Rethinking undergraduate curricula: A Delphi study of the Human Resource Management and Industrial and Organisational Psychology.
- Authors: Venter, A. , Barkhuizen, N.
- Date: 2005
- Subjects: Human Resource Management , Industrial Psychology , Organisational Psychology , Delphi technique
- Type: Article
- Identifier: uj:6511 , http://hdl.handle.net/10210/2710
- Description: The aim of this qualitative study is to bring clarity to the confusion about the interconnectedness, similarities and differences between the fields of Human Resource Management (HRM) and Industrial and Organisational Psychology (I&OP), for the purposes of curriculum development. The Delphi technique was used to gather data from 13 participants (five international and eight national). Analysis was done interpretively using Atlas.ti. Results indicate that HRM and I&OP are distinct but interrelated fields of study and can therefore be presented in separate but interrelated undergraduate curricula.
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Talent management, work engagement and voluntary turnover at a Namibian Financial Institution
- Authors: Barkhuizen, N. , Kasera, J.
- Date: 2022
- Subjects: Financial institution , Institutional performance , Talent management
- Language: English
- Type: Journal article
- Identifier: http://hdl.handle.net/10210/494289 , uj:44836 , Citation: Barkhuizen, N. & Kasera, J. 2021. Talent management, work engagement and voluntary turnover at a Namibian Financial Institution.
- Description: Abstract: ABSTRACT The Namibian financial industry operates in a very competitive and unpredictable environment—one in which employers face limited availability of the specialised employee skills to perform the required operations effectively to achieve strategic objectives. The main objective of this research was to determine the relationship between talent management, work engagement, and voluntary turnover at a Namibian financial institution. A quantitative research approach was followed, with data gathered from employees at the institution (n = 91). Three measuring instruments—a talent management measure, the Utrecht Work Engagement Scale, and a voluntary turnover intention questionnaire—were administered. In general, it appears that participants were deployed in job positions aligned with their career choice, that respondents could associate themselves with the brand of their institution, and received adequate performance feedback. Although the respondents indicated moderate to high levels of work engagement, about half of them considered quitting their jobs. The results also showed that the employees perceived a lack of talent mindset, talent retention strategies, and inadequate compensation from their employer. Talent management, work engagement, and voluntary turnover were significantly related. This research emphasises the importance of adequately assembled talent management practices and strategies to enhance positive individual outcomes.
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