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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- 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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Recruitment and retention of IT staff within a leading South African bank
- Mohlala, J., Goldman, G.A., Goosen, X.
- Authors: Mohlala, J. , Goldman, G.A. , Goosen, X.
- Date: 2009
- Subjects: Information technology industry , Information technology employees , Employee retention , Employee recruitment
- Type: Article
- Identifier: uj:6198 , ISBN 978-1920176-53-2 , http://hdl.handle.net/10210/5278
- Description: The Information Technology (IT) industry is currently faced with a shrinking pool of skilled IT employees as a result of the increasing demand for these employees. This increasing demand has put organisations under pressure to start devising retention strategies in order to retain the targeted employees. This paper is based on the study that was done in the IT department of one of the leading banks in South Africa. The study was conducted in order to understand the leadership's view on employee attraction and retention, and how these can be used as tools for reducing skills shortages in the IT department of the understudied bank. Findings of this study, which followed a qualitative methodology, indicated that high employee turnover is the main contributor of the skills shortages within this department. The non-existence of a proper retention strategy is making it difficult for the leadership team to identify the type of skills that are critical to the organisation and to retain such skills.
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- Authors: Mohlala, J. , Goldman, G.A. , Goosen, X.
- Date: 2009
- Subjects: Information technology industry , Information technology employees , Employee retention , Employee recruitment
- Type: Article
- Identifier: uj:6198 , ISBN 978-1920176-53-2 , http://hdl.handle.net/10210/5278
- Description: The Information Technology (IT) industry is currently faced with a shrinking pool of skilled IT employees as a result of the increasing demand for these employees. This increasing demand has put organisations under pressure to start devising retention strategies in order to retain the targeted employees. This paper is based on the study that was done in the IT department of one of the leading banks in South Africa. The study was conducted in order to understand the leadership's view on employee attraction and retention, and how these can be used as tools for reducing skills shortages in the IT department of the understudied bank. Findings of this study, which followed a qualitative methodology, indicated that high employee turnover is the main contributor of the skills shortages within this department. The non-existence of a proper retention strategy is making it difficult for the leadership team to identify the type of skills that are critical to the organisation and to retain such skills.
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An employer brand predictive model for talent attraction and retention
- Botha, Annelize, Bussin, Mark, De Swardt, Lukas
- Authors: Botha, Annelize , Bussin, Mark , De Swardt, Lukas
- Date: 2011
- Subjects: Branding (Marketing) - Management , Employees - Recruiting , Employee retention
- Type: Article
- Identifier: uj:5519 , http://hdl.handle.net/10210/13792
- Description: Orientation: In an ever shrinking global talent pool organisations use employer brand to attract and retain talent, however, in the absence of theoretical pointers, many organisations 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. Motivation for the study: The need for scientific progress though the accurate representation of a set of employer brand phenomena and propositions, which can be empirically tested, motivated this study. Research design, approach and method: This study was nonempirical in approach and searched for linkages between theoretical concepts by making use of relevant contextual data. Theoretical propositions which explain the identified linkages were developed for purpose of further empirical research. Main findings: Key findings suggested that employer brand is influenced by target group needs, a differentiated Employer Value Proposition (EVP), the people strategy, brand consistency, communication of the employer brand and measurement of Human Resources (HR) employer branding efforts. Practical/managerial implications: The predictive model provides corporate leaders and their human resource functionaries a theoretical pointer relative to employer brand which could guide more effective talent attraction and retention decisions. Contribution/value add: This study adds to the small base of research available on employer brand and contributes to both scientific progress as well as an improved practical understanding of factors which influence employer brand.
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- Authors: Botha, Annelize , Bussin, Mark , De Swardt, Lukas
- Date: 2011
- Subjects: Branding (Marketing) - Management , Employees - Recruiting , Employee retention
- Type: Article
- Identifier: uj:5519 , http://hdl.handle.net/10210/13792
- Description: Orientation: In an ever shrinking global talent pool organisations use employer brand to attract and retain talent, however, in the absence of theoretical pointers, many organisations 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. Motivation for the study: The need for scientific progress though the accurate representation of a set of employer brand phenomena and propositions, which can be empirically tested, motivated this study. Research design, approach and method: This study was nonempirical in approach and searched for linkages between theoretical concepts by making use of relevant contextual data. Theoretical propositions which explain the identified linkages were developed for purpose of further empirical research. Main findings: Key findings suggested that employer brand is influenced by target group needs, a differentiated Employer Value Proposition (EVP), the people strategy, brand consistency, communication of the employer brand and measurement of Human Resources (HR) employer branding efforts. Practical/managerial implications: The predictive model provides corporate leaders and their human resource functionaries a theoretical pointer relative to employer brand which could guide more effective talent attraction and retention decisions. Contribution/value add: This study adds to the small base of research available on employer brand and contributes to both scientific progress as well as an improved practical understanding of factors which influence employer brand.
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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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- 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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The influence of an organisation's perceived market orientation on the personality trait profile of its salespeople
- 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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- 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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The perceived effectiveness of employee share options as a mechanism of talent management in South Africa
- Bhengu, Mthunzi, Bussin, Mark
- Authors: Bhengu, Mthunzi , Bussin, Mark
- Date: 2012
- Subjects: Employee retention , Mentoring in business. , Incentives in industry
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226699 , uj:22927 , Citation: Bhengu, M. & Bussin, M. 2012. The perceived effectiveness of employee share options as a mechanism of talent management in South Africa. Acta Commercii, 85-93. , ISSN: 1680-7537
- Description: Abstract: The purpose of the study was to explore the views of a sample of employees, industry experts, academics, and professionals to determine whether employee share options (ESO) are an effective talent management tool in the South African context. Talent management refers to the attraction, motivation, and retention of employees, as well as fostering their loyalty to the company. PROBLEM INVESTIGATED: This study sought to explore and provide empirical evidence as to whether or not ESO are an effective talent management strategy and remuneration tool. DESIGN AND METHODOLOGY: A quantitative research design was used for this study. A survey was constructed by the researchers, using the main themes identified in the literature. A purposive sampling methodology was then employed, using the key informant technique. A total of 4 300 surveys were electronically distributed, and 256 completed surveys were received. Data were analysed using descriptive statistics. FINDINGS: This study suggests that while ESO are seen as an important component of a total reward solution, they are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the presence of developmental opportunities are far more significant considerations. . Furthermore, the majority of respondents (41%) indicated that they would prefer the allocation of share options to correspond with individual performance. VALUE OF THE RESEARCH: The study suggests that employee reward preferences have evolved over time. Whilst ESO may have been considered a pivotal component of talent management in the late 1990s, today they are only a component of an expected total reward solution. The study demonstrates the importance of consistently reviewing the employee value proposition to ascertain the changing preferences of employees in order to accordingly adapt and maximise talent management. The study can be used as guidance in the design and implementation of share schemes. CONCLUSION: This study suggests that while ESO are perceived as an important component of a total reward solution, these are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the availability of developmental opportunities are far more significant considerations. The findings suggest that employee reward preferences have evolved over time. Today's employee has a desire to have reward linked to individual performance, which implies that employers will have to revisit their reward solutions as part of their total value proposition.
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- Authors: Bhengu, Mthunzi , Bussin, Mark
- Date: 2012
- Subjects: Employee retention , Mentoring in business. , Incentives in industry
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226699 , uj:22927 , Citation: Bhengu, M. & Bussin, M. 2012. The perceived effectiveness of employee share options as a mechanism of talent management in South Africa. Acta Commercii, 85-93. , ISSN: 1680-7537
- Description: Abstract: The purpose of the study was to explore the views of a sample of employees, industry experts, academics, and professionals to determine whether employee share options (ESO) are an effective talent management tool in the South African context. Talent management refers to the attraction, motivation, and retention of employees, as well as fostering their loyalty to the company. PROBLEM INVESTIGATED: This study sought to explore and provide empirical evidence as to whether or not ESO are an effective talent management strategy and remuneration tool. DESIGN AND METHODOLOGY: A quantitative research design was used for this study. A survey was constructed by the researchers, using the main themes identified in the literature. A purposive sampling methodology was then employed, using the key informant technique. A total of 4 300 surveys were electronically distributed, and 256 completed surveys were received. Data were analysed using descriptive statistics. FINDINGS: This study suggests that while ESO are seen as an important component of a total reward solution, they are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the presence of developmental opportunities are far more significant considerations. . Furthermore, the majority of respondents (41%) indicated that they would prefer the allocation of share options to correspond with individual performance. VALUE OF THE RESEARCH: The study suggests that employee reward preferences have evolved over time. Whilst ESO may have been considered a pivotal component of talent management in the late 1990s, today they are only a component of an expected total reward solution. The study demonstrates the importance of consistently reviewing the employee value proposition to ascertain the changing preferences of employees in order to accordingly adapt and maximise talent management. The study can be used as guidance in the design and implementation of share schemes. CONCLUSION: This study suggests that while ESO are perceived as an important component of a total reward solution, these are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the availability of developmental opportunities are far more significant considerations. The findings suggest that employee reward preferences have evolved over time. Today's employee has a desire to have reward linked to individual performance, which implies that employers will have to revisit their reward solutions as part of their total value proposition.
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Early-career expectations and retention factors of generation Y engineers
- 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.
- Full Text:
- 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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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.
- Full Text:
- 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.
- Full Text:
An employer brand predictive model for talent attraction and retention
- 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.
- Full Text:
- 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.
- Full Text:
The retention of South African female chartered accountants in public practice
- Authors: Ribeiro, Stella Procopiou
- Date: 2012-07-03
- Subjects: Women accountants , Chartered accountants , Labor turnover , Employee retention
- Type: Mini-Dissertation
- Identifier: uj:8777 , http://hdl.handle.net/10210/5136
- Description: M.Comm. , Orientation: Over 50% of graduates entering the Chartered Accountant (CA) profession from universities each year are women. Retention of these women in public practice, however, remains low at a mere 29%. Research purpose: This study investigates whether relationships exist between the job demands, job resources, job involvement, and turnover intentions of South African female CAs and trainee CAs in public practice audit, tax, and advisory firms in an attempt to understand what impacts their retention in public practice. Motivation for the study: International and national research suggests that there is a low retention of female CAs in public practice, as is evidenced by a low number of females CAs in management and partnership positions. An estimated shortage of 22000 skilled financial professionals, including female CAs, is expected in public practice over the next few years. This study aims to explore the turnover intentions of female CAs and trainee CAs through the relationships with their unique job demands, job resources, and job involvement, in an attempt to understand what impacts their retention in public practice. Research design: A web-based questionnaire was used in a survey that was conducted with South African female CAs and trainee CAs across the country. A total of 851 responses were received, and were analysed by means of Structural Equation Modelling (SEM) to interpret the hypothesised model linkages. Main findings: This study indicates that growth opportunities and communication and participation in decision-making are related to job involvement. Job involvement is negatively related to turnover intentions, and the relationship between growth opportunities, communication and participation in decision-making, and turnover intentions are mediated by job involvement. Practical/Managerial implications: The identified job resources that impact the turnover intentions of South African female CAs and trainee CAs in public practice should be investigated and afforded the necessary attention by the management of public practice firms in order to aid the development and retention of women in theCA profession.Contribution and value add: This study adds to the empirical support for the Job Demands-Job Resources (JD-R) model. It also contributes to the CA profession by identifying those job demands and job resources that have an impact on the retention of women in public practice. Key words: female Chartered Accountants, retention, public practice, South African, job demands, job resources, job involvement, turnover intentions, CA(SA)
- Full Text:
- Authors: Ribeiro, Stella Procopiou
- Date: 2012-07-03
- Subjects: Women accountants , Chartered accountants , Labor turnover , Employee retention
- Type: Mini-Dissertation
- Identifier: uj:8777 , http://hdl.handle.net/10210/5136
- Description: M.Comm. , Orientation: Over 50% of graduates entering the Chartered Accountant (CA) profession from universities each year are women. Retention of these women in public practice, however, remains low at a mere 29%. Research purpose: This study investigates whether relationships exist between the job demands, job resources, job involvement, and turnover intentions of South African female CAs and trainee CAs in public practice audit, tax, and advisory firms in an attempt to understand what impacts their retention in public practice. Motivation for the study: International and national research suggests that there is a low retention of female CAs in public practice, as is evidenced by a low number of females CAs in management and partnership positions. An estimated shortage of 22000 skilled financial professionals, including female CAs, is expected in public practice over the next few years. This study aims to explore the turnover intentions of female CAs and trainee CAs through the relationships with their unique job demands, job resources, and job involvement, in an attempt to understand what impacts their retention in public practice. Research design: A web-based questionnaire was used in a survey that was conducted with South African female CAs and trainee CAs across the country. A total of 851 responses were received, and were analysed by means of Structural Equation Modelling (SEM) to interpret the hypothesised model linkages. Main findings: This study indicates that growth opportunities and communication and participation in decision-making are related to job involvement. Job involvement is negatively related to turnover intentions, and the relationship between growth opportunities, communication and participation in decision-making, and turnover intentions are mediated by job involvement. Practical/Managerial implications: The identified job resources that impact the turnover intentions of South African female CAs and trainee CAs in public practice should be investigated and afforded the necessary attention by the management of public practice firms in order to aid the development and retention of women in theCA profession.Contribution and value add: This study adds to the empirical support for the Job Demands-Job Resources (JD-R) model. It also contributes to the CA profession by identifying those job demands and job resources that have an impact on the retention of women in public practice. Key words: female Chartered Accountants, retention, public practice, South African, job demands, job resources, job involvement, turnover intentions, CA(SA)
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Retention of technical professionals
- Authors: Potgieter, Dewald
- Date: 2012-08-27
- Subjects: Employee retention , Professional employees -- Management
- Type: Thesis
- Identifier: uj:3217 , http://hdl.handle.net/10210/6629
- Description: M.Ing. , The loss of skills and knowledge of technical professionals experienced by many organizations in South Africa has serious implications on the competitiveness of these organizations in the local and international markets. Organizations should come to realize that they should find creative ways to retain critical skills and knowledge and ensure continuity in terms of succession management. Technical professionals play a crucial role in society. They are responsible for maintaining the technologies that they developed — technologies that are used extensively everyday. The extent of society's reliance on technical professionals is staggering. They ensure that people have clean water, transportation, communication, and countless other necessities. Organizations cannot afford to lose their technical professionals and must find ways to retain them. Research was done on the retention of technical professionals and the research indicated that there are fundamental differences between technical professionals and the other staff in organizations. The characteristics of technical professionals require that they be treated differently from other employees. Separate reward systems should be designed for technical professionals because they have different motives for joining and staying with organizations than other employees. Rewarding and compensating technical professionals, with retention as the objective, require that more attention be given to non-financial rewards. Technical professionals require opportunities to develop themselves and to keep abreast of the latest developments in their fields. Very importantly, they have to be assured proper career development. Performance management of technical professionals is a contentious issue because many of the outputs of technical professionals are intangible and difficult to measure. Performance appraisal systems have to be very well designed and alternatives to conventional performance appraisals should be considered. Some alternatives are peer control, selfevaluation, and evaluation by subordinates. Structural accommodations should be made to accommodate technical professionals because of the cultural differences between professionals and non-professionals. Various accommodations could be effective depending on the nature of the business and the level of dependence the organization has on technical professionals. Some options are dual ladders, triple hierarchies, and broadbanding amongst others. These structural accommodations can ensure that technical professionals do not have to make the transition to management in order to obtain more responsibility, recognition and status in an organization. The transition to management, of a technical professional, might in some cases have detrimental effects on the organization and the individual. For example, the best engineer in a project team is promoted to manage the team. The consequence may be that the team loses their best engineer and the organization gains a manager with little or no management skills. The success of retention strategies are organization-dependant, however, the strategies discussed in this dissertation can help ensure that organizations retain their competitive advantage by effectively managing and retaining their technical professionals.
- Full Text:
- Authors: Potgieter, Dewald
- Date: 2012-08-27
- Subjects: Employee retention , Professional employees -- Management
- Type: Thesis
- Identifier: uj:3217 , http://hdl.handle.net/10210/6629
- Description: M.Ing. , The loss of skills and knowledge of technical professionals experienced by many organizations in South Africa has serious implications on the competitiveness of these organizations in the local and international markets. Organizations should come to realize that they should find creative ways to retain critical skills and knowledge and ensure continuity in terms of succession management. Technical professionals play a crucial role in society. They are responsible for maintaining the technologies that they developed — technologies that are used extensively everyday. The extent of society's reliance on technical professionals is staggering. They ensure that people have clean water, transportation, communication, and countless other necessities. Organizations cannot afford to lose their technical professionals and must find ways to retain them. Research was done on the retention of technical professionals and the research indicated that there are fundamental differences between technical professionals and the other staff in organizations. The characteristics of technical professionals require that they be treated differently from other employees. Separate reward systems should be designed for technical professionals because they have different motives for joining and staying with organizations than other employees. Rewarding and compensating technical professionals, with retention as the objective, require that more attention be given to non-financial rewards. Technical professionals require opportunities to develop themselves and to keep abreast of the latest developments in their fields. Very importantly, they have to be assured proper career development. Performance management of technical professionals is a contentious issue because many of the outputs of technical professionals are intangible and difficult to measure. Performance appraisal systems have to be very well designed and alternatives to conventional performance appraisals should be considered. Some alternatives are peer control, selfevaluation, and evaluation by subordinates. Structural accommodations should be made to accommodate technical professionals because of the cultural differences between professionals and non-professionals. Various accommodations could be effective depending on the nature of the business and the level of dependence the organization has on technical professionals. Some options are dual ladders, triple hierarchies, and broadbanding amongst others. These structural accommodations can ensure that technical professionals do not have to make the transition to management in order to obtain more responsibility, recognition and status in an organization. The transition to management, of a technical professional, might in some cases have detrimental effects on the organization and the individual. For example, the best engineer in a project team is promoted to manage the team. The consequence may be that the team loses their best engineer and the organization gains a manager with little or no management skills. The success of retention strategies are organization-dependant, however, the strategies discussed in this dissertation can help ensure that organizations retain their competitive advantage by effectively managing and retaining their technical professionals.
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Staff retention in the engineering industry
- 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.
- Full Text:
- 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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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.
- Full Text:
- 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.
- Full Text:
Total rewards : a study of artisan attraction and retention within a South African context
- Schlechter, Anton, Faught, Charl, Bussin, Mark
- Authors: Schlechter, Anton , Faught, Charl , Bussin, Mark
- Date: 2014
- Subjects: Incentives in industry - South Africa , Employee retention , Employee competitive behavior - South Africa
- Language: English
- Type: Articles
- Identifier: http://hdl.handle.net/10210/226756 , uj:22935 , Citation: Schlechter, A., Faught, C. & Bussin, M. 2014. Total rewards : a study of artisan attraction and retention within a South African context. SA Journal of Human Resource Management, 12(1):1-15. DOI: http://dx.doi.org/10.4102/sajhrm.v12i1.648. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: The shortage of artisan skills remains a serious challenge in South Africa and is forcing employers to investigate which total reward factors contribute to the attraction and retention of this critical skills segment, as undifferentiated retention strategies are no longer useful or even appropriate. Research purpose: The aim of this study was to further develop understanding of the total reward factors and the ideal combination and relative amount of total rewards that attract and retain artisans, including artisans from various race groups and age cohorts, using a novel approach. Motivation for the study: Limited research is available on the total reward factors and the ideal combination and relative amount of total rewards that attract and retain artisans. Further knowledge in this area will allow organisations to develop reward models that better attract and retain artisans. Method: The study followed both a quantitative and qualitative research approach, whilst adopting a descriptive research design. Using this mixed method, primary data were collected from individuals by means of two focus groups discussions: (1) a group of human resource and remuneration managers (n = 4) and (2) a group of artisans (n = 7). These results were used to develop two questionnaires that were distributed to artisans (n = 143). Data from Questionnaire 1 were analysed using descriptive statistics and factor analysis. Conjoint analysis was employed to identify an ideal total rewards composition based on responses from Questionnaire 2...
- Full Text:
- Authors: Schlechter, Anton , Faught, Charl , Bussin, Mark
- Date: 2014
- Subjects: Incentives in industry - South Africa , Employee retention , Employee competitive behavior - South Africa
- Language: English
- Type: Articles
- Identifier: http://hdl.handle.net/10210/226756 , uj:22935 , Citation: Schlechter, A., Faught, C. & Bussin, M. 2014. Total rewards : a study of artisan attraction and retention within a South African context. SA Journal of Human Resource Management, 12(1):1-15. DOI: http://dx.doi.org/10.4102/sajhrm.v12i1.648. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: The shortage of artisan skills remains a serious challenge in South Africa and is forcing employers to investigate which total reward factors contribute to the attraction and retention of this critical skills segment, as undifferentiated retention strategies are no longer useful or even appropriate. Research purpose: The aim of this study was to further develop understanding of the total reward factors and the ideal combination and relative amount of total rewards that attract and retain artisans, including artisans from various race groups and age cohorts, using a novel approach. Motivation for the study: Limited research is available on the total reward factors and the ideal combination and relative amount of total rewards that attract and retain artisans. Further knowledge in this area will allow organisations to develop reward models that better attract and retain artisans. Method: The study followed both a quantitative and qualitative research approach, whilst adopting a descriptive research design. Using this mixed method, primary data were collected from individuals by means of two focus groups discussions: (1) a group of human resource and remuneration managers (n = 4) and (2) a group of artisans (n = 7). These results were used to develop two questionnaires that were distributed to artisans (n = 143). Data from Questionnaire 1 were analysed using descriptive statistics and factor analysis. Conjoint analysis was employed to identify an ideal total rewards composition based on responses from Questionnaire 2...
- Full Text:
Understanding talent attraction : the influence of financial rewards elements on perceived job attractiveness
- Schlechter, Anton, Hung, Angel, Bussin, Mark
- Authors: Schlechter, Anton , Hung, Angel , Bussin, Mark
- Date: 2014
- Subjects: Employee retention , Incentive awards , Employee motivation , Employee competitive behaviour
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226763 , uj:22936 , Citation: Schlechter, A., Hung, A. & Bussin, M. 2014. Understanding talent attraction : the influence of financial rewards elements on perceived job attractiveness. SA Journal of Human Resource Management, 12(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v12i1.647. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: In order to attract knowledge workers and maintain a competitive advantage, it is necessary for organisations to understand how knowledge workers are attracted to different types and levels of financial rewards. Research purpose: This research investigated a set of financial reward elements (remuneration, employee benefits and variable pay) to determine whether knowledge workers perceived them as attractive inducements when considering a job or position. Motivation for the study: In South Africa there is a shortage of talent, largely due to high rates of emigration of scarce skills (human capital). Financial rewards or inducements are necessary to attract talent and it is essential to assess which of these rewards are most successful in this regard. Method: A 23 full-factorial experimental design (field experiment) was used. The three financial reward elements (remuneration, employee benefits and variable pay) were manipulated in a fictitious job advertisement (each at two levels). Eight (2 × 2 × 2 = 8) different versions of a job advertisement were used as a stimulus to determine the effect of financial reward elements on perceived job attractiveness. A questionnaire was used to measure how participants perceived the attractiveness of the job. A convenience sampling approach was used. Different organisations throughout South Africa, as well as corporate members of the South African Reward Association, were asked to participate in the study. Respondents (n = 169) were randomly assigned to the various experimental conditions (i.e. one of the eight advertisements). Data were analysed using descriptive statistics. A full-factorial analysis of variance was used to investigate if significant main effects could be found...
- Full Text:
- Authors: Schlechter, Anton , Hung, Angel , Bussin, Mark
- Date: 2014
- Subjects: Employee retention , Incentive awards , Employee motivation , Employee competitive behaviour
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226763 , uj:22936 , Citation: Schlechter, A., Hung, A. & Bussin, M. 2014. Understanding talent attraction : the influence of financial rewards elements on perceived job attractiveness. SA Journal of Human Resource Management, 12(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v12i1.647. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: In order to attract knowledge workers and maintain a competitive advantage, it is necessary for organisations to understand how knowledge workers are attracted to different types and levels of financial rewards. Research purpose: This research investigated a set of financial reward elements (remuneration, employee benefits and variable pay) to determine whether knowledge workers perceived them as attractive inducements when considering a job or position. Motivation for the study: In South Africa there is a shortage of talent, largely due to high rates of emigration of scarce skills (human capital). Financial rewards or inducements are necessary to attract talent and it is essential to assess which of these rewards are most successful in this regard. Method: A 23 full-factorial experimental design (field experiment) was used. The three financial reward elements (remuneration, employee benefits and variable pay) were manipulated in a fictitious job advertisement (each at two levels). Eight (2 × 2 × 2 = 8) different versions of a job advertisement were used as a stimulus to determine the effect of financial reward elements on perceived job attractiveness. A questionnaire was used to measure how participants perceived the attractiveness of the job. A convenience sampling approach was used. Different organisations throughout South Africa, as well as corporate members of the South African Reward Association, were asked to participate in the study. Respondents (n = 169) were randomly assigned to the various experimental conditions (i.e. one of the eight advertisements). Data were analysed using descriptive statistics. A full-factorial analysis of variance was used to investigate if significant main effects could be found...
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The extent and impact of mobility in the South African public service amongst senior managers and professionals
- 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.
- Full Text:
- 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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The relationship between employees’ perceptions of their leaders’ attitudes and employee retention
- 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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- 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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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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- 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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Influence of reward preferences in attracting, retaining, and motivating knowledge workers in South African information technology companies
- Bussin, Mark, Toerien, Wernardt C.
- Authors: Bussin, Mark , Toerien, Wernardt C.
- Date: 2015
- Subjects: Employee retention , Labor turnover , Job satisfaction , Pay-for-knowledge systems - South Africa , Compensation management - South Africa
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226817 , uj:22942 , Citation: Bussin, M. & Toerien, W.C. 2015. Influence of reward preferences in attracting, retaining, and motivating knowledge workers in South African information technology companies. Acta Commercii, 15(1):1-13. DOI: http://dx.doi.org/10.4102/ac.v15i1.290. , ISSN: 2413-1903 (Print) , ISSN: 1684-1999 (Online)
- Description: Abstract: The world of work is evolving and the nature of relationships between knowledge workers and their employers has changed distinctly, leading to a change in the type of rewards they prefer. The nature of these preferences in the South African, industry-specific context is poorly understood. The purpose of this study was to deepen understanding of the reward preferences of Information technology (IT) knowledge workers in South Africa, specifically as these relate to the attraction, retention and motivation of knowledge workers. Design: The research design included a quantitative, empirical and descriptive study of reward preferences, measured with a self-administered survey and analysed using non-parametric tests for variance between dependent and independent groups and non-parametric analysis of variance. Findings: This study found that there are specific reward preferences in knowledge workers in the IT sector in South Africa and that these preferences apply differently when related to the attraction, retention and motivation of employees. It identified the most important reward components in the competition for knowledge workers and also demonstrated that demographic characteristics play a statistically significant role in determining reward preferences. Practical implications: The study’s findings show that a holistic approach to total rewards is required, failing which, companies will find themselves facing increased turnover and jobhopping. Importantly, the study also highlights that different rewards need to form part of knowledge workers’ relationship with their employer in three different scenarios: attraction, retention and motivation.
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- Authors: Bussin, Mark , Toerien, Wernardt C.
- Date: 2015
- Subjects: Employee retention , Labor turnover , Job satisfaction , Pay-for-knowledge systems - South Africa , Compensation management - South Africa
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226817 , uj:22942 , Citation: Bussin, M. & Toerien, W.C. 2015. Influence of reward preferences in attracting, retaining, and motivating knowledge workers in South African information technology companies. Acta Commercii, 15(1):1-13. DOI: http://dx.doi.org/10.4102/ac.v15i1.290. , ISSN: 2413-1903 (Print) , ISSN: 1684-1999 (Online)
- Description: Abstract: The world of work is evolving and the nature of relationships between knowledge workers and their employers has changed distinctly, leading to a change in the type of rewards they prefer. The nature of these preferences in the South African, industry-specific context is poorly understood. The purpose of this study was to deepen understanding of the reward preferences of Information technology (IT) knowledge workers in South Africa, specifically as these relate to the attraction, retention and motivation of knowledge workers. Design: The research design included a quantitative, empirical and descriptive study of reward preferences, measured with a self-administered survey and analysed using non-parametric tests for variance between dependent and independent groups and non-parametric analysis of variance. Findings: This study found that there are specific reward preferences in knowledge workers in the IT sector in South Africa and that these preferences apply differently when related to the attraction, retention and motivation of employees. It identified the most important reward components in the competition for knowledge workers and also demonstrated that demographic characteristics play a statistically significant role in determining reward preferences. Practical implications: The study’s findings show that a holistic approach to total rewards is required, failing which, companies will find themselves facing increased turnover and jobhopping. Importantly, the study also highlights that different rewards need to form part of knowledge workers’ relationship with their employer in three different scenarios: attraction, retention and motivation.
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Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support
- Smit, Wilmien, Stanz, Karel, Bussin, Mark
- Authors: Smit, Wilmien , Stanz, Karel , Bussin, Mark
- Date: 2015
- Subjects: Employee retention , Incentive awards , Organizational effectiveness , Compensation management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226724 , uj:22931 , Citation: Smit, W., Stanz, K. & Bussin, M. 2015. Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support. SA Journal of Human Resource Management, 13(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v13i1.665. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation. Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support. Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management. Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations. Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found...
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- Authors: Smit, Wilmien , Stanz, Karel , Bussin, Mark
- Date: 2015
- Subjects: Employee retention , Incentive awards , Organizational effectiveness , Compensation management
- Language: English
- Type: Article
- Identifier: http://hdl.handle.net/10210/226724 , uj:22931 , Citation: Smit, W., Stanz, K. & Bussin, M. 2015. Retention preferences and the relationship between total rewards, perceived organisational support and perceived supervisor support. SA Journal of Human Resource Management, 13(1):1-13. DOI: http://dx.doi.org/10.4102/sajhrm.v13i1.665. , ISSN: 2071-078X (online) , ISSN: 1683-7584 (print)
- Description: Abstract: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation. Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support. Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management. Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations. Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found...
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