Expectations and experiences of talent management across South Africa and the effect on retention
- Authors: Du Randt, Jean
- Date: 2019
- Subjects: Employee retention -- South Africa , Employee selection Manpower planning Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/39556 , vital:35290
- Description: The “war on talent” is intensifying and effective talent management strategies are imperative for business success. This study explores the expectations and experiences of talent management strategies amongst employees across South Africa and their impact on retention. The literature review covers the constructs of talent management, working environment, rewards, leadership, race, age and gender as well as retention. A quantitative survey approach with comparative studies was adopted. A snowball convenience sampling method was used with links to an on-line questionnaire e-mailed to potential respondents. A total of 711 useable responses were received. Statistical analysis included factor analysis, Cronbach alpha reliability testing, mean factor scores, paired samplet-tests, Pearson’s correlations, T-tests and ANOVAs. The study found that leadership was the factor rated as most important followed by working environment and development. Respondents reported significant differences between expectations and employer ratings on all factors, with cash rewards being the greatest source of dissatisfaction. Experiences of work environment, leadership and development indicated stronger correlations to retention than cash rewards. Women, millennials and non-whites demonstrated the highest retention risks. A significant negative correlation was found between the respondents’ reported experience of leadership, work environment and development and the importance they attached to cash rewards. The study supports Hertzberg’s classification of cash rewards as a hygiene factor and Alderfer’s ERG theory’s concept of frustration-regression. This has significant implications for the focus of talent and retention strategies, and it is proposed that improving the quality of leadership, work environments and development opportunities will decrease the current over-reliance on monetary rewards as a retention tool.
- Full Text:
- Date Issued: 2019
- Authors: Du Randt, Jean
- Date: 2019
- Subjects: Employee retention -- South Africa , Employee selection Manpower planning Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/39556 , vital:35290
- Description: The “war on talent” is intensifying and effective talent management strategies are imperative for business success. This study explores the expectations and experiences of talent management strategies amongst employees across South Africa and their impact on retention. The literature review covers the constructs of talent management, working environment, rewards, leadership, race, age and gender as well as retention. A quantitative survey approach with comparative studies was adopted. A snowball convenience sampling method was used with links to an on-line questionnaire e-mailed to potential respondents. A total of 711 useable responses were received. Statistical analysis included factor analysis, Cronbach alpha reliability testing, mean factor scores, paired samplet-tests, Pearson’s correlations, T-tests and ANOVAs. The study found that leadership was the factor rated as most important followed by working environment and development. Respondents reported significant differences between expectations and employer ratings on all factors, with cash rewards being the greatest source of dissatisfaction. Experiences of work environment, leadership and development indicated stronger correlations to retention than cash rewards. Women, millennials and non-whites demonstrated the highest retention risks. A significant negative correlation was found between the respondents’ reported experience of leadership, work environment and development and the importance they attached to cash rewards. The study supports Hertzberg’s classification of cash rewards as a hygiene factor and Alderfer’s ERG theory’s concept of frustration-regression. This has significant implications for the focus of talent and retention strategies, and it is proposed that improving the quality of leadership, work environments and development opportunities will decrease the current over-reliance on monetary rewards as a retention tool.
- Full Text:
- Date Issued: 2019
Job embeddedness and employee retention in higher education
- Authors: Esterhuizen, Christa
- Date: 2019
- Subjects: Employee retention -- South Africa , Organizational behavior -- South Africa Work -- Psychological aspects Employee morale -- South Africa Universities and colleges -- Employees
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/39852 , vital:35483
- Description: The only sustainable competitive advantage for organisations worldwide, including higher education institutions, is their human resources. Therefore, to acquire and maintain a sustainable competitive advantage, the ability to effectively retain knowledge employees has become high-priority. The job embeddedness model presents an alternative approach to the traditional constructs of job satisfaction, organisational commitment and job involvement, for understanding the retention concept. The aim of the research was to determine the interaction effect of job embeddedness on retention, which could be used to intensify the attachment of academic staff in a higher education institution and to dissuade turnover cognitions. An empirical study consisting of a web-based questionnaire was conducted amongst 100 academic staff members across all campuses of Nelson Mandela University. The purpose of the survey was to measure job embeddedness, retention, and the relationship between job embeddedness and retention. The results indicated that organisational embeddedness, rather than community embeddedness, influenced the intention to leave. Employees that had a positive experience with the organisation in terms of fit, links and sacrifice, were less likely to leave the organisation. It is recommended that job embeddedness should form the basis for the development of an effective integrated human resource management retention strategy to attract, retain, motivate and develop employees, to improve organisational performance and achieve organisational goals and objectives. The implication is that recruitment and selection should be done carefully to create a fit between the employee and the organisation. Talent should be fully used in an environment that fosters autonomy and teamwork should be crafted and encouraged.
- Full Text:
- Date Issued: 2019
- Authors: Esterhuizen, Christa
- Date: 2019
- Subjects: Employee retention -- South Africa , Organizational behavior -- South Africa Work -- Psychological aspects Employee morale -- South Africa Universities and colleges -- Employees
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/39852 , vital:35483
- Description: The only sustainable competitive advantage for organisations worldwide, including higher education institutions, is their human resources. Therefore, to acquire and maintain a sustainable competitive advantage, the ability to effectively retain knowledge employees has become high-priority. The job embeddedness model presents an alternative approach to the traditional constructs of job satisfaction, organisational commitment and job involvement, for understanding the retention concept. The aim of the research was to determine the interaction effect of job embeddedness on retention, which could be used to intensify the attachment of academic staff in a higher education institution and to dissuade turnover cognitions. An empirical study consisting of a web-based questionnaire was conducted amongst 100 academic staff members across all campuses of Nelson Mandela University. The purpose of the survey was to measure job embeddedness, retention, and the relationship between job embeddedness and retention. The results indicated that organisational embeddedness, rather than community embeddedness, influenced the intention to leave. Employees that had a positive experience with the organisation in terms of fit, links and sacrifice, were less likely to leave the organisation. It is recommended that job embeddedness should form the basis for the development of an effective integrated human resource management retention strategy to attract, retain, motivate and develop employees, to improve organisational performance and achieve organisational goals and objectives. The implication is that recruitment and selection should be done carefully to create a fit between the employee and the organisation. Talent should be fully used in an environment that fosters autonomy and teamwork should be crafted and encouraged.
- Full Text:
- Date Issued: 2019
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