An analysis of talent management practices of recently hired employees from the perspective of the psychological contract
- Authors: Bischoff, Olivia Edjegayhu
- Date: 2021-10-29
- Subjects: Gifted persons , Contracts Psychological aspects , Personnel management Psychological aspects , Breach of contract , Psychology, Industrial , Organizational behavior , Industrial relations , Employees Attitudes , Employee retention
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/191865 , vital:45173
- Description: This research took the form of an explanatory case study focused within a single organisation to evaluate talent management practices of recently hired employees from the perspective of the psychological contract. The theory underpinning this research is Resource-Based Theory (RBT) in the context of Talent Management. The research aims were: 1) to analyse how talent management practices have affected the psychological contract, 2) to analyse how employees have responded and intend to respond if there has been a breach in the contract and 3) to analyse how employees have responded or intend to respond where psychological contract expectations have been met. The key concepts identified include talent management and the psychological contract. The literature therefore expanded on talent management highlighting the importance of recruiting, attracting and retaining talent, especially in a global context where experience and skills are a source of competitive advantage. Following this, the concept of the psychological contract was used as a lens through which to analyse the experience of individuals, specifically focusing on new employees joining the organisation, to assess their socialisation and onboarding experience. The literature further explored the importance of focusing on new employees, as this is deemed by the literature as a critical time of transition in the shaping of the psychological contract. In further reviewing the literature regarding early onboarding, further review of the literature identified important components, including (1) socialisation and onboarding, (2) performance management and probation, (3) employee development and (4) work conditions. From reviewing the literature four propositions were deduced as follows: • Proposition 1: All integrative processes in early onboarding influence the initial psychological contract of the employee. Proposition 1 was further divided into three sub propositions as follows: Sub Proposition 1a) HR plays a key role in early onboarding, influencing the initial psychological contract; Sub Proposition 1b) Supervisor support plays a key role in early onboarding, influencing the initial psychological contract; and IV Sub Proposition 1c) The work team plays a key role in early onboarding, influencing the initial psychological contract. • Proposition 2 stated: Performance discussions influence the psychological contract. • Proposition 3: Employee development opportunities are a source of motivation in the fulfilment of the psychological contract. • Proposition 4: Employment conditions influence the fulfilment of the psychological contract. The research followed a qualitative approach, using deductive analysis to analyse the data collected from semi-structured interviews. The findings and discussion show that the propositions confirmed the literature and were relevant to the case study at hand. Where there was varying degree of experience regarding the effect of the influence or impact on the psychological contract this was noted and expanded on accordingly. The study also recognised the additional context that presented itself within the findings, namely the context of the COVID-19 pandemic. The research concludes in acknowledging the delimitations and limitations of the study while making suggestions for areas of future studies. To conclude, this research shows that the transition of a new employee in their early stages within the organisation is an opportunity to support in positively influencing and maintaining the psychological contract to support employee satisfaction and motivation. If organisations can also appreciate that the psychological contract is dynamic and can change over time based on changing circumstances or needs, then this can be proactively monitored to support long-term retention of talent. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2021
- Full Text:
- Date Issued: 2021-10-29
- Authors: Bischoff, Olivia Edjegayhu
- Date: 2021-10-29
- Subjects: Gifted persons , Contracts Psychological aspects , Personnel management Psychological aspects , Breach of contract , Psychology, Industrial , Organizational behavior , Industrial relations , Employees Attitudes , Employee retention
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10962/191865 , vital:45173
- Description: This research took the form of an explanatory case study focused within a single organisation to evaluate talent management practices of recently hired employees from the perspective of the psychological contract. The theory underpinning this research is Resource-Based Theory (RBT) in the context of Talent Management. The research aims were: 1) to analyse how talent management practices have affected the psychological contract, 2) to analyse how employees have responded and intend to respond if there has been a breach in the contract and 3) to analyse how employees have responded or intend to respond where psychological contract expectations have been met. The key concepts identified include talent management and the psychological contract. The literature therefore expanded on talent management highlighting the importance of recruiting, attracting and retaining talent, especially in a global context where experience and skills are a source of competitive advantage. Following this, the concept of the psychological contract was used as a lens through which to analyse the experience of individuals, specifically focusing on new employees joining the organisation, to assess their socialisation and onboarding experience. The literature further explored the importance of focusing on new employees, as this is deemed by the literature as a critical time of transition in the shaping of the psychological contract. In further reviewing the literature regarding early onboarding, further review of the literature identified important components, including (1) socialisation and onboarding, (2) performance management and probation, (3) employee development and (4) work conditions. From reviewing the literature four propositions were deduced as follows: • Proposition 1: All integrative processes in early onboarding influence the initial psychological contract of the employee. Proposition 1 was further divided into three sub propositions as follows: Sub Proposition 1a) HR plays a key role in early onboarding, influencing the initial psychological contract; Sub Proposition 1b) Supervisor support plays a key role in early onboarding, influencing the initial psychological contract; and IV Sub Proposition 1c) The work team plays a key role in early onboarding, influencing the initial psychological contract. • Proposition 2 stated: Performance discussions influence the psychological contract. • Proposition 3: Employee development opportunities are a source of motivation in the fulfilment of the psychological contract. • Proposition 4: Employment conditions influence the fulfilment of the psychological contract. The research followed a qualitative approach, using deductive analysis to analyse the data collected from semi-structured interviews. The findings and discussion show that the propositions confirmed the literature and were relevant to the case study at hand. Where there was varying degree of experience regarding the effect of the influence or impact on the psychological contract this was noted and expanded on accordingly. The study also recognised the additional context that presented itself within the findings, namely the context of the COVID-19 pandemic. The research concludes in acknowledging the delimitations and limitations of the study while making suggestions for areas of future studies. To conclude, this research shows that the transition of a new employee in their early stages within the organisation is an opportunity to support in positively influencing and maintaining the psychological contract to support employee satisfaction and motivation. If organisations can also appreciate that the psychological contract is dynamic and can change over time based on changing circumstances or needs, then this can be proactively monitored to support long-term retention of talent. , Thesis (MBA) -- Faculty of Commerce, Rhodes Business School, 2021
- Full Text:
- Date Issued: 2021-10-29
A model for retaining employees in an organisation within the aviation industry
- Authors: Makalima, Odwa Vuyolwethu
- Date: 2019
- Subjects: Employee retention , Labor turnover Job satsifaction Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/40800 , vital:36238
- Description: Staff turnover affects even the best of organisations. It results in positions with high employee turnover rates being left open for months on end in other cases with other employees being appointed to act in those positions. Even after appointments are made there is a time period before appointees are proficient in the company operations and procedures. Staff turnover not only affects management but the organisation as a whole. It can sometimes lead to a decrease in organisational efficiency and a drop in the performance of the remaining staff. Employee retention is amongst the issues facing organisational managers as a result of a shortage of skilled workers, economic growth and high employee turnover. Organisations can no longer afford to leave the responsibility of retaining skilled and high performing employees to the Human Resources department. Management needs to take accountability for reducing loss of talent. The aim of this study is to improve employee retention by investigating factors that affect intention to resign in an aviation organisation. The study specifically examined how independent variables such as trust in management, organisational values, growth and advancement opportunities, effective communication, and work-life balance will influence the intent to resign of employees in an aviation organisation. An empirical study, consisting of a mail survey was conducted amongst 151 employees of an organisation in the aviation industry based across all nine provinces. The purpose was to investigate the determinants of intent to resign among employees in the aviation industry. The key findings indicate that growth and advancement opportunities and work-life balance are key variables for reducing intent to resign and thereby improving retention in aviation organisations. Trust in management, organisational values and effective communication were found to not have a significant relationship with employees’ intent to resign. Recommendations were made to management to ensure that they pay specific attention to growth and advancement opportunities as well as work-life balance in order to improve the retention of their employees.
- Full Text:
- Date Issued: 2019
- Authors: Makalima, Odwa Vuyolwethu
- Date: 2019
- Subjects: Employee retention , Labor turnover Job satsifaction Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/40800 , vital:36238
- Description: Staff turnover affects even the best of organisations. It results in positions with high employee turnover rates being left open for months on end in other cases with other employees being appointed to act in those positions. Even after appointments are made there is a time period before appointees are proficient in the company operations and procedures. Staff turnover not only affects management but the organisation as a whole. It can sometimes lead to a decrease in organisational efficiency and a drop in the performance of the remaining staff. Employee retention is amongst the issues facing organisational managers as a result of a shortage of skilled workers, economic growth and high employee turnover. Organisations can no longer afford to leave the responsibility of retaining skilled and high performing employees to the Human Resources department. Management needs to take accountability for reducing loss of talent. The aim of this study is to improve employee retention by investigating factors that affect intention to resign in an aviation organisation. The study specifically examined how independent variables such as trust in management, organisational values, growth and advancement opportunities, effective communication, and work-life balance will influence the intent to resign of employees in an aviation organisation. An empirical study, consisting of a mail survey was conducted amongst 151 employees of an organisation in the aviation industry based across all nine provinces. The purpose was to investigate the determinants of intent to resign among employees in the aviation industry. The key findings indicate that growth and advancement opportunities and work-life balance are key variables for reducing intent to resign and thereby improving retention in aviation organisations. Trust in management, organisational values and effective communication were found to not have a significant relationship with employees’ intent to resign. Recommendations were made to management to ensure that they pay specific attention to growth and advancement opportunities as well as work-life balance in order to improve the retention of their employees.
- Full Text:
- Date Issued: 2019
Staff retention at an institution of higher learning
- Authors: Sete, Lerato Virginia
- Date: 2015
- Subjects: Employee retention , Employee motivation , Education, Higher
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6564 , vital:21111
- Description: The purpose of this study was to investigate staff retention at an institution of higher learning. The University of South Africa (UNISA) was the institution under scrutiny in this study. The reason for conducting the study was that employees at UNISA, and especially those at the College of Science, Engineering and Technology (CSET) with scarce skills, were difficult to attract and retain in their positions. It is thought that this scenario could create an increased workload and lead to stress and job dissatisfaction among remaining staff members in the college. This could resultantly influence the quality of education rendered to students. It was therefore important to identify the reasons behind staff turnover and to consider possible retention strategies that could be employed to retain employees at UNISA. The theoretical study focused on two main facets: factors that influence an employee’s decision to either leave or stay in an organisation; and on retention strategies used by the institution. In addition, interviews were conducted with a senior executive in the Human Resource Department and a senior academic manager in CSET at UNISA, to gain their views on how scarce skills were defined, the reasons for staff turnover and the utilisation of retention strategies to retain employees. A qualitative analysis was applied to the interview responses. In addition, a survey consisting of a self-administered questionnaire was conducted amongst academic staff at CSET and 64 responses were received, which represented a response rate of 30%. The questionnaire focused mainly on turnover intention, factors influencing turnover and retention strategies. The information gathered from the questionnaire was statistically analysed and interpreted. The respondents provided mostly positive responses to personal, job and organisational factors which influence retention compared with market factors, indicating that these factors played a significant role in retention. The results revealed that factors such as: remuneration and packages; recognising academic staff for their contribution; providing a satisfying and stimulating work environment; valuing and engaging employees and empowering supervision could be used to retain employees with scarce skills. The respondents agreed that UNISA could be perceived as an employer of choice and was actively seeking ways to retain employees, but were uncertain of the extent to which a fair compensation system, an attractive value proposition and care for employees with scarce skills were evident. No significant differences were found in terms of length of service, gender or race.
- Full Text:
- Date Issued: 2015
- Authors: Sete, Lerato Virginia
- Date: 2015
- Subjects: Employee retention , Employee motivation , Education, Higher
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6564 , vital:21111
- Description: The purpose of this study was to investigate staff retention at an institution of higher learning. The University of South Africa (UNISA) was the institution under scrutiny in this study. The reason for conducting the study was that employees at UNISA, and especially those at the College of Science, Engineering and Technology (CSET) with scarce skills, were difficult to attract and retain in their positions. It is thought that this scenario could create an increased workload and lead to stress and job dissatisfaction among remaining staff members in the college. This could resultantly influence the quality of education rendered to students. It was therefore important to identify the reasons behind staff turnover and to consider possible retention strategies that could be employed to retain employees at UNISA. The theoretical study focused on two main facets: factors that influence an employee’s decision to either leave or stay in an organisation; and on retention strategies used by the institution. In addition, interviews were conducted with a senior executive in the Human Resource Department and a senior academic manager in CSET at UNISA, to gain their views on how scarce skills were defined, the reasons for staff turnover and the utilisation of retention strategies to retain employees. A qualitative analysis was applied to the interview responses. In addition, a survey consisting of a self-administered questionnaire was conducted amongst academic staff at CSET and 64 responses were received, which represented a response rate of 30%. The questionnaire focused mainly on turnover intention, factors influencing turnover and retention strategies. The information gathered from the questionnaire was statistically analysed and interpreted. The respondents provided mostly positive responses to personal, job and organisational factors which influence retention compared with market factors, indicating that these factors played a significant role in retention. The results revealed that factors such as: remuneration and packages; recognising academic staff for their contribution; providing a satisfying and stimulating work environment; valuing and engaging employees and empowering supervision could be used to retain employees with scarce skills. The respondents agreed that UNISA could be perceived as an employer of choice and was actively seeking ways to retain employees, but were uncertain of the extent to which a fair compensation system, an attractive value proposition and care for employees with scarce skills were evident. No significant differences were found in terms of length of service, gender or race.
- Full Text:
- Date Issued: 2015
Assessing the personal development of employees in a municipal environment
- Authors: Ntile, Zukiswa
- Date: 2014
- Subjects: Performance standards , Employee retention , Employees -- Recruiting , Employees -- Training of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8875 , http://hdl.handle.net/10948/d1020420
- Description: Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.
- Full Text:
- Date Issued: 2014
- Authors: Ntile, Zukiswa
- Date: 2014
- Subjects: Performance standards , Employee retention , Employees -- Recruiting , Employees -- Training of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8875 , http://hdl.handle.net/10948/d1020420
- Description: Skills transfer to Municipal employees is lacking due to management delays in acknowledging and understanding its importance to the affected employees. These result in poor work performance and services delivery to the communities. In the research design the Job Performance in any organisation is expected to be releasing good results or outcomes. Employees expect to be recognised in their work they perform. The employers’ responsibility is to ensure that the employee’s interests are taken care of reasonably. Scarce skill is a very important aspect in the career of specialised skilled employees and expectations are very high in this kind of environment. Globally the scarce skill is one of the aspects that is encouraged that organisations should take cognisance of. When staff is recruited and works for the Municipality it is vital that they are retained and capacitated through trainings. The employees that have worked for the Municipality a longer period should or must at least transfer those skills for the preparation of the succession planning and continuity in the organisation. The data was collected in a form of a questionnaire where respondents indicated their responses based on the questions formulated to measure their job performance, scarce skills, retention of staff, recruitment and selection, on-the-job training for skills transfer and training in relevant field. The data collected was analysed and presented in the form of tables and percentages. The study has revealed that the clear strategies recommended are essential in the personal development of employees through training, recognition inthe institution by way of remuneration or awards and ensuring to retain staff for a longer period for succession planning in a municipal environment.
- Full Text:
- Date Issued: 2014
Retention strategies for gold-collar employees in an institution of higher education
- Authors: Grobler, Elaine Maria
- Date: 2014
- Subjects: Employee retention , Universities and colleges -- Employees
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6126 , vital:21041
- Description: Gold-collar employees are defined as key employees who have a discernible influence on the realisation of an organisation’s strategic goals and vision. These employees’ competitive advantage lies in their conceptual skills and specifically in their knowledge and creativity. However, because of their unique competencies, they are high in demand and it is more difficult for organisations to attract and retain them. The main research problem in this study was to investigate the concept of a gold-collar employee, the needs and expectations of these employees, as well as retention strategies that can be used to retain them, with specific focus on academics in an institution of higher education. To address the main and identified sub-problems, a literature study was conducted on gold-collar employees, the dilemma of retaining these employees, their needs and expectations and retention strategies. Interviews were conducted with selected senior level employees from various disciplines that had extensive experience in research, teaching and academic management, to establish how they perceived a gold-collar employee in the context of the university and what in their experience they considered as factors that enhanced the retention of these employees. An HTML survey questionnaire was administered to a target group of academics ranging from associate lecturer, lecturer, senior lecturer and associate professor to professor, including academic managers. The survey focused on their level of teaching and research experience, needs and expectations and their perceptions of the retention strategies used at the university. The results from the empirical study revealed that respondents were experienced in teaching development and practices, but not recognised on an internal, national and international level. Flexible working conditions were regarded as most important along with opportunities for self-fulfilment. Employees with more experience in teaching had a greater need and expectation for empowerment while those with more research experience needed and expected more remuneration, rewards and recognition. The respondents also deemed being located in a city or town that allowed for a high quality of living as important. Retention of highly skilled employees is important especially in a knowledge environment as they contribute strategically to the vision and competitive advantage of the organisation. Their skills and knowledge are costly and not easy to replace. Therefore it is important to put strategies in place to retain these gold-collar employees.
- Full Text:
- Date Issued: 2014
- Authors: Grobler, Elaine Maria
- Date: 2014
- Subjects: Employee retention , Universities and colleges -- Employees
- Language: English
- Type: Thesis , Masters , MTech
- Identifier: http://hdl.handle.net/10948/6126 , vital:21041
- Description: Gold-collar employees are defined as key employees who have a discernible influence on the realisation of an organisation’s strategic goals and vision. These employees’ competitive advantage lies in their conceptual skills and specifically in their knowledge and creativity. However, because of their unique competencies, they are high in demand and it is more difficult for organisations to attract and retain them. The main research problem in this study was to investigate the concept of a gold-collar employee, the needs and expectations of these employees, as well as retention strategies that can be used to retain them, with specific focus on academics in an institution of higher education. To address the main and identified sub-problems, a literature study was conducted on gold-collar employees, the dilemma of retaining these employees, their needs and expectations and retention strategies. Interviews were conducted with selected senior level employees from various disciplines that had extensive experience in research, teaching and academic management, to establish how they perceived a gold-collar employee in the context of the university and what in their experience they considered as factors that enhanced the retention of these employees. An HTML survey questionnaire was administered to a target group of academics ranging from associate lecturer, lecturer, senior lecturer and associate professor to professor, including academic managers. The survey focused on their level of teaching and research experience, needs and expectations and their perceptions of the retention strategies used at the university. The results from the empirical study revealed that respondents were experienced in teaching development and practices, but not recognised on an internal, national and international level. Flexible working conditions were regarded as most important along with opportunities for self-fulfilment. Employees with more experience in teaching had a greater need and expectation for empowerment while those with more research experience needed and expected more remuneration, rewards and recognition. The respondents also deemed being located in a city or town that allowed for a high quality of living as important. Retention of highly skilled employees is important especially in a knowledge environment as they contribute strategically to the vision and competitive advantage of the organisation. Their skills and knowledge are costly and not easy to replace. Therefore it is important to put strategies in place to retain these gold-collar employees.
- Full Text:
- Date Issued: 2014
Retention strategies for knowledge workers at a consulting engineering firm
- Authors: Ketye, Lungelo
- Date: 2013
- Subjects: Employee retention , Employee motivation , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6247 , vital:21059
- Description: The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.
- Full Text:
- Date Issued: 2013
- Authors: Ketye, Lungelo
- Date: 2013
- Subjects: Employee retention , Employee motivation , Job satisfaction
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/6247 , vital:21059
- Description: The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.
- Full Text:
- Date Issued: 2013
Investigating talent management as a strategy to promote employee retention at ABSA Bank
- Authors: Pepeta, Phumeza Martha
- Date: 2012
- Subjects: Banks and banking -- Personnel management , Employee retention
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8820 , http://hdl.handle.net/10948/d1019691
- Description: Research studies have reported that many organisations are challenged with the ability to retain talent. Against this background, the purpose of this study was to investigate whether Absa Bank’s talent approach is succeeding in retaining critical talent. Talent management is undoubtedly one of the critical strategic imperatives facing business leaders today. The current war for talent and skills shortage has resulted in growing pressure to attract and retain talent in order to have a competitive advantage. The literature review in this study revealed that there is no “one size fits all” approach when it comes to talent management. The study emphasised the importance of having a talent strategy that focuses on unleashing and harnessing talent rather than just recruiting the best people in the market. The study further highlighted that organisations should clearly identify their own talent drivers, based on their unique organisational culture and business strategic imperatives. The key talent drivers discussed in this study include recruitment and selection, training and development, performance management, reward and recognition, diversity and culture, quality leadership and barriers to effective talent management. The study further argued the importance of having a compelling employee value proposition (EVP), in an attempt to attract and retain the best people. The target population for this study consisted of middle managers at Absa Bank, where the majority of key value roles, which are critical for retention lie. A sample of 100 respondents was randomly selected from the total population. The findings suggested that when an organisation has effective leadership, it is more likely to create a compelling EVP that is conducive to talent retention. Furthermore, the findings revealed that Absa is effective in applying certain talent strategies whilst other areas required more attention.
- Full Text:
- Date Issued: 2012
- Authors: Pepeta, Phumeza Martha
- Date: 2012
- Subjects: Banks and banking -- Personnel management , Employee retention
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8820 , http://hdl.handle.net/10948/d1019691
- Description: Research studies have reported that many organisations are challenged with the ability to retain talent. Against this background, the purpose of this study was to investigate whether Absa Bank’s talent approach is succeeding in retaining critical talent. Talent management is undoubtedly one of the critical strategic imperatives facing business leaders today. The current war for talent and skills shortage has resulted in growing pressure to attract and retain talent in order to have a competitive advantage. The literature review in this study revealed that there is no “one size fits all” approach when it comes to talent management. The study emphasised the importance of having a talent strategy that focuses on unleashing and harnessing talent rather than just recruiting the best people in the market. The study further highlighted that organisations should clearly identify their own talent drivers, based on their unique organisational culture and business strategic imperatives. The key talent drivers discussed in this study include recruitment and selection, training and development, performance management, reward and recognition, diversity and culture, quality leadership and barriers to effective talent management. The study further argued the importance of having a compelling employee value proposition (EVP), in an attempt to attract and retain the best people. The target population for this study consisted of middle managers at Absa Bank, where the majority of key value roles, which are critical for retention lie. A sample of 100 respondents was randomly selected from the total population. The findings suggested that when an organisation has effective leadership, it is more likely to create a compelling EVP that is conducive to talent retention. Furthermore, the findings revealed that Absa is effective in applying certain talent strategies whilst other areas required more attention.
- Full Text:
- Date Issued: 2012
Knowledge retention strategies in selected Southern Africa public broadcasting corporations
- Authors: Dewah, Peterson
- Date: 2012
- Subjects: Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:11572 , http://hdl.handle.net/10353/438 , Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Description: Knowledge is now regarded as the most important resource surpassing other resources like land and capital. It is a foregone conclusion that knowledge flows out of organizations through various ways such as resignations, retirement and death yet, it does not seem as if organizations are employing strategies to retain such a vital component of production and service delivery. This study investigated the knowledge retention strategies in three Southern Africa Development Community (SADC) public broadcasting organizations of the South African Broadcasting Corporation in South African (SABC), the Department of Broadcasting Services (DBS) in Botswana and the Zimbabwe Broadcasting Corporation (ZBC) in Zimbabwe. The aim of this study was to establish how knowledge is captured and retained at such organizations. The objectives of the study were; to find out the types of strategies the three broadcasting organizations employ to capture and retain knowledge; establish how the three broadcasting organizational cultures enable knowledge acquisition, transfer, sharing and retention; establish the role of ICTs as tools and enablers of knowledge retention, creation, transfer and sharing in the three broadcasting organizations; and to propose recommendations on the best strategies for retention of knowledge in the three public broadcasting organizations as well as suggest areas for further and future research. v The study used the survey method and employed the triangulation design for data gathering. Data were collected from three SADC public broadcasting organizations. The population sample comprised 240 professional staff including 38 managers from different sections of the broadcasting organizations. The researcher collected data by administering a questionnaire to staff, interviews with managers and observations. Documentary analysis was also conducted in order to supplement data and fill in gaps. The researcher was mainly interested in gathering data that would give a comprehensive picture about knowledge retention methods in broadcasting organizations. There were four main findings. First, knowledge management as a relatively new concept and practice has not yet been properly embraced in the public broadcasting organization system in order to capture and retain knowledge that is acquired and generated in the organizations. There are no measures put in place in the organizations to retain the knowledge to ensure that once those who hold vital tacit knowledge are gone, the knowledge may still be available and accessible. Second, the study established that the respective organizational cultures impede on organizational knowledge retention. The study established that there was no culture of knowledge sharing. It also emerged that employees were not free to share their knowledge because of government regulations, prevailing political contexts, mistrust and general lack of incentive to share knowledge. Third, the study established that the organizations have no strategies or systems in place to capture the experts‟ knowledge or the knowledge of experienced staff and vi those approaching retiring age. The Human Resources Departments hold exit interviews that cover issues purely to do with why the person is leaving the organization instead of recording the work experiences and expertise of the departing employees. Fourth, the study revealed that the public broadcasting organizations still lag behind in collaborative and communicative technologies that facilitate knowledge transfer and sharing of tacit knowledge but retention of knowledge generally. The study also found that, some of the organizations studied did not have internet connectivity and websites were not yet functional, which hampered acquisition and sharing of knowledge for retention purposes. The importance of this study is that it has made a contribution and provided literature on knowledge retention strategies for public broadcasting corporations as part of knowledge management practice. On the basis of these findings the study recommended the following: appointment of knowledge management officers, establishment of Communities of Practice, encouraging knowledge sharing between employees, introduction of joint programmes with other broadcasting organizations by managers and their supervision of mentoring programmes; organizations to facilitate acquisition of information and communication technologies that enable knowledge management
- Full Text:
- Date Issued: 2012
- Authors: Dewah, Peterson
- Date: 2012
- Subjects: Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:11572 , http://hdl.handle.net/10353/438 , Knowledge management , Intellectual capital -- Management , Employee retention , Broadcasting -- South Africa , Broadcasting -- Zimbabwe , Broadcasting -- Botswana
- Description: Knowledge is now regarded as the most important resource surpassing other resources like land and capital. It is a foregone conclusion that knowledge flows out of organizations through various ways such as resignations, retirement and death yet, it does not seem as if organizations are employing strategies to retain such a vital component of production and service delivery. This study investigated the knowledge retention strategies in three Southern Africa Development Community (SADC) public broadcasting organizations of the South African Broadcasting Corporation in South African (SABC), the Department of Broadcasting Services (DBS) in Botswana and the Zimbabwe Broadcasting Corporation (ZBC) in Zimbabwe. The aim of this study was to establish how knowledge is captured and retained at such organizations. The objectives of the study were; to find out the types of strategies the three broadcasting organizations employ to capture and retain knowledge; establish how the three broadcasting organizational cultures enable knowledge acquisition, transfer, sharing and retention; establish the role of ICTs as tools and enablers of knowledge retention, creation, transfer and sharing in the three broadcasting organizations; and to propose recommendations on the best strategies for retention of knowledge in the three public broadcasting organizations as well as suggest areas for further and future research. v The study used the survey method and employed the triangulation design for data gathering. Data were collected from three SADC public broadcasting organizations. The population sample comprised 240 professional staff including 38 managers from different sections of the broadcasting organizations. The researcher collected data by administering a questionnaire to staff, interviews with managers and observations. Documentary analysis was also conducted in order to supplement data and fill in gaps. The researcher was mainly interested in gathering data that would give a comprehensive picture about knowledge retention methods in broadcasting organizations. There were four main findings. First, knowledge management as a relatively new concept and practice has not yet been properly embraced in the public broadcasting organization system in order to capture and retain knowledge that is acquired and generated in the organizations. There are no measures put in place in the organizations to retain the knowledge to ensure that once those who hold vital tacit knowledge are gone, the knowledge may still be available and accessible. Second, the study established that the respective organizational cultures impede on organizational knowledge retention. The study established that there was no culture of knowledge sharing. It also emerged that employees were not free to share their knowledge because of government regulations, prevailing political contexts, mistrust and general lack of incentive to share knowledge. Third, the study established that the organizations have no strategies or systems in place to capture the experts‟ knowledge or the knowledge of experienced staff and vi those approaching retiring age. The Human Resources Departments hold exit interviews that cover issues purely to do with why the person is leaving the organization instead of recording the work experiences and expertise of the departing employees. Fourth, the study revealed that the public broadcasting organizations still lag behind in collaborative and communicative technologies that facilitate knowledge transfer and sharing of tacit knowledge but retention of knowledge generally. The study also found that, some of the organizations studied did not have internet connectivity and websites were not yet functional, which hampered acquisition and sharing of knowledge for retention purposes. The importance of this study is that it has made a contribution and provided literature on knowledge retention strategies for public broadcasting corporations as part of knowledge management practice. On the basis of these findings the study recommended the following: appointment of knowledge management officers, establishment of Communities of Practice, encouraging knowledge sharing between employees, introduction of joint programmes with other broadcasting organizations by managers and their supervision of mentoring programmes; organizations to facilitate acquisition of information and communication technologies that enable knowledge management
- Full Text:
- Date Issued: 2012
Organisational factors impacting on employee retention
- Authors: Guma, Pendulwa Vuyokazi
- Date: 2011
- Subjects: Employee retention , Organizational change , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8616 , http://hdl.handle.net/10948/1530 , Employee retention , Organizational change , Employee motivation
- Description: Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.
- Full Text:
- Date Issued: 2011
- Authors: Guma, Pendulwa Vuyokazi
- Date: 2011
- Subjects: Employee retention , Organizational change , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8616 , http://hdl.handle.net/10948/1530 , Employee retention , Organizational change , Employee motivation
- Description: Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.
- Full Text:
- Date Issued: 2011
Attraction and retention of non-family business employees
- Authors: Van Zyl, Jacques
- Date: 2010
- Subjects: Family-owned business enterprises , Employee retention
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8653 , http://hdl.handle.net/10948/1365 , Family-owned business enterprises , Employee retention
- Description: The purpose of this research treatise was to identify specific aspects related to employees in a non-family owned business that can be adopted by family owned businesses in order to attract, attain and motivate non-family employees. The focus of the researched aspect was based on seven categories of business management, namely; governance, policies and procedures, direction and planning, leadership, employee development, rewards and other general related characteristics. The research commenced with a literature review, which centered on background information pertaining to family owned businesses and specific aspects related to organisation and management thereof. It was assessed that very few completed research papers exit that addressed the topic as indicated above. The research focussed on a medium sized, non-family owned business within the consulting engineering industry. The physical research consisted of a questionnaire distributed to all of the employees of the particular firm. The questionnaire was made up of two sections. The first was a typical Likert scale type and the second, open ended questions. The questions of both question sets were categorised in specific business control and management topics, namely: - Governance; - Policies and procedures; - Direction and planning; - Leadership; - Employee development; - Rewards; and, - General aspects. The primary objective of this study was to identify and explore the factors that are regarded to be important by unrelated employees in work environment, specifically focusing on attaining, retaining and motivating aspects. The study found that the average employee prefers to have desire for formal management structures and see succession planning not only as an important sustainable business strategy, but also as an underlying motivation principle. Also identified were the partialities towards formal employee management systems, employee development, and the value of monetary rewards.
- Full Text:
- Date Issued: 2010
- Authors: Van Zyl, Jacques
- Date: 2010
- Subjects: Family-owned business enterprises , Employee retention
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8653 , http://hdl.handle.net/10948/1365 , Family-owned business enterprises , Employee retention
- Description: The purpose of this research treatise was to identify specific aspects related to employees in a non-family owned business that can be adopted by family owned businesses in order to attract, attain and motivate non-family employees. The focus of the researched aspect was based on seven categories of business management, namely; governance, policies and procedures, direction and planning, leadership, employee development, rewards and other general related characteristics. The research commenced with a literature review, which centered on background information pertaining to family owned businesses and specific aspects related to organisation and management thereof. It was assessed that very few completed research papers exit that addressed the topic as indicated above. The research focussed on a medium sized, non-family owned business within the consulting engineering industry. The physical research consisted of a questionnaire distributed to all of the employees of the particular firm. The questionnaire was made up of two sections. The first was a typical Likert scale type and the second, open ended questions. The questions of both question sets were categorised in specific business control and management topics, namely: - Governance; - Policies and procedures; - Direction and planning; - Leadership; - Employee development; - Rewards; and, - General aspects. The primary objective of this study was to identify and explore the factors that are regarded to be important by unrelated employees in work environment, specifically focusing on attaining, retaining and motivating aspects. The study found that the average employee prefers to have desire for formal management structures and see succession planning not only as an important sustainable business strategy, but also as an underlying motivation principle. Also identified were the partialities towards formal employee management systems, employee development, and the value of monetary rewards.
- Full Text:
- Date Issued: 2010
Employee Retention & Performance Management: HRM 322
- Authors: Mjoli, Q T , Bosman, L A
- Date: 2010-01
- Subjects: Employee retention
- Language: English
- Type: Examination paper
- Identifier: vital:17497 , http://hdl.handle.net/10353/d1010473
- Description: Employee Retention & Performance Management: HRM 322, January 2010, Supplementary Examination.
- Full Text: false
- Date Issued: 2010-01
- Authors: Mjoli, Q T , Bosman, L A
- Date: 2010-01
- Subjects: Employee retention
- Language: English
- Type: Examination paper
- Identifier: vital:17497 , http://hdl.handle.net/10353/d1010473
- Description: Employee Retention & Performance Management: HRM 322, January 2010, Supplementary Examination.
- Full Text: false
- Date Issued: 2010-01
Job satisfaction of public sector pharmacists in the Nelson Mandela Metropole
- Authors: Matshotyana, Kidwell
- Date: 2009
- Subjects: Job satisfaction , Employee retention , Pharmacists -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10143 , http://hdl.handle.net/10948/1006 , Job satisfaction , Employee retention , Pharmacists -- South Africa -- Port Elizabeth
- Description: There is a severe shortage of pharmacists in the Nelson Mandela Metropole with a current vacancy rate of over 50 percent on the approved posts for pharmacists (PERSAL 31 December 2007). The metropole has struggled to retain pharmacists in spite of the urban setting. The aim of this research was to measure the level of job satisfaction amongst pharmacists working in the public sector of the Nelson Mandela Metropole. The research objective was to conduct a questionnaire-based survey of pharmacists working in public sector facilities in the Nelson Mandela Metropole in order to assess their levels of job satisfaction, and report the findings with appropriate recommendations to management. For this study, the modified JDI Index survey was used focusing on the subscales; work, pay, promotion, supervision, co-workers and patient interaction. Possible retention strategies were also investigated through the use of open ended questions. The questionnaire was administered to 30 pharmacists in full time employment within the public sector in the Nelson Mandela Metropole. A total of 25 questionnaires were returned giving an 83.3 percent response rate. The pharmacists were generally satisfied with the job, their pharmacy co-workers, patient interaction and supervision but were not satisfied with salary and promotion opportunities in the public sector. Using a score from 1 to 5, with 5 indicating a level of high satisfaction, the mean scores for the six subscales were, job (3.2), income (2.1), patient interaction (3.3), promotion (2.0), co-workers (3.4) and supervision (3.7). Financial packages (23, n=25) and fringe benefits (22, n=25) were indicated as the most effective strategies in attracting and retaining pharmacists into the public service. The majority of respondents (15, n=25) agreed that the favourable working hours, flexibility of work, regular working hours with no weekend duties were the most vii positive aspects about their job. The negative aspects mentioned by the majority of the respondents (15, n=25) included poor remuneration, unrealistic notch increases and salaries that were not market-related and uncompetitive.
- Full Text:
- Date Issued: 2009
- Authors: Matshotyana, Kidwell
- Date: 2009
- Subjects: Job satisfaction , Employee retention , Pharmacists -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:10143 , http://hdl.handle.net/10948/1006 , Job satisfaction , Employee retention , Pharmacists -- South Africa -- Port Elizabeth
- Description: There is a severe shortage of pharmacists in the Nelson Mandela Metropole with a current vacancy rate of over 50 percent on the approved posts for pharmacists (PERSAL 31 December 2007). The metropole has struggled to retain pharmacists in spite of the urban setting. The aim of this research was to measure the level of job satisfaction amongst pharmacists working in the public sector of the Nelson Mandela Metropole. The research objective was to conduct a questionnaire-based survey of pharmacists working in public sector facilities in the Nelson Mandela Metropole in order to assess their levels of job satisfaction, and report the findings with appropriate recommendations to management. For this study, the modified JDI Index survey was used focusing on the subscales; work, pay, promotion, supervision, co-workers and patient interaction. Possible retention strategies were also investigated through the use of open ended questions. The questionnaire was administered to 30 pharmacists in full time employment within the public sector in the Nelson Mandela Metropole. A total of 25 questionnaires were returned giving an 83.3 percent response rate. The pharmacists were generally satisfied with the job, their pharmacy co-workers, patient interaction and supervision but were not satisfied with salary and promotion opportunities in the public sector. Using a score from 1 to 5, with 5 indicating a level of high satisfaction, the mean scores for the six subscales were, job (3.2), income (2.1), patient interaction (3.3), promotion (2.0), co-workers (3.4) and supervision (3.7). Financial packages (23, n=25) and fringe benefits (22, n=25) were indicated as the most effective strategies in attracting and retaining pharmacists into the public service. The majority of respondents (15, n=25) agreed that the favourable working hours, flexibility of work, regular working hours with no weekend duties were the most vii positive aspects about their job. The negative aspects mentioned by the majority of the respondents (15, n=25) included poor remuneration, unrealistic notch increases and salaries that were not market-related and uncompetitive.
- Full Text:
- Date Issued: 2009
Retention strategies for skilled SARS customs employees
- Authors: Lennie, Graeme Mark
- Date: 2008
- Subjects: Employee retention , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8704 , http://hdl.handle.net/10948/999 , Employee retention , Employee motivation
- Description: The South African Revenue Services (SARS) is an amalgamation of the former Departments of Customs and Excise, and the Receiver of Revenue. SARS obtained full autonomy from the Government in October 1997 in order for it to administer its own affairs. SARS has since made great strides in transforming its people and technology, although some growing pains are recently being experienced, i.e. the “retention question”. The problem statement, “What strategies can be implemented for retaining skilled employees within SARS Customs” is derived from a multitude of problematic issues currently being experienced world wide. Problem areas particular to South Africa, include: the mass exodus of white skilled labour; baby-boomers (aged 60 – 65) nearing retirement, affirmative action, employment equity, and a general lack of skills in the employment industry. An employee engagement survey (2007) conducted at SARS, shows figures that further exacerbates the problem. The objectives of the research were therefore, to conduct a literature study of employee retention strategies, investigate the research strategies currently being employed at SARS, the reasons for the low levels of employee engagement and to develop a strategic model for employee retention for use at SARS Customs in the Eastern Cape Region of South Africa The study takes the form of a case study, using quantitative and qualitative methods of research. A questionnaire was distributed to respondents, the results of which were analysed and presented. The findings show that SARS Customs is in a good position with regards to pay and benefits. Areas that require attention though are training, development and career management, effective supervision, and day-to-day activities.
- Full Text:
- Date Issued: 2008
- Authors: Lennie, Graeme Mark
- Date: 2008
- Subjects: Employee retention , Employee motivation
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8704 , http://hdl.handle.net/10948/999 , Employee retention , Employee motivation
- Description: The South African Revenue Services (SARS) is an amalgamation of the former Departments of Customs and Excise, and the Receiver of Revenue. SARS obtained full autonomy from the Government in October 1997 in order for it to administer its own affairs. SARS has since made great strides in transforming its people and technology, although some growing pains are recently being experienced, i.e. the “retention question”. The problem statement, “What strategies can be implemented for retaining skilled employees within SARS Customs” is derived from a multitude of problematic issues currently being experienced world wide. Problem areas particular to South Africa, include: the mass exodus of white skilled labour; baby-boomers (aged 60 – 65) nearing retirement, affirmative action, employment equity, and a general lack of skills in the employment industry. An employee engagement survey (2007) conducted at SARS, shows figures that further exacerbates the problem. The objectives of the research were therefore, to conduct a literature study of employee retention strategies, investigate the research strategies currently being employed at SARS, the reasons for the low levels of employee engagement and to develop a strategic model for employee retention for use at SARS Customs in the Eastern Cape Region of South Africa The study takes the form of a case study, using quantitative and qualitative methods of research. A questionnaire was distributed to respondents, the results of which were analysed and presented. The findings show that SARS Customs is in a good position with regards to pay and benefits. Areas that require attention though are training, development and career management, effective supervision, and day-to-day activities.
- Full Text:
- Date Issued: 2008
Establishing effective organisational coaching strategies
- Authors: Dove, Jean Tracy
- Date: 2006
- Subjects: Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8561 , http://hdl.handle.net/10948/496 , Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Description: To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.
- Full Text:
- Date Issued: 2006
- Authors: Dove, Jean Tracy
- Date: 2006
- Subjects: Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8561 , http://hdl.handle.net/10948/496 , Employees -- Coaching of , Mentoring in business , Employee retention , Organizational effectiveness
- Description: To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.
- Full Text:
- Date Issued: 2006
An investigation into retaining specialised employees within Spoornet
- Authors: Swanepoel, Jack Ian
- Date: 2004
- Subjects: Employee retention , Spoornet (Firm : South Africa) -- Officals and employees , Railroads -- South Africa -- Employees
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9272 , http://hdl.handle.net/10948/241 , Employee retention , Spoornet (Firm : South Africa) -- Officals and employees , Railroads -- South Africa -- Employees
- Description: State-owned enterprises (SOE’s) in South Africa have long been financial albatrosses around the government’s neck. The government decided to restructure them so that they can play a role in the overall economic development of the country (Didiza, 2002:15). Transnet, one of South Africa’s largest SOE’s, is the largest transportation company in South Africa and is divided into various business units, of which Spoornet (rail transportation) is one. Spoornet has had to evolve from a subsidised state owned enterprise to a semi-privatised business unit, able to survive in a competitive business world. This entailed streamlining and restructuring the business unit in order for it to become more productive and financially fit. One of the biggest threats was the amount of human capital that Spoornet employed. The workforce had to be reduced in order to allow Spoornet to become an effective and competitive business unit. In addition to this, Spoornet must adhere to affirmative action policies instituted by government labour laws (Employment Equity Act, Act 55 of 1998). This act was introduced to redress the present effects of South Africa’s past in bringing about a diverse workforce broadly representing South Africa’s demographics. This has resulted in early retirement packages being offered to assist Spoornet in achieving employment equity targets. All of these changes have had a major impact on employee turnover that has resulted in a large amount of skills and expertise being lost. Professional, specialised and skilled people are in global demand, which has added to the exodus of employees from many organisations. Spoornet has experienced this at an alarming rate, so much so that in 2001, they established a retention committee to address ways to reverse the high number of specialised employee exits. Abstract iv The overall purpose of the research was to identify strategies for Spoornet to retain their specialised and skilled employees, thereby reducing the amount of specialised and skilled staff turnover. The research methodology for this study comprised the following steps: • Firstly, a full literature study regarding strategies that an organisation can utilise for the retention of their critical employees was researched. • Secondly, the views of current Spoornet employees on retention strategies were assessed in an empirical study, which involved completing a questionnaire. • Lastly, recommendations due to the findings of the researcher were identified for Spoornet to retain their highly skilled and specialised employees.
- Full Text:
- Date Issued: 2004
- Authors: Swanepoel, Jack Ian
- Date: 2004
- Subjects: Employee retention , Spoornet (Firm : South Africa) -- Officals and employees , Railroads -- South Africa -- Employees
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9272 , http://hdl.handle.net/10948/241 , Employee retention , Spoornet (Firm : South Africa) -- Officals and employees , Railroads -- South Africa -- Employees
- Description: State-owned enterprises (SOE’s) in South Africa have long been financial albatrosses around the government’s neck. The government decided to restructure them so that they can play a role in the overall economic development of the country (Didiza, 2002:15). Transnet, one of South Africa’s largest SOE’s, is the largest transportation company in South Africa and is divided into various business units, of which Spoornet (rail transportation) is one. Spoornet has had to evolve from a subsidised state owned enterprise to a semi-privatised business unit, able to survive in a competitive business world. This entailed streamlining and restructuring the business unit in order for it to become more productive and financially fit. One of the biggest threats was the amount of human capital that Spoornet employed. The workforce had to be reduced in order to allow Spoornet to become an effective and competitive business unit. In addition to this, Spoornet must adhere to affirmative action policies instituted by government labour laws (Employment Equity Act, Act 55 of 1998). This act was introduced to redress the present effects of South Africa’s past in bringing about a diverse workforce broadly representing South Africa’s demographics. This has resulted in early retirement packages being offered to assist Spoornet in achieving employment equity targets. All of these changes have had a major impact on employee turnover that has resulted in a large amount of skills and expertise being lost. Professional, specialised and skilled people are in global demand, which has added to the exodus of employees from many organisations. Spoornet has experienced this at an alarming rate, so much so that in 2001, they established a retention committee to address ways to reverse the high number of specialised employee exits. Abstract iv The overall purpose of the research was to identify strategies for Spoornet to retain their specialised and skilled employees, thereby reducing the amount of specialised and skilled staff turnover. The research methodology for this study comprised the following steps: • Firstly, a full literature study regarding strategies that an organisation can utilise for the retention of their critical employees was researched. • Secondly, the views of current Spoornet employees on retention strategies were assessed in an empirical study, which involved completing a questionnaire. • Lastly, recommendations due to the findings of the researcher were identified for Spoornet to retain their highly skilled and specialised employees.
- Full Text:
- Date Issued: 2004
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