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Total rewards : a study of artisan attraction and retention within a South African context

- Schlechter, Anton, Faught, Charl, Bussin, Mark

Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support

- Smit, Wilmien, Stanz, Karel, Bussin, Mark

The influence of an organisation's perceived market orientation on the personality trait profile of its salespeople

- Dos Santos, M.A.O.

  • Authors: Dos Santos, M.A.O.
  • Date: 2011-11-30
  • Subjects: Sales personnel , Sales personnel rating , Employee motivation , Employee retention
  • Type: Thesis
  • Identifier: uj:1761 , http://hdl.handle.net/10210/4115
  • Description: D.Comm. , The market orientation construct describes the behaviours and activities necessary for an organisation to become market oriented - in other words reflect its adoption of the marketing concept. In this study an organisation's perceived level of market orientation was determined using salespeople to assess the extent to which their organisations exhibited market oriented behaviours. The results obtained revealed that on the whole salespeople tend to see their organisation as having above average levels of market orientation. Market oriented organisations provide salespeople with a support system that enable them to provide their customers with optimal satisfaction since everyone in the organisation is focused on this objective. Salespeople operating in market oriented organisations will tend to experience less role stress than those salespeople operating in organisations with lower levels of market orientation. Salespeople with certain personality traits are better able to cope with role stress and therefore these individuals would probably be found in organisations with low levels of market orientation. In this study the personality trait profiles of salespeople working for organisations with different perceived levels of market orientation were determined and the results obtained were correlated with their perceptions of their organisations level of market orientation. The results obtained revealed that there was a correlation between two of the salesperson's personality traits namely, gregarious and energies and their organisation's perceived level of market orientation. The personality dimensions measured in this study were also used to develop a model whereby one could predict 68% ofthe overall respondents correctly in terms of their customer or competitor orientations. Two factors namely apprehensive and conservative, with a negative loading entered into the model in this order, would enable one to predict the salesperson's dominant orientation.
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Factors affecting the retention of knowledge workers : a case study in a utility engineering department

- Nkuta, M.F.

  • Authors: Nkuta, M.F.
  • Date: 2018
  • Subjects: Employee retention , Labor turnover , Knowledge workers
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/393606 , uj:32572
  • Description: Abstract: Talented knowledge workers play a crucial role in the ever-changing world and in today’s knowledge economy. Knowledge workers should form part of every organisation’s retention plans to stay competitive. However, retaining knowledge workers remains a challenge today due to their mobility and a constant search for greener pastures. Organisations should welcome this challenge as these workers hold a strategic value and can be considered a key differentiator. Knowledge workers are known for their high mobility and when they leave an organisation, they leave a knowledge deficit. Thus, keeping talented knowledge workers ensures that the knowledge in their minds is not lost to the organisation. To understand the retention cognition of knowledge workers, a literature review was conducted to identify factors which affect the retention of knowledge workers and to develop retention measures to keep them. The retention measures ensure that the knowledge remains in the organisation. Archival records, questionnaires and interviews were used to collect data from an engineering department of the Production Unit ABC in relation to factors affecting the retention or turnover decisions of knowledge workers. The knowledge workers were referred to engineering practitioners; those who performed engineering work or provided technical support. From the results it was clear that the following factors, e.g., compensation, organisational culture, leadership and work environment affect the retention of knowledge workers. Compensation and benefits, work environment, training and career development opportunities as well as family support were found to be prominent retention measures. The conclusion that can be drawn is that several factors affect the retention of knowledge workers, their decision to leave or stay within their place of employment and although there are ways to retain the best talent, knowledge workers can simply leave if they so wish. , M.Ing. (Engineering Management)
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The relationship between employees’ perceptions of their leaders’ attitudes and employee retention

- Mendes, Kaye Cindy

  • Authors: Mendes, Kaye Cindy
  • Date: 2014-05-05
  • Subjects: Leadership , Organizational behavior , Work - Psychological aspects , Employee retention
  • Type: Thesis
  • Identifier: uj:10924 , http://hdl.handle.net/10210/10498
  • Description: M.Com. (Business Management) , The purpose of this quantitative study was to determine the relationship between employees’ perceptions of their leaders’ attitudes in terms of being caring, and employee retention in an insurance organisation in South Africa. The employee turnover rate in 2012 for this organisation was 24%. Non-managerial employees for the national insurance company were surveyed. The psychometric instrument used to measure the data was the Survey of Perceived Organisational Support (SPOS). Analysis of data revealed a significant difference between the employee’s perceptions of their leaders’ attitudes toward their subordinates, and employee retention. However, the age of the employees and the number of months employed by the organisation indicated a correlation. This will allow organisation leaders to be better equipped and more proactive rather than reactive in terms of employee retention actions and plans
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The impact of rewards on motivation of staff at a medical services organisation

- Callakoppen, Lee Ricardoe

  • Authors: Callakoppen, Lee Ricardoe
  • Date: 2016
  • Subjects: Employee motivation , Incentives in industry , Medical care , Employee retention
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://ujcontent.uj.ac.za8080/10210/390700 , http://hdl.handle.net/10210/124483 , uj:20922
  • Description: Abstract: Orientation: Healthcare workers fulfil a critical role in the achievement of economic and social growth. Excessive cost in the private healthcare sector and the importance to increase capacity and retain human resources, have drawn the attention of many stakeholders in South Africa in recent times. Motivational theorists have shown that total rewards are vital when considering how organisations and economies need to sustain employee’s motivational levels to retain healthcare workers and the associated skill. Study / research purpose: The primary objective of the study was to establish whether or not reward serves as motivator for employees in a medical services organisation. Secondly the study was aimed to establish if educational and occupation levels impact the level of motivation of employees. The secondary objectives were to establish whether demographic variables among other variables such as race, age and job families have an impact on employee’s motivation levels. Motivation for the study: An understanding from the opinions gathered from the research would enrich the knowledge of managers and organisations when developing total reward models, policies and practices in medical services organisation within the South African context. Research methodology: An electronic questionnaire was distributed to 3000 employees in medical services organisation via an electronic survey tool. The input from 732 questionnaire respondents was used in the data analyses, to arrive at the main findings. Key / main findings: Through data analysis the results illustrated that employees from the medical services organisation would be motivated by payment (monetary rewards), benefits and promotional opportunities. The results also found that educational levels and profession (clinical versus non-clinical) does not influence the reward preferences and thus the level of motivation of employees. However the results presented significant variances for some of the demographic variables among other variables, specifically for ethnicity / race and gender. Practical implications: The organisation can formulate reward policies and practices more effectively and achieve efficiencies, according to these findings by... , M.Phil. (Human Resource Management)
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Employee retention within Standard Bank Group IT

- Mohlala, Joy Gloria Hlengiwe

  • Authors: Mohlala, Joy Gloria Hlengiwe
  • Date: 2011-09-13T09:45:51Z
  • Subjects: Employee retention , Personnel management , Standard Bank South Africa Group IT
  • Type: Thesis
  • Identifier: uj:7207 , http://hdl.handle.net/10210/3841
  • Description: MBA , The Information Technology (IT) industry is currently faced with a shrinking pool of IT professionals as a result of the increasing demand for these professionals. One of the major contributors to the increasing demand is the rapidly advancing technological markets, which have resulted in a widened gap between the availability and demand of IT professionals. The increasing demand for skilled IT professionals has resulted in the war for talent as organisations fight to attract and retain individuals who possess the types of skills that are scarce. The war for talent is pressurising organisations to start devising strategies for attracting and retaining targeted employees. Standard Bank South Africa Group IT (SBSA GIT) has also been affected by the war for talent. This study was conducted in order to understand some of the challenges facing the SBSA GIT leadership regarding employee retention. This study was conducted using the interpretive, case-study research design which was conducted through interviews held with the SBSA GIT leadership. The sample of interviewees comprised of four directors and thirteen senior managers. The interviews also revealed that SBSA GIT is affected by the shrinking pool of IT professionals. The interviewees indicated that there is a shortage of the skills set for which the leadership team is looking in the industry. The research findings indicate that high employee turnover is the main contributor of the skills shortages in the SBSA GIT department. The interviewees stated that the non-existence of a proper retention strategy for SBSA GIT has made it difficult for them to identify the type of skills that are critical to the organisation and which must be retained. The absence of this strategy has made it difficult for the department to come up with the standardised way of retaining employees. As a result, there is no consistency as to what managers do in their individual units. The issue of salaries was also raised as contributing factor to high turnover of employees. The interviewees stated that employees who have been with the organisation for a long time are not paid market related salaries, and end up leaving the organisation. This iv study also identifies some initiatives that can be implemented by SBSA GIT to reduce employee turnover. The recommendations provided in this study are the proposed solutions as to how the defined objectives can be realised. These recommendations include implementing the talent management process, creating dialogue with the employees, designing the employee value propositions that will be specific to SBSA GIT, and identifying the methodology that will be implemented by SBSA to implement the employee retention strategy.
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Exploring retention factors and job security of nurses in Gauteng public hospitals in South Africa

- Dhanpat, Nelesh, Manakana, Tlou, Mbacaza, Jessica, Mokone, Dineo, Mtongana, Busisiwe

Understanding talent attraction : the influence of financial rewards elements on perceived job attractiveness

- Schlechter, Anton, Hung, Angel, Bussin, Mark

The extent and impact of mobility in the South African public service amongst senior managers and professionals

- Hitzeroth, Marlon L.

  • Authors: Hitzeroth, Marlon L.
  • Date: 2014-02-05
  • Subjects: Employee retention , Labor turnover , Public Service - South Africa
  • Type: Thesis
  • Identifier: uj:8061 , http://hdl.handle.net/10210/8992
  • Description: M.B.A. , This paper investigates the causes and impact of mobility among senior managers and professionals within the South African public sector and is intended to contribute to debate on the theoretical and operational merits of understanding turnover by offering a best practise retention model as an approach to analysing and managing turnover. This investigation takes place within the context of a relatively young democracy that presents unique opportunities and challenges for a public sector guided by the strategic objective of optimum service delivery. This strategic imperative requires the recruitment and retention of skills at senior levels in order to ensure the efficacy of government and is exacerbated by limited resources in relation to what is on offer within the private sector. As such, this investigation into the causes and effects of mobility among senior managers and professionals also aims to establish the extent of mobility on these levels as well as offer strategies that will assist in the retention of these categories. The investigation explores the conceptual framework and theoretical contribution of current debate on retention, as well as offering thoughts on logistical and operational issues.
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Talent management during mergers and acquisitions in emerging economies

- Retief, Lance Andre

  • Authors: Retief, Lance Andre
  • Date: 2018
  • Subjects: Consolidation and merger of corporations , Employee retention , Corporate culture , Business communication , Organizational change - Management
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/271946 , uj:28933
  • Description: Abstract: Ninety percent of high tech mergers and acquisitions fail to deliver the expected increases. Talent retention, communication and integration of corporate cultures are of the major people challenges experienced in mergers and acquisitions. The failure to retain key talented staff and the successful integration of corporate cultures often cause productivity levels to drop to as low as 50 percent, employee satisfaction levels drop by 14 percent and 80 percent of employees feel that leaders were concerned with the financial benefits at the expense of people. Research on mergers and acquisitions over the last 20 years were predominantly conducted using quantitative research methods with a focus on finance, accounting and economics. The need to conduct more qualitative research methodologies have been expressed with a focus on people as oppose to financials and economic data. This study followed a qualitative, realism, interpretivist approach in order to understand and seek rich descriptions from various participants on their diverse acquisition experiences which tells a story of why talent may decide to stay or leave post an acquisition. Data was collected using predominantly semi-structured open ended interviews. Nine acquired employees from different acquisitions were interviewed, some of which resigned post their acquisition. A thematic analysis process was used to analyse the data. Conclusions were drawn from the themes and the relationships between them. The study confirmed what the literature says on mergers and acquisitions and people integration challenges. Corporate culture differences, HR due diligence, HR integration plans and the management of change are key drivers impacting employees’ decision to leave or stay post an acquisition. Corporate culture differences include, structural, process and procedure difference. HR due diligence include effective communication before and during an acquisition and HR integration plans refer to the initiatives acquirer firms implement to manage the integration process. The management of change include the acquirer firms’ ability to put robust change management plans in place and the personal coping mechanisms acquired employees adopt to manage the change. The study concluded that the factors that impacted employees’ decision to stay or leave after an acquisition varied. Of the main factors included the inability to cope with... , M.Phil. (Management)
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Problems facing construction companies in retention of employees in South Africa : a case study of Gauteng Province

- Nkomo, W., Thwala, Wellington Didibhuku

  • Authors: Nkomo, W. , Thwala, Wellington Didibhuku
  • Date: 2009
  • Subjects: Construction industry employees , Employee retention
  • Type: Article
  • Identifier: uj:6211 , ISBN 978-0620-44689-1 , http://hdl.handle.net/10210/5299
  • Description: The aim of this article is to look at the experiences, challenges and problems contributing to retention of employees within construction companies. In alleviating job hopping problem mostly in other international countries construction companies through the methods used to retain construction employees. It will investigate the causes of job hopping, determines the current retention strategies and the cost of job hopping to the employers. The article then describes the problems, challenges and experiences that have been encountered in South African construction companies to retain construction employees in their respective companies and in South Africa and proper solutions.
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Early-career expectations and retention factors of generation Y engineers

- Vieira, Julie-Ann

  • Authors: Vieira, Julie-Ann
  • Date: 2012-06-05
  • Subjects: Engineers , Engineering graduates , Career expectations , Job satisfaction , Generation Y , Employee retention
  • Type: Mini-Dissertation
  • Identifier: uj:2454 , http://hdl.handle.net/10210/4911
  • Description: M.A. , Orientation: Skills shortages, particularly in the engineering field, have resulted in organisations searching for effective retention programs. With the widespread change in the composition of workforces, some researchers have suggested that programs be specifically designed to address the career expectations of different generational groups as this may enhance retention. Research purpose: Although much research on generational cohort theory exists, much of it is contained in popular media as opposed to academic literature. Further, there is a lack of academic research linking work expectations to specific retention factors for different generational cohorts of workers, particularly Generation Y. This research aimed to establish what the career expectations and retention factors of Generation Y engineers in the organisational entry and early phases of their careers are. Motivation for the study: In South Africa, engineering is the profession that experiences the most difficulties in filling vacancies; a situation which emphasises the need to retain our engineers. In order to retain these engineers effectively, it has been suggested that tailor-made retention programs be implemented for different generations. Some researchers have however expressed that employees that are currently entering the workplace have distinctly different characteristics to earlier generations. The primary motivation for the research study was to establish the career expectations and retention factors of engineering graduates within the research setting. As a secondary motivation, the research aimed to establish what differences exist between Generation Y and earlier generations, if any. Research design: An exploratory study from an interpretive perspective was designed whereby the responses from 22 participants, obtained during one-onone in-depth interviews, were thematically analysed to derive an understanding of the value that participants placed on career expectations prior to entering the world of work and the retention factors subsequent to entering the world of work. A focus group with three participants, who were part of the initial interviewing v process, was then facilitated to explore the first order themes uncovered in the initial interviews. Main findings: Results show that, engineers, believed to part of Generation Y, value gaining engineering experience, ideally practical experience on actual engineering sites; learning, mentorship, involvement in engineering design, training and development, work-life balance, and the ability to manage their own career development. Although there were some similarities between career expectations and retention factors of engineering graduates in the organisation entry and early phase of their careers with reported characteristics of Generation Y, the research findings are not overwhelming to safely conclude that generational differences impact the turnover and retention of engineers. Practical/Managerial implications: Participants expressed the critical importance of a structured graduate development program that allowed for growth and development particularly through mentorship and the gaining of engineering experience. A program that is aligned to an overall graduate policy which depicts clear lines of management responsibility and levels of engagement for its operation in order to satisfy and meet graduates’ career expectations could enhance retention. Further, a program whereby graduates are afforded the opportunity to gain work experience on projects on site could also enhance retention significantly. Induction and on-boarding programs that specifically facilitate an understanding of the business as well as specific engineering practices could also enhance retention. Ensuring that engineering graduates are allocated work with elements of engineering design was deemed to be a critical factor for the retention of engineering graduates. Contribution and value add: Engineering consulting organisations who wish to retain their engineering graduates for longer periods of time may find this research of particular interest as it highlights what engineering graduates in the organisational entry and early career phase of their careers generally expect from the world of work prior to entering the workforce as well as subsequent retention factors after joining the world of work. These findings could be of interest to South African engineering consulting organisations, given the current scarcity of technical human resources, as vi it may provide insight, and in so doing, assist them in planning programs to address the problem of retaining engineers in our country.
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Attracting and retaining IT talent within the insurance industry

- Mukansi-Manganye, Yolanda Kulani

  • Authors: Mukansi-Manganye, Yolanda Kulani
  • Date: 2014-06-21
  • Subjects: Insurance companies - Employees - Recruiting , Employee retention , Computer service industry - Employees - Recruiting , Insurance companies - Information technology
  • Type: Thesis
  • Identifier: uj:11571 , http://hdl.handle.net/10210/11278
  • Description: M.Com. (Business Management) , Globalisation and the multi-generational workforce have made an impact on the workforce and the workplace. Demographic shifts are creating an aging population, creating a growing skills shortage which is putting pressure on businesses to create knowledge workers with cutting-edge expertise. Coupled with the explosion of new technologies and the application of , these issues have changed the way organisations work, recruit, and retain their employees. Organisations all over the world are faced with the challenge of attracting and retaining talent in their environments, resulting in the global marketplace for talent being far more competitive than ever before. This study was undertaken to gain an understanding of what factors within an IT organisation attract talented individuals. The study was concerned with identifying influences that also drive these talented individuals to remain with an organisation once they have joined. The study aimed to identify strategies that organisations can adopt to assist them with the attraction and retention of IT talented individuals. This study took place in a South African insurance organisation. Interviews in the form of unstructured face-to-face individual interviews, as well as focus groups, were conducted to understand the factors considered by IT talent when making employment decisions. Seventeen employees who were deemed talent by the researched organisation took part in the study. Based on the findings of the study, the factors that attracted IT talent to the organisation were organisational reputation, remuneration, the IT technology used by the organisation, and growth prospects. For retaining IT talent, factors highlighted were growth opportunities, recognition and reward, meaningful role and responsibilities, work environment – flexible working arrangements, market related remuneration, and management style. The study concludes that there are a number of factors that influence IT talent in their decision to either join or leave an organisation. Organisations need to provide a variety of these factors in order to cater for the different needs IT talent possesses.
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Staff retention in the engineering industry

- Yates, M. E. B

  • Authors: Yates, M. E. B
  • Date: 2012-09-11
  • Subjects: Employee retention , Engineering personnel
  • Type: Mini-Dissertation
  • Identifier: uj:10031 , http://hdl.handle.net/10210/7420
  • Description: M.Comm. , Staff Retention in the Engineering Industry: Proactive staff retention should be a primary goal of every company and not just those involved in engineering activities. Every departing employee takes with them a set of learned skills and knowledge that cannot be replaced, and also deprives the company of the personnel that are required to mentor and coach the new engineering personnel that are coming into the industry from the Universities and Technikons. Engineering skills cannot be classroom taught in their entirety, there is a need for mentorship and coaching of the finer skills and expertise and for this there is a reliance on the 'old hands' to pass on some of the knowledge they have acquired. The rationale for this study was a perception that there is a high rate of churn in the engineering industry and that engineers and technicians are moving quickly from one employer to another and some times out of the engineering profession completely. The perception from the employer's standpoint appears to be that this is solely for remuneration reasons. The employer may not be aware of the true reasons for the dissatisfaction that leads to high turnover rates for engineering personnel and that through the application of some basic employment relationship principles this could be arrested to the significant benefit of the company. The purpose of this study was to investigate the factors that affect the mobility of engineering personnel in the South African work environment. The study examines some of the key relationship issues that the employees have with the employer and the employer's representatives, and the perceptions of the employees regarding how well these are being administered. The study also examines the key factors of employee satisfaction and dissatisfaction and compares these with the findings of the Herzberg studies of the 1950's and 1960's. The findings of Herzberg are still valid to this day. The target population was those engineers and technicians that are registered through the Engineering Council as professional engineers, technologists and technicians or candidate professional engineers, technologists and technicians. The research instruments were distributed electronically by the Engineering Council. Most of the responses were received electronically with only two of the responses being received by post. The demographics were reviewed and the majority of respondents were white males, some responses were received from other race and gender groups but the response was too small to bear significant analysis. From the analysis of the responses to the research instrument a series of recommendations are made for the employer regarding the establishment of an environment that will encourage employees to remain in the employ of a company and also for the establishment of a proactive retention strategy for employees. The recommendations made include a structured approach to the management of the 'employment life cycle'. Ensuring the employees receive a sound induction program starting with the employment interview, are mentored and coached, receive regular performance management assessments, and are challenged and developed through job enrichment. Provide the employee with room to grow. For work well done express sincere appreciation, ensure workplace stress is managed and that there is a balance between work and life. Ensure there is security and that this iscommunicated honestly from the senior executives. Where employees do resign then the employer should conduct a full exit interview and ensure knowledge of the employment experience is channelled back into the company employment program. The study reflected on the findings of Herzberg and reinforced the management of the hygiene factors and the true motivators. Within the capabilities and practices of the company the employer should review the hygiene factors and true motivators and ensure that these are addressed to assure minimal dissatisfaction and the maximum is employee satisfaction.
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The relationship between leadership and work engagement

- Bisnath, Roma

  • Authors: Bisnath, Roma
  • Date: 2017
  • Subjects: Transformational leadership , Employee retention , Organizational behavior , Performance
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/225653 , uj:22795
  • Description: Abstract: Work engagement is a topic that has gained momentum in recent research. Many organisations believe it has an impact on the retention and performance of employees as well as bottom line earnings (Bakker, Albrecht & Leiter, 2011; (Tims, Bakker, & Xanthopoulou, 2011) Many factors influence the level of work engagement in an organisation. One specific factor, namely, transformational leadership has been identified as such a factor (Lockwood, 2007). The purpose of this study was to determine what impact transformational leadership has on work engagement. A quantitative research approach was selected and primary data was obtained through the distribution of two structured self-administered questionnaires. The Multifactor Leadership Questionnaire (MLQ), used to measure transformational leadership, and the Benchmark of Engagement Quotient (BEQ) were used to measure work engagement. The structured self-administered questionnaires were distributed to employees at a financial services firm in South Africa. A sample size of n = 265 responses was obtained. These responses were summarised and subjected to various statistical analyses using SPSS (Version 17). The data analysis included descriptive and inferential statistics. The results aimed to understand the relationship between transformational leadership style and work engagement better. The results of the study provided empirical support for theories postulating that transformational leadership can result in higher engagement levels. Key terms: work engagement, transformational leadership, leader-member exchange theory, benchmark of engagement quotient, multifactor leadership questionnaire. , M.Phil.
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Reward strategy as a staff retention tool at the Financial Services Board

- Hlalethoa, Jabulane Jeremiah Richard

  • Authors: Hlalethoa, Jabulane Jeremiah Richard
  • Date: 2012-06-05
  • Subjects: Staff rewards , Employee benefits , Employee retention , Incentives in industry , Financial Services Board (South Africa)
  • Type: Mini-Dissertation
  • Identifier: uj:2431 , http://hdl.handle.net/10210/4890
  • Description: M.Comm. , The use of total reward models focusing on cash and non-cash benefits as staff retention tools has gained popularity. The existing models advocate the use of variables, such as pay, training and development, benefits and work environment, as motivational factors to perform, remain with, or leave an organisation. This study seeks to establish employees‟ experiences, views and perceptions of how the Financial Services Board (FSB) is using its reward strategy as a staff retention tool. Aim and importance of the study The aim of the study is to research the overall awareness and effectiveness of the FSB‟s reward strategy as a staff retention tool by exploring employees‟ experiences, views and feelings. The literature reviewed indicates that rewards are key to motivating employees. The most popular reward model is the one developed by WorldatWork (2007). It identifies the core elements of rewards as remuneration (variable and fixed pay components); benefits; work–life; performance and recognition; and development and career opportunities. Rewards go beyond pay as they include systems, programmes and practices that influence people (Wilson, 2003). Reward strategy is defined as an intervention that is put in place with the overall aim of retaining people; supporting the corporate and human resources (HR) strategies; and aligning policies and processes to organisational and individual needs (Armstrong & Murlis, 2007). Factors that lead to employees leaving or staying with an organisation include both retentive (benefits and organisational culture) and attractive factors (promises of retention bonuses and share schemes). The costs associated with turnover are detrimental to organisational efficiency and as such employers must design retention strategies that are responsive to motivational aspects of the employees. The research was conducted using a qualitative research method based on semistructured interviews, academic literature, exploring past, present and future issues pertaining to the main constructs “rewards" and “retention”. A sample of 18 employees across all levels at the FSB participated in the study. The data was analysed using content analysis and key themes were identified. Where possible, the data was reported verbatim to indicate the true feelings and views of the participants. Ontologically, the research approach fits both the constructive and interpretative sociological paradigms. The main findings of the study were that most employees at the FSB are aware of the organisation‟s reward strategy. Their motivation to remain with, join or leave the organisation is not driven by the traditional retention factors, such as retention bonuses, pay for skills, and share option schemes. The sample indicated that what drives them to remain with, join or leave the FSB are factors such as the nature of the FSB‟s business, its promotion policies, and its cash bonus system. Employees recognised various retention strategies of the FSB and indicated that they were adequate although they identified opportunities to improve the current performance management system and the bonus pay out principles. Conclusion: The researcher has ascertained the need for organisations to move towards a responsive rewards model. Training, developmental opportunities and bonuses and recognition were highlighted as the key factors for consideration when deciding to remain with the organisation.
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An employer brand predictive model for talent attraction and retention

- Botha, Annelize

  • Authors: Botha, Annelize
  • Date: 2012-06-06
  • Subjects: Branding (Marketing) - Management , Employees - Recruiting , Employee retention
  • Type: Mini-Dissertation
  • Identifier: uj:2475 , http://hdl.handle.net/10210/4930
  • Description: M.Phil. , Orientation: In an ever shrinking global talent pool larger companies use employer brand to attract and retain talent. However, in the absence of theoretical pointers, many companies are losing out on a powerful business tool by not developing or maintaining their employer brand correctly. Research purpose: This study explores the current state of knowledge about employer brand and identifies the various employer brand building blocks which are conceptually integrated in a predictive model with linkages to theoretical propositions.
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Re-establishing the psychological contract as a precursor to employee retention

- Dhanpat, N., Parumasur, S. B.

  • Authors: Dhanpat, N. , Parumasur, S. B.
  • Date: 2014
  • Subjects: Employee retention , Job satisfaction , Labor turnover , Psychological contract
  • Type: Article
  • Identifier: uj:5538 , http://hdl.handle.net/10210/14073
  • Description: The violation and breach of a psychological contract and trust often results in a decline in employees’ willingness to contribute and intentions to stay in an organization. Hence, this paper aims to understand the psychological contract and trust and their role in employee retention. It focuses on employee and organizational expectations and the importance employees attach to these and assesses issues of trust, job satisfaction and intentions to leave. Data was collected using an established questionnaire whose psychometric properties of validity and reliability were assessed using Factor Analysis and Cronbach’s Coefficient Alpha respectively. Data was analyzed using descriptive and inferential statistics. The findings reflect that mutual trust and, meeting expectations and having their expectations met by the organization are important to employees. Based on the results of the issues of the psychological contract and trust, recommendations are tabulated, which when implemented, have the potential for enhancing employee retention and reducing intentions to leave the organization.
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Strategies to retain talented managers

- Uitzinger, Danielle

  • Authors: Uitzinger, Danielle
  • Date: 2016
  • Subjects: Employee retention
  • Language: English
  • Type: Masters (Thesis)
  • Identifier: http://hdl.handle.net/10210/225947 , uj:22833
  • Description: M.Com. (Human Resources Management) , Abstract: The ability to retain top- and middle-level managers is seen as a long-term investment for an organisation. Retaining and developing talented top- and middle-level managers with organisation-specific skills and experience leads to a competitive advantage for organisations. This study explores effective retention strategies for top- and middle-level managers and identifies the challenges that HR managers face with regard to retaining top- and middle-level managers. Current literature relating to employee retention has been criticised for being too general, and providing few recommendations for overcoming the problem to retaining top- and middle-level managers. This study is important because, despite the strong need to retain top- and middle-level managers, HR managers face difficulties in retaining managers due to ineffective retention strategies. Losing talented managers is seen as a long-term cost for organisations. This study followed a quantitative approach. A questionnaire was developed based on an extensive literature review and a self-administered online questionnaire was distributed to HR managers registered at a professional body. A sample of 97 completed questionnaires being returned. The data were analysed using software for quantitative data, namely SPSS. The results indicated that the leadership of an organisation and performance management practices are effective retention strategies for top- and middle-level managers, as perceived by HR professionals. Challenges to retaining top- and middle-level managers include job context factors, organisational factors, and employee wellness. In addition, the results suggest that HR managers have more difficulty retaining middle-level managers than top-level managers. It is clear from this study that HR managers are interested in implementing effective retention strategies due to the rising challenges they face with regard to retaining top- and middle-level managers. This study contributes to knowledge regarding retention strategies and provides insights for HR managers, line managers and leaders of organisations in relation to effective retention strategies and retention challenges.
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