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
Job embeddedness, employee retention and innovative work behaviours at a selected municipality
- Authors: Lippert, Cuan Roberto
- Date: 2018
- Subjects: Employee retention -- South Africa , Organizational behavior -- South Africa Work ethic -- South Africa Work -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22520 , vital:29996
- Description: The importance of job embeddedness with its combined forces of fit, links and sacrifice has previously been centred on predicting retention. At the present time, job embeddedness is also considered as a factor influencing innovative work behaviours. The current study extends this line of research by examining the relationship between job embeddedness, employee retention and innovative work behaviours of employees working in the Nelson Mandela Bay Municipality Infrastructure and Engineering Directorate. Research on how job embeddedness influences employee retention and innovative work behaviours, is important in the light of retaining knowledgeable staff in the current municipal setting. A cross-sectional quantitative survey was conducted on a non-probability purposive sample (N = 131) in the Nelson Mandela Bay Municipality Infrastructure and Engineering Directorate. Correlational results revealed a significant positive linear relationship between on-the-job embeddedness and innovative work behaviours. However, a significant negative linear relationship was reported between on-the-job embeddedness and retention, measured by employees’ perceptions of job prospects and future intentions to leave the organisation. Furthermore, a significant positive linear relationship was reported between off-the-job embeddedness and innovative work behaviours. The study revealed significant differences between age and on-the-job embeddedness. Lastly, significant differences were found between marital status, language and tenure in relation to off-the-job embeddedness. The findings of the study contribute to the research body of knowledge with respect to employee retention and innovative work behaviours at the Nelson Mandela Bay Municipality Infrastructure and Engineering Directorate. The final chapter concludes the research with recommendations for future research practices.
- Full Text:
- Date Issued: 2018
- Authors: Lippert, Cuan Roberto
- Date: 2018
- Subjects: Employee retention -- South Africa , Organizational behavior -- South Africa Work ethic -- South Africa Work -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22520 , vital:29996
- Description: The importance of job embeddedness with its combined forces of fit, links and sacrifice has previously been centred on predicting retention. At the present time, job embeddedness is also considered as a factor influencing innovative work behaviours. The current study extends this line of research by examining the relationship between job embeddedness, employee retention and innovative work behaviours of employees working in the Nelson Mandela Bay Municipality Infrastructure and Engineering Directorate. Research on how job embeddedness influences employee retention and innovative work behaviours, is important in the light of retaining knowledgeable staff in the current municipal setting. A cross-sectional quantitative survey was conducted on a non-probability purposive sample (N = 131) in the Nelson Mandela Bay Municipality Infrastructure and Engineering Directorate. Correlational results revealed a significant positive linear relationship between on-the-job embeddedness and innovative work behaviours. However, a significant negative linear relationship was reported between on-the-job embeddedness and retention, measured by employees’ perceptions of job prospects and future intentions to leave the organisation. Furthermore, a significant positive linear relationship was reported between off-the-job embeddedness and innovative work behaviours. The study revealed significant differences between age and on-the-job embeddedness. Lastly, significant differences were found between marital status, language and tenure in relation to off-the-job embeddedness. The findings of the study contribute to the research body of knowledge with respect to employee retention and innovative work behaviours at the Nelson Mandela Bay Municipality Infrastructure and Engineering Directorate. The final chapter concludes the research with recommendations for future research practices.
- Full Text:
- Date Issued: 2018
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