Abstract
Within the global industrial economy, engineers as highly skilled knowledge workers are sought after by competing organisations. The current shortage of engineers has seen organisations aim to implement effective retention strategies. However, most energy organisations in South Africa use strategies that are not entirely effective for retaining engineers. This study investigated strategies used to retain engineers in the South African energy sector, aiming to identify effective measures that organisations can adopt to reduce turnover intentions. Through a comprehensive literature review and data analysis, key retention strategies such as job security, challenging work and career-advancement opportunities were highlighted as the most widely adopted, while work-life balance, autonomy, and innovation and technology were not effectively adopted and implemented. Questionnaires were distributed to a sample of engineers in the South African energy industry who were identified with snowball sampling. The participants were asked to rate the adoption and level of effectiveness of a range of strategies identified from the literature review and to provide insights into alternative retention strategies. Findings revealed that Generation Y engineers (aged 31–43), who made up a substantial portion of the participants of this study, value work of a challenging nature and career growth and development opportunities. The study also identified gaps in compensation structures, leadership and management practices, and organisational culture, all of which hinder effective retention. Recommendations for organisations include tailoring strategies to align with generational and career-stage preferences, increasing a work-life balance through supportive policies, and promoting inclusive leadership and organisational cultures. Additionally, investments in advanced tools and technologies can address autonomy-related challenges. Future longitudinal research could explore the evolving effectiveness of retention strategies
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and their correlation with demographic factors. This research provides a foundation for developing dynamic and forward-thinking retention strategies to address the unique challenges faced by the South African energy sector.