and theoretical overview appropriate recommendations will be proposed and quantify to maximise the number of interns getting employed after finishing the internship.
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Le, Roux Philippa. „Interpersonal staff relationships and the healthy school : educators' experiences“. Thesis, Stellenbosch : University of Stellebosch, 2004. http://hdl.handle.net/10019.1/1050.
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Thesis (MEdPsych (Educational Psychology))--University of Stellenbosch, 2004.ENGLISH ABSTRACT: My study aims to ascertain whether interpersonal staff relationships have a role to play in the healthy development of a school as an organisation. My specific focus is on how educators experience these relationships, and how they impact on the educators' commitment to a particular school. My research design consisted of three case studies. I used a semi-structured questionnaire with each case and at a later date had a group discussion. My analysis of the questionnaires' data provided tentative themes for inclusion and further exploration in the group discussion. The combination of two data production phases resulted in the confirmation and expansion of the data. My study shows that various factors impact on interpersonal staff relationships within a school. These interpersonal staff relationships have a bearing on the continuance, moral and alienative dimensions of commitment, and impact on staff retention and job performance. They also impact directly on the health of the educators. Thus interpersonal staff relationships would seem to have an important role to play in the development of healthy schools. I conclude by acknowledging the limitations of this study, and recommending further research.
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Ortman, James Francis. „Strategies to Teach Customer Service Skills“. ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3408.
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Business managers' failure to retain dissatisfied customers leads to millions of dollars in lost revenue. The purpose of this single case study was to explore managers' training strategies to teach sales associates customer service skills. The sample included 3 training managers from the mobile phone industry in Michigan who recorded a 25 % increase in customer retention after implementing customer service training. The conceptual framework for this study was human capital theory. Data were collected from semistructured interviews and training documents. Data analysis entailed using coding techniques and cluster analysis. Member checking applied to clarify the interpretation of participants' responses and reveal missing information. The 3 themes that emerged were mentoring and recruitment, training and development, and customer satisfaction. Mentoring and recruitment surfaced from the managers' need to hire qualified sales associates. Training and development grew from the need to have a strategy to train sales associates in customer service skills. Customer satisfaction emerged from the need to retain customers for a stable business environment. The findings from this study may contribute to social change by showing the training strategies managers use to teach customer service skills to sustain business and mitigate harmful effects of job loss. The data suggested a trained sales force could work to retain customers and provide customer satisfaction. Data from this study may contribute to the prosperity of mobile phone customers from well-educated sales associates that enhance the quality of using mobile phones in the local communities. The beneficiaries of this research include business managers, sales associates, and customers.
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Steenhuisen, Maria Jacoba. „The knowledge continuum as an enabler for growth and sustainability in the South African basic education system / Mariè Steenhuisen“. Thesis, North-West University, 2012. http://hdl.handle.net/10394/9207.
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The poor state and failure of the basic education system in South Africa gave rise to this research. The wave of knowledge loss experienced in the last two decades is expected to carry on and will continue to deplete the basic education system’s knowledge base, severely affecting the already poor quality of education as well as the future economic growth and sustainability in South Africa.
The main research objective was to establish whether future growth and sustainability in the basic education system in South Africa is achievable; which factors it is influenced by; and how knowledge continuity could impact on future growth and sustainability. A multidisciplinary approach focusing on organisational performance, knowledge management, individual and organisational behaviour and organisational development was followed.
The nature of growth and sustainability and knowledge continuity in organisations was explored by following a contextualisation theory-building process.
The main objective of the empirical research study was to determine by means of quantitative research the degree to which the influencing factors would enhance or impede growth and sustainability in an organisation. A quantitative survey method was followed. A questionnaire was developed and the survey was performed in 6 primary and secondary schools of the basic education system in South Africa. The questionnaire was found to be reliable with a Cronbach’s alpha of .8060.
In the descriptive factor analysis process, principal component factor analysis was conducted, which described the five constructs that would influence growth and sustainability. These constructs’ dimensions produced significant intercorrelations which indicate that the dimensions are for the most part intercorrelated with each other in contributing to growth and sustainability.
The multiple regression analysis indicated that knowledge loss would have an exceptionally strong impact on knowledge; and that knowledge, information and performance would significantly predict growth and sustainability. Organisations should change the focus for growth from physical assets to the development of intellectual capital, and knowledge continuity should form part of an organisations’ business strategy and mission. Knowledge continuity will only be successful if a culture conducive of trust and knowledge sharing and transfer exist, and are supported by effective and appropriate human resource practices and incentives.
A structural equation model development strategy produced a knowledge continuity model aimed at enabling future growth and sustainability, based on the constructs confirmed in the factor analysis. The model indicated that there is a direct causal relationship between knowledge, information and performance with growth and sustainability. The regression analysis showed that most of the intercorrelations are significant, thus confirming the theory.
The newly developed questionnaire and structural equation model should enable organisations to measure the degree to which the enhancing individual and organisational behavioural factors of growth and sustainability are in place and provide the measurement outcomes that would identify the factors that need to be focused on to improve and enable future growth and sustainability in an organisation.Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.
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Mosepidi, Tsholofelo Hope. „The development and implementation of retention strategy in the department of Health North West province / Tsholofelo Hope Mosepedi“. Thesis, 2011. http://hdl.handle.net/10394/15778.
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This study highlights the importance of retaining employees and indicates how strategies can
effectively, efficiently and economically affect the Department of Health. Employees are
looking for an opportunity to learn on the job, learn from the more experienced. in good
working conditions, rewarded accordingly financially or otherwise and if that opportunity is
not there they may look for better opportunities. Areas examined include strategies and
theories that have historically been identified and used to retain personnel as well as current
data pertaining to employee retention and indicators that show whether the organisation has a
strong retention strategy in place. The research method was quantitative and the general design
of the study is analytical, as the researcher analysed the data collected from the respondents.
The tool used in the collection of data. was a questionnaire. The population that was targeted
was from the Department of Health. Forty respondents participated in this study. The study
revealed that there are currently used strategies for retention but they are not effective enough.
there are areas that need management attention such as remuneration and lack of resources.
The study results shows that all the respondents do not have the right tools to do their job,
furthermore half of them are not financially rewarded in accordance with their contribution
and performance.Thesis (MBA) North-West University, Mafikeng Campus, 2011
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Cuei-Ling, Hong, und 洪翠靈. „A Study of Employee Motivation to Participate the Individual Development Plan (IDP)“. Thesis, 2013. http://ndltd.ncl.edu.tw/handle/00406358242302204569.
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碩士國立臺中教育大學
事業經營碩士學位學程
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The integration of corporate strategy and individual development plans (abbreviated as IDP hereinafter) by organizations has been addressed as being one of the most important human resource strategies. To be sustainable, organizations need human resource strategies to ensure their employees to be efficient and effective in performance. Use of IDP has been recognized as one of the best practices. Thus, setting out from the Goal-Setting Theory and Two-Factor Theory of Motivation, this study bridges both theories and proposes a conceptual model on the practice of IDP while acknowledging the effect of antecedents (i.e., goal-setting, training motivation, and goal commitment) on the consequence (i.e., task performance). The participants were employees of managerial position and non-managerial position in the industries of insurance, banking, and tourism. Through the purposive sampling, 103 valid returns were analyzed with statistical analysis. The research findings provided directions for future research that might lead to prescriptive guidelines for HRD managers of organizations anticipating to implement individual development plans.
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Naong, Matsidiso Nehemia. „Impact of skills development training on employee motivation, perceptions of organizational climate and individual performance“. Thesis, 2009. http://hdl.handle.net/10413/6292.
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There is a huge skills shortage in South Africa which impacts negatively on its
worldwide competitiveness. Since the advent of democracy, the South African
government has been faced with the challenge of addressing one of the major legacies
of apartheid; namely, the dire skills shortage affecting the majority of the citizens of
this country. This legacy of apartheid has a direct correlation with the economic
performance of the country. Various intervention strategies to remedy this socioeconomic
situation were explored, resulting in the birth of various Skills Development
Acts, which will have far-reaching consequences for all sectors of the South African
economy. Skills transfer is at the centre of all these Acts.
The impact of training on the ‘bottom-line’ has always been the concern for most
business organisations, not only in South Africa, but the world over. However, the
focus for most of these business organisations, in terms of strategic human resource
development, has arguably, focused mainly on middle management and top
management. The most fundamental and underlying hypothesis of this study
therefore, is to highlight the difference in production brought by lower-level
management of these business organisations as a consequence of training
opportunities offered to them. The actual implementation of production targets occurs
at this level of management. Thus, it is the researcher’s contention that focuses and
endeavours to improve productivity through strategic human resource development,
need to consider lower-level employees as a critical part of this strategic mission.
The empirical objectives of this thesis were firstly, to validate the four questionnaires
used in this study namely, the Motivation/Job Satisfaction Questionnaire (JDI); the
Organisational Climate Questionnaire (LSOCQ); the Effectiveness of Training
Questionnaire and the Self-rated Performance Questionnaire for employees in
selected organisations in South Africa. Secondly, it was to determine the reliability of
the above mentioned constructs.
Thirdly, the aim was to determine differences between employee motivation and job
satisfaction and organisational climate levels of various demographic groups.
Fourthly, it was to assess the relationship between the three variables namely,
motivation and job satisfaction, organisational climate and effectiveness of training;
and lastly, to determine whether effectiveness of training can predict employee
motivation and job satisfaction and perception of organisational climate.
A pre-post longitudinal study, following a form of quasi-experimental research
comparable pre-test post-test one group design (Cooper & Schindler, 2000:405;
Shaughnessy & Zechmeister, 1997), with a random sample of (N = 604 pre-; and N =
526 post-) of lower level employees in five selected companies across sectors in
South Africa was used. All the questionnaires, that is those previously validated
namely, the Job Description Index Questionnaire (JDI); Litwin and Stringer’s (1968)
Organisational Climate Questionnaire (LSOCQ); Self-rated Performance
(SELFPERF); and the one constructed and validated namely, the Effectiveness of
Training Questionnaire (EFFTRA) were based on Kirkpatrick’s (1976) framework for
the evaluation of a training programme and a demographic questionnaire which were
administered.
Descriptive statistics were used to describe the measuring instruments in terms of
frequency distribution tables and summary statistics namely the mean and standard
deviation. Cronbach’s alpha coefficients were used to describe the reliability of the
measuring instruments. Exploratory factor analysis with a Varimax rotation was used
to determine the validity of the constructs of motivation/job satisfaction,
organisational climate and effectiveness of training and Cronbach coefficient alpha
was used to establish the reliability of the same constructs. Hypothesis testing was
conducted to look for significant differences between constructs across both pre and
post sample groups. Pearson correlation coefficients were used to determine the
relationship between the measuring instruments. Regression analyses were used to
develop possible significant models in line with the objectives of the study.
The results revealed that all constructs used were both valid and reliable, supported by
both the literature research and the empirical findings of this study. For example this
study provided a significant contribution in that it developed a valid and reliable
measuring instrument in the form of the effectiveness of a training questionnaire.
In addition, significant differences within constructs (namely, motivation/job
satisfaction and organisational climate) across both pre and post groups were
identified specifically in regard to certain demographics namely different
organisations, gender, age, home language and race. Also significant differences were
found between the levels of both motivation/job satisfaction and organisational
climate constructs of employees in terms of skilled/semi-skilled groups and
qualification levels in particular. It is also worth noting that, one of the study’s most
significant findings revealed that those employees that received more training are
more motivated and have an increased perception about their organisational climate
than those who received less or no training at all. Therefore, the two core variables of
this research (namely, motivation/job satisfaction and organisational climate) are both
influenced by skilled/semi-skilled groups as well as the amount of training received.
Finally, the results also revealed significant relationships between the constructs of
motivation/job satisfaction, organisational climate and effectiveness of training. A
few interesting regression models were also developed. The first and second models
respectively showed that effectiveness of training was strongly influenced by
motivation/job satisfaction and in the case of the second model by organizational
climate. A third model also revealed that motivation/job satisfaction could be well
modelled by the independent variables of self performance, organizational climate
and effectiveness of training and a forth showed that organizational climate could be
well modelled from the independent variables of self performance, motivation/job
satisfaction and effectiveness of training.
In conclusion, the significance and limitations of the research are discussed, followed
by recommendations for organisations and for future research.Thesis (Ph.D.)-University of KwaZulu-Natal, Westville, 2009.
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Jacobs, Everhardus Johannes. „The development of a predictive model of turnover intentions of professional nurses“. Thesis, 2007. http://hdl.handle.net/10210/109.
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South African nursing profession is in a crisis as professional nurses leave the country in search of lucrative work overseas. This exodus will have a catastrophic effect on the delivery of health care over the next decade. It is also clear that the shortages of staff due to the turnover problems in hospitals are also creating various other problems such as enormous pressure on existing employees, job stress and job dissatisfaction. Financial constraints to compete with international competitors, exchange rates, tax-free foreign money, the existence of many job opportunities overseas and the tendency that a person’s career is enriched with overseas experience, makes the retention of professional nurses almost uncontrollable for nursing employers in South Africa. The question was therefore asked whether employers should not rather focus their retention strategies on things they can control internally to retain their employees. An alternative approach, to build strategies around the needs and work circumstances of professional nurses, was therefore proposed. The focus of this study was to develop a predictive model with organisational culture and the selected mediating variables, namely knowledge sharing, organisational commitment, organisational citizenship and job satisfaction, as well as various demographic variables (sub-cultures, tenure, age, level of education, gender, race, home language, level of seniority, marital status, number of dependents) of turnover intentions. A General Linear Model approach was adopted to answer the research question. The relationship between organisational culture and turnover intentions was determined, followed by the independent and/or interdependent role of the demographic variables in predicting firstly, organisational culture and secondly, turnover intentions on a bivariate and a multivariate level. Thereafter, the objective was to determine the independent and/or interactive role of the independent variable (organisational culture) and the selected mediating variables (knowledge sharing, organisational commitment, organisational citizenship behaviour, job satisfaction) in explaining turnover intentions. The next objective was to determine whether knowledge sharing, organisational commitment, organisational citizenship behaviour and job satisfaction mediates the relationship between organisational culture and turnover intentions. The final objective was to determine a most parsimonious model by entering all demographic variables, the independent variable and the mediating variables simultaneously into an equation to determine which variables independently and/or interactively emerged to predict turnover intentions. The most important finding was that 49% of the variance in turnover intentions was explained by the proposed model when all the variables were simultaneously entered into the equation. Organisational commitment emerged as the only independent predictor in the final most parsimonious model of turnover intentions. This result support theoretical evidence of the importance of organisational commitment as predictor of turnover intentions. Organisational culture, in interaction with knowledge sharing and job satisfaction, emerged as predictors in the final model decreasing turnover intentions, while organisational culture in interaction with organisational citizenship behaviour increases turnover intentions of professional nurses. Organisational culture also emerged in interaction with white professional nurses, as demographic variable, decreasing turnover intentions. Organisational culture is therefore an important concept in determining turnover intentions, clearly emphasising the responsibility of nursing employers to seriously embark on internal strategies to prevent turnover amongst professional nurses. Various other demographic variables also emerged in interaction to determine turnover intentions in the final model. They are professional nurses in ICU/casualties and 50 years and older, 1-5 years in unit and an incumbent of a chief professional nurse position, 11 years and more in the current hospital and no dependents above 18, being married/co-habitating and no dependents above 18, 50 years and older and no dependents under 18 and working in ICU/Casualties and in possession of a degree. Finally, knowledge sharing, organisational commitment and job satisfaction mediated the relationship between organisational culture and turnover intentions, although only partially, while OCB’s did not mediated this relationship. Various conclusions and recommendations, theoretically, methodologically and empirically, were made as a result of this study. Further theoretical development of the concepts, especially knowledge sharing, the value of General Linear Modelling and further development of turnover models amongst professional nurses and other health professional alike, were recommended.Prof. Gert Roodt
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Mohamed-Padayachee, Keshia. „A total rewards framework for the attraction and retention of the youth“. Thesis, 2017. http://hdl.handle.net/10500/23628.
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Orientation: The face of the workforce as we know it, is changing dramatically through globalisation and the retirement of the older generation, and organisations are confronted with the need to change. Company strategies for attraction and retention require adaption, as the ‘one-size-fits-all’ model no longer appears to be appropriate for today’s multigenerational workforce. As employers aim to attract and retain high-value youth employees, it is more important than ever to understand the total rewards expectations that will attract and retain them.
Research purpose: To determine what changes and priorities organisations need to consider for their total rewards models to attract and retain qualified youths entering the workforce.
Motivation for the study: The need to understand what intrinsic and extrinsic rewards are aligned with the aspirations and values of skilled youths, in an ongoing attempt to attract and retain them.
Research methodology: The researcher utilised a sequential mixed-method research approach to evaluate the effectiveness of the reward categories of the WorldatWork (2015) Total Rewards Model and other reward elements identified during the literature review. Data were collected in two phases, using quantitative and qualitative methods.
Phase I: The quantitative method entailed a research questionnaire, distributed to defined professional databases, tertiary institutions, private and public listed companies, as well as parastatals. The researcher distributed 450 questionnaires, of which 276 usable questionnaire responses were received — a response rate of 61.3%.
Phase II: The qualitative method utilised interviews exploring the results obtained from Phase I; 11 interviews were conducted with qualified youths and human resource (HR) practitioners (HR generalists and recruitment-, remuneration-, and organisation development specialists). Their responses were captured and analysed.
ABSTRACT
DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 4 of 351
In both Phase I and Phase II, data were gathered while ensuring a high ethical standard and adhering to the defined research approaches. The data were analysed using appropriate statistical techniques to determine the relationship between the variables, ensuring reliability, consistency, and generalisability in Phase I, and transferability, credibility, dependability, and confirmability in Phase II, where a combination of deductive (for quantitative research) and inductive (for qualitative research) methods was applied.
Main findings/results: It was evident from the results that a different approach was required for attraction and retention of the youth, and that the ‘one-size-fits-all’ approach of the past will not be effective in the future. Through the research processes, the researcher found that the reward categories of the WorldatWork (2015) model are currently effective in attracting and retaining young talent, but that more will be required in the future. A new total rewards framework was constructed, reflecting the youth’s priorities, to aid attraction and retention of this generation.
Main outcomes:
Attraction: Seven reward categories were found to affect the youth’s attraction to organisations. These, in order of importance, are: (1) leadership and environment — supportive management and work environment, (2) benefits — retirement fund, medical aid, and leave, (3) performance incentives — long- and short-term incentives and share options; (4) individual development, (5) a safe/secure working environment — coaching/mentoring, working in different organisations to maximise career growth, CSR, and long-term job security; (6) work‒life and resources — extended employee benefits and tools to execute one’s work; (7) performance recognition — informal recognition and non-financial rewards; and formal recognition — formal recognition and lump-sum and annual bonus payments.
Retention: Seven reward categories were found to affect youths’ retention in organisations. These, in order of importance, are: (1) leadership and environment — supportive management and environment; (2) flexible and variable payment options — flexible payment options and Salary/Pay; (3) benefits — retirement fund, medical aid, and leave; (4) value-added benefits and services and individual development — employee wellness, CSR, employee discounts, formal coaching or mentoring, and extended time off; (5) recognition — informal and formal recognition
ABSTRACT
DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 5 of 351
and non-financial rewards; (6) career development — Career/Growth opportunities and learning and development; and (7) incentives — long- and short-term incentives and share options.
Research limitations: This research was limited to skilled youths.
Research implications, originality, and value: No empirical study exists that authenticates the WorldatWork (2015) Total Rewards Model and Generation Y theory. As employers strive to attract and retain high-value young employees, it is more important than ever to understand the expectations of these employees. This study contributes to the body of knowledge by identifying the reward preferences of the youth by offering a relevant rewards framework for attraction and retention of the youth.Graduate School of Business Leadership
D.B.L.
43
Ferreira, Nadia. „Constructing a psychological career profile for staff retention“. Thesis, 2012. http://hdl.handle.net/10500/6722.
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The research focused on constructing a psychological career profile for staff retention practices by investigating the relationship between employees’ psychological career meta-competencies (psychological career resources, career adaptability and hardiness) and their retention-related dispositions (job embeddedness and organisational commitment). A quantitative survey was conducted on a convenience sample of employed adults (N = 355) at managerial and staff levels in the human resource management field. A canonical correlation analysis indicated a significant overall relationship between the psychological career meta-competencies and the retention-related dispositions. Multiple regression analyses indicated the psychological career meta-competencies as significant predictors of the retention-related dispositions variables. Structural equation modelling indicated a good fit of the data with the canonical correlation-derived measurement model. Moderated hierarchical regression analyses showed that gender and marital status significantly moderated the relationship between the participants’ psychological career meta-competencies and the retention-related disposition job-embedded fit. Tests for mean differences revealed that males and females differed significantly regarding their self/other skills and hardy-commitment while the marital status groups differed signifcantly regarding their behavioural adaptability and hardiness. On a theoretical level, the study deepened understanding of the cognitive, affective, conative and interpersonal behavioural dimensions of the hypothesized psychological career profile. On an empirical level, the study produced an empirically tested psychological career profile in terms of the various behavioural dimensions. On a practical level, organisational staff retention practices in terms of the behavioural dimensions of the psychological career profile were recommended.Industrial & Organisational Psychology
D.Com.(Industrial and Organisational Psychology)
44
Agathagelou, Amanda May. „Individual psychodynamic development : the Imago relationship approach in organisational context“. Thesis, 2013. http://hdl.handle.net/10500/13371.
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Imago relationship therapy was originally applied to couples counselling by Dr Hendrix (1992, 1993). This model was applied to a group of senior managers from the Lonmin Platinum Mine to create an understanding of intrapersonal and interpersonal dynamics to reduce the conflict levels they experienced in the workplace. Imago theory is applicable to the workplace because of the influence of intrapersonal processes on interpersonal dynamics, which is the same influence that causes conflict in romantic relationships.
Love relationships consist of three stages, namely romantic love, the power struggle stage, and the real love stage. In the organisational context, these stages are the initial excitement phase, the power struggle stage, and the conscious relating stage. The study aimed to obtain quantitative and qualitative data on the effects of the Imago theory programme presented to the group of managers. The study thus aimed to determine whether the managers experienced a shift in their consciousness after the programme had been presented. Furthermore, the study aimed to determine whether such a shift in consciousness would have an effect on the individuals’ overall emotional wellbeing and if it would increase their overall life satisfaction. Furthermore, the study investigates if the programme had a positive effect on their interpersonal relationships (particularly with their subordinates).
Twenty-two senior managers and 22 subordinates participated in the study. Certain pre-tests were conducted, followed by the seven-module intervention. The same post-tests were conducted after the training had taken place. Quantitative and qualitative results were obtained. The quantitative results showed that the participants’ problem solving abilities improved and that they experienced marginally higher levels of life satisfaction. The reactivity levels experienced by the participants during conflict situations decreased, and their levels of marital satisfaction improved. The results also showed that the managers responded more positively to their subordinates after the intervention. Furthermore, the subordinates experienced their managers as being more flexible after the intervention. The qualitative results indicated that a shift in consciousness did take place as envisaged. The group understood both intrapersonal and interpersonal psychodynamics. They also willingly applied Imago concepts to improve their functioning in the organisational context.Psychology
D. Litt. et Phil. (Psychology)
45
Shan-KueiTeng und 鄧三桂. „The Relationship among Strategic Human Resource Training and Development System, Employee Retention and Job Performance- An Emprical Study of Taiwan TrainQuali System, TTQS“. Thesis, 2012. http://ndltd.ncl.edu.tw/handle/64718796251756365727.
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碩士國立成功大學
企業管理學系專班
100
In recent years, Firms face the competitive environment because of technology changing rapidly and globalization issues. It is to be an important agenda to firms to keep the competitive advantage for the business sustainable operation. Human capital is one of the key factors to keep the competitive advantage then achieve their business goal for a firm.That’s why, firms try to retent the key talent and ensure their job performance to meet the business strategy through human resource activities just like training and development programs in the firm. This research is designed to better understand the relationship among strategic human resource training and development system, employee retention and their job performance. Meanwhile, we also try to examine the mediating role of work engagement and organizational commitment. In this research, two versions of questionnaires were used: the supervisor version(A) and the employee version(B). We sent 90 sets of questionnaires to the 52 sampled companies, which sampling by purposive sampling from top 1,000 companies listed in the Common Wealth Magazine in Taiwan. 76 questionnaires A and 378 questionnaires B returned and 76 questionnaires A and 376 questionnaires B are usable and the final return rate is 84.4% and 83.6% for questionnaires A and questionnaires B. After collecting the data from the sampled companies, we use structural equation modeling（SEM） to examine the model fit and test research hypotheses. The findings form this research can be summarized as follows. First, there is the negative relationship between strategic human resource training and development system implemented and turnover intention. Secondly, there is the partial positive relationship between strategic human resource training and development system and job performance. Thirdly, work engagement fully mediates the relationship between strategic human resource training and development system and turnover intention. Forthly, organizational commitment fully mediates the relationship between strategic human resource training and development system and turnover intention. Finally, organizational commitment fully mediates the relationship between strategic human resource training and development system and job performance. The research’s most important contribution is that it’s empirical research to firm to find out that strategic human resource training and development system can be one of the HR practice to retent top talent and enhance their job performance and demonstrate the mediating effect does exist for work engagement and organizational commitment. Furthermore, Firms will conduct the strategic human resource training and development system. TTQS(Taiwan TrainQuali system) can be the good sample of the framework for the future implemention. These findings may contribute to the academic research and practical implications.
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Chiang, Chih-Tsung, und 蔣志忠. „A Study on the Relationship Among Leadership Style, Work Motivation, and Employee Retention - Taking Land Force Ordnance Readiness and Development Center for Example“. Thesis, 2017. http://ndltd.ncl.edu.tw/handle/s98k47.
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碩士中國文化大學
國際企業管理學系碩士在職專班
105
The development of “voluntarism” is not only the most important innovation of military recruitment system, but also the key to the success of national defense transformation. Through voluntarism and long military training period, national armed forces are able to recruit voluntary manpower with stronger intention and more experiences to effectively reduce the cost of educational training, exert the advantage of professional refining, and improve the disadvantages of frequent retirements and vacancy filling and difficulty in accumulation of combat power of “conscription system” to effectively improve the combat power of national armed forces. In fact, there is still a hidden problem in “voluntarism” - personnel turnover. If the factors to which voluntary soldiers attach importance at work can be found and adequate management system is implemented, employee retention of military talents can be effectively improved. Therefore, adjusting or correcting supervisors’ leadership style and understanding the work motivation of voluntary soldiers to further increase voluntary soldiers’ employee retention create a positive meaning to national armed forces’ promotion of “voluntarism.” As a result, this study investigated the relationship among “supervisors’ leadership style,” “employees’ work motivation,” and “employee retention.” This study understood the relationship among these three factors according to the investigation of past literature and questionnaire survey results. This study conducted a questionnaire survey, and distributed a total of 320 questionnaires. Voluntary soldiers currently serving at Land Force Ordnance Readiness and Development Center were asked to help complete the questionnaires. According to the analysis, there were 20 invalid questionnaires, and 300 valid questionnaires were returned, with a return rate of 93.75%. The research results showed that, transactional leadership or transformational leadership was significantly positively correlated with employees’ internal and external work motivation. Transactional leadership or transformational leadership was significantly positively correlated with employee retention. Work motivation was the intervening variable between leadership style and employee retention. The test result showed that work motivation has a partial effect. After the further test of various items, it had a full intervening effect on some of the items. According to the research results, this study proposed relevant suggestions as reference for national armed forces and subsequent studies.
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Nyathi, Felicity. „The relationship between career adaptability and organisational commitment amongst employees in the investment sector“. Diss., 2020. http://hdl.handle.net/10500/27433.
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Summaries in English, Zulu and Southern SothoThe primary aim of the study was to explore the relationship between career adaptability and organisational commitment of employees who work in the investment sector. The secondary aim was to ascertain whether individuals from various demographics (age groups, gender, ethnicity, qualifications, tenure and business unit) differed significantly regarding their career adaptability and organisational commitment. A cross-sectional quantitative, correlational research approach was followed where a non-probability convenience sample (n=200) of permanent employees in the investment sector was used. The instruments used for the study were the biographical questionnaire, Career Adapt Abilities Scale (CAAS) and Organisational Commitment Questionnaire (OCQ). The research results revealed statistically significant relationships between career adaptability and organisational commitment of employees who work in the investment sector in terms of correlational and inferential statistical analyses. There were statistically significant relationships between the demographic variables with some dimensions of career adaptability and organisational commitment. The test of mean differences revealed that some differences exist in career adaptability and organisational commitment in terms of demographical variables. The study provides recommendations for use by industrial psychology professionals in terms of career adaptability and organisational commitment practices, specifically within the investment sector.
Inhloso engaphezulu yalolucwaningo yabe ingukucubungula ubudlelwano phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwabasebenzi ezinkampanini zasengxenyeni yokukhulisa umnotho wezimali. Inhloso engaphansi yabe ingukungukuqondisisa ukuthi ngabe labasebenzi abakhethiwe bayahlukahlukana na ngokwenhloso engaphezulu uma kucutshungulwa ngokweminyaka yobudala babo, nangokohlanga lwabo, nangokwezinga lemfundo abalizuzile ekuqeqeshweni kwabo, nangokwesikhathi asebasisebenzile egunjini elikhethiwe enkampanini yabo. Ngokwenhloso engaphansi, lolucwaningo lacubungula ngokuqhathanisa okusemaphakathini kwalabasebenzi abangu (n=200) ababekhethwe kalula bebonke, ngesizathu sokuqhashwa kwabo ngokuphelele kulenkampani eyabe ikhethiwe. Amathulusi asetshenziswa ahlaziya ngokwenhloso yangaphansi eqoshelwe ukucubungula izilinganiso zamakhono emfundo-msebenzi (CAAS) kanye nokuzibophela kwabasebenzi ezinkampanini abasebenza kuzo (OCQ). Imiphumela yocubungulo yabubonisa ngokungasoleki ubudlelwano obuqondile nobuchazekayo ngokwamanani ohlaziyo phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwalabasebenzi enkampanini eyayikhethiwe esengxenyeni yokukhulisa umnotho wezimali. Imiphumela yocubungulo yabubonisa futhi ubudlelwano obungasoleki phakathi kweminyaka yobudala yalabasebenzi ababekhethiwe, nobulili babo, nobuhlanga babo, nezinga lezifundo abalifinyelele, nangeminyaka asebayisebenza engxenyeni abasebenza kuyo umakulinganiswa ukuzinza ezifundweni-msebenzi nokuzibophela kwabo lulenkampani ekhethiwe abasebenza kuyo. Ngaleyondlela, ucubungulo lwezilinganiso ezahlukahlukene lwabonisa ukuthi ukhona umahluko phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwabasebenzi ngokwenhloso engaphansi. Kanjalo, locubungulo lunikeza imibono engasetshenziswa ozosayensi bengqondo mayelana nokuziphatha kwabasebenzi umabefuna ulwazi ngokuzinza ezifundweni-msebenzi nasekuzibopheleni ezinkampanini kwabasebenzi.
Morero oa pele oa boithuto e ne e le ho lekola likamano lipakeng tsa ho ikamahanya le maemo mesebetsing le boitlamo ba mokhatlo hara basebetsi ba lekala la matsete. Morero oa bobeli e ne e le ho netefatsa hore na batho ba lilemo tse fapaneng, bong, morabe, mangolo a thuto, nako ea khoebo le khoebo li fapane haholo mabapi le ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo. Mokhoa o fapaneng oa likarolo tse ngata, oa boithuto o kopaneng o ile oa lateloa moo sampole e sa khonehang ea bonolo (n = 200) ea basebetsi ba ka mehla lefapheng la matsete e sebelisitsoeng. Lisebelisoa tse sebelisitsoeng bakeng sa boithuto e ne e le lenane la lipotso tse mabapi le lipale tsa bophelo, Career Adapt Ability Scale (CAAS) le Organisational Commitment Questionnaire (OCQ). Sephetho sa lipatlisiso se senotse likamano tsa bohlokoa lipalo pakeng tsa ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo hara basebetsi ba lekala la matsete ho latela ditshekatseko tsa liphuputso tse amanang le lipalo-palo. Ho bile le likamano tsa bohlokoa lipalo-palong lipakeng tsa lilemo, bong, morabe, mangolo a thuto, nako ea khoebo le yuniti ea khoebo maemong a mang a ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo. Liteko tsa liphapang tse boleloang li senotse hore liphapang tse ling li teng molemong oa ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo ho latela maemo a palo ea batho (lilemo, bong, mangolo a thuto ea morabe, nako ea khoebo le khoebo). Litlhahiso li khothaletsa hore li ka sebelisoa ke litsebi tsa kelello tsa indasteri le tsa mokhatlo le litsebi tsa litsebo tsa batho mabapi le ho ikamahanya le maemo mesebetsing le litloaelo tsa boitlamo ba mokhatlo, haholoholo lekaleng la matsete.
Industrial and Organisational Psychology
M. Com. (Industrial and Organisational Psychology)
48
Moeketsi, Maganyane Mittah. „Retention of employees in the institutions of higher learning with special reference to the central university of Technology : Free State“. Diss., 2013. http://hdl.handle.net/10500/13861.
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The research investigates the retention of employees in the institutions of higher learning and the focus is placed on the Central University of Technology: Free State (CUT). The research is undertaken because the employees at the Central University of Technology: Free State, are resigning from their positions and join rival institutions and other organisations. This creates a problem on part of students, fellow employees and management. There is therefore, a need to find reasons behind these mass resignations of employees and also to look at the retention strategies that can be employed to keep employees at the Central University of Technology: Free State.
In order to address the above purpose of the research, various retention strategies to keep talented employees are discussed, and factors that lead to employees leaving the institutions are also placed under the spotlight. The discussion shows that talent management has a direct relationship with employee needs and motivation. Qualitative and quantitative methods of research are used to analyse the retention strategies employed at the Central University of Technology: Free State. The findings of the research reveal that factors such as working environment, satisfying work-life, personal career development, emotional exhaustion as well as rewards versus performance exacerbate mass exodus of talented employees at the institution. It is also disclosed that there are retention strategies in place but are not effectively implemented.
The findings revealed that managers and supervisors play crucial roles in the interpretation and implementation of strategies. Working conditions should be improved so that employees stay with the institution and perform to the best of their ability. Training should be made compulsory for every employee as it provides necessary skills. Best performance and rewards should match performance in order to keep employees at the institution.Public Administration & Management
M.Admin. (Public Administration)
49
Kissoonduth, Krishnambal. „Talent management : attracting and retaining academic staff at selected public higher education institutions“. Thesis, 2017. http://hdl.handle.net/10500/24225.
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The challenge being experienced by higher education to attract and retain talented academics, particularly black staff, motivated this particular study. The challenge has been experienced by the higher education sector since the democratic dispensation in South Africa in 1994 with minimal published research having been undertaken in this specific field. In addition, it did not appear that there was a tangible solution or strategy by education leaders to respond to the crisis facing higher education. Meanwhile, seasoned academics, particularly white staff, continue to retire taking with them invaluable intellectual capital at a loss to academe. The challenges cited by academics for leaving academe do not augur well for the academic profession as a career of choice particularly for young black potential academics. The present study adopted a mixed methods approach using data collection instruments associated with both the quantitative and qualitative research paradigms. Talent management typically consists of four pillars of intervention viz. attraction, retention, development and deployment. The first part of the doctoral thesis focussed on the analysis of literature and empirical documents found in three of the four talent management pillars, namely attraction, retention and development. Deployment is not practical in the academic sector. The second part of the doctoral thesis focussed on a sample of academics in particular colleges or faculties at three South African universities. In the process following the implementation of the survey and interviews, ideas and themes were identified in the data. The research study presented a recommendation in response to the challenge to attract and retain academics, particularly black staff, with a particular emphasis on the development of black academics at lower levels. This is within the broader context of the academic employer value proposition. The study recommends that to attract and retain talented academics, particularly black staff, education leaders should focus on investing resources into the management of talent inherent in black academics at lower levels.Public Administration
D. P. A.
50
Sabbagha, Michelle Fontainha de Sousa. „A model of employee motivation and job satisfaction for staff retention practices within a South African foreign exchange banking organisation“. Thesis, 2016. http://hdl.handle.net/10500/23278.
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Foreign exchange banking organisations afford individuals great career opportunities, and therefore endeavour to attract high-caliber employees who are self-motivated and create the dynamic, innovative and professional culture characteristic of the organisation. Retaining key talent characterised by skills shortages has become an imperative for sustaining competitive business performance in a fast-changing economic environment. The general aim of this research was to develop a model of employee motivation and job satisfaction for staff retention practices in a foreign exchange banking organisation. The concepts of employee motivation, job satisfaction and employee retention were discussed with regard to their history, conceptual foundation, theoretical approaches, types, variables and consequences. The theoretical model was developed accordingly on the basis of the literature review, and revealed the factors that could influence employee retention. The main purpose of the empirical research was to operationalise the theoretically derived motivation and job satisfaction concepts, statistically determine the underlying variables of motivation and job satisfaction that influence employee retention and develop a structural equation model to verify the theoretical model. A quantitative empirical research paradigm using the survey method was followed. Explanatory and descriptive research was used in this study, with a sample of 341 foreign exchange banking individuals drawn from a financial institution. Three questionnaires and a biographical questionnaire were adapted and administered to employees. The Work Preference Inventory (WPI) measured employee motivation, the Job Satisfaction Survey (JSS) measured job satisfaction, and the Employee Retention Questionnaire (ERQ) measured employee retention intention.
A structural equation model development strategy produced a new best-fitting retention model based on the new constructs postulated in the factor analysis. The model indicated that job satisfaction explained the highest variance of retention when compared to motivation.
The research should contribute towards a comprehensive understanding of the factors that influence employee retention. The new model of employee motivation and job satisfaction for staff retention practices in a South African foreign exchange banking organisation could assist organisations in retaining skilled and talented staff.
The study should encourage practitioners to take cognisance of the fact that organisations are different and that the motivation and job satisfaction factors for employee retention need to be considered.Public Administration and Management
D. Com. (Industrial and Organisational Psychology)