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
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
Investigating talent management strategies influencing the retention of employees with technical expertise at Aspen Pharmacare
- Ben-Mazwi Matolengwe, Yonela
- Authors: Ben-Mazwi Matolengwe, Yonela
- Date: 2021-04
- Subjects: Employee retention -- South Africa , Talent management -- South Africa , Human capital
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/50944 , vital:43174
- Description: This study examines the influence of talent management strategies on employee retention with employee engagement as a mediating variable. This study was conducted at Aspen Pharmacare Port Elizabeth site, South Africa. The population in this study is approximately 1500 employees from Aspen Pharmacare Port Elizabeth. The sampling method uses census techniques so that the number of samples used is 49 employees. The research data was collected using an online questionnaire which is then analysed using a path analysis technique using SPSS software to examine the relationships among the variables, which are: employee value proposition, work motivation and employee performance. The results show that there is a positive relationship between all talent management strategies and retention. Leadership has a largely significant correlation with retention, however, it is indicated that engagement is a mediating variable. Employees with technical expertise value the impact that leadership has in their roles at the organisation. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Ben-Mazwi Matolengwe, Yonela
- Date: 2021-04
- Subjects: Employee retention -- South Africa , Talent management -- South Africa , Human capital
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/50944 , vital:43174
- Description: This study examines the influence of talent management strategies on employee retention with employee engagement as a mediating variable. This study was conducted at Aspen Pharmacare Port Elizabeth site, South Africa. The population in this study is approximately 1500 employees from Aspen Pharmacare Port Elizabeth. The sampling method uses census techniques so that the number of samples used is 49 employees. The research data was collected using an online questionnaire which is then analysed using a path analysis technique using SPSS software to examine the relationships among the variables, which are: employee value proposition, work motivation and employee performance. The results show that there is a positive relationship between all talent management strategies and retention. Leadership has a largely significant correlation with retention, however, it is indicated that engagement is a mediating variable. Employees with technical expertise value the impact that leadership has in their roles at the organisation. , Thesis (MBA) -- Faculty of Business and Economic Sciences, Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
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
Assessing the employee talent retention strategy at the industrial development corporation
- Authors: Madondo, Lungile Sharon
- Date: 2021-04
- Subjects: Employee retention -- South Africa , Labor turnover -- South Africa , Personnel management -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51798 , vital:43373
- Description: Successful employee retention is essential to an organisation’s stability, growth and revenue. Without properly implemented employee retention strategies, the organisation may face high employee turnover rates. An increased longevity of an employee’s tenure is better for the organisation’s overall performance. This study sought to evaluate the factors affecting employee retention at the IDC. To enhance the success of the study, the research objective was to assess the relationship between five HR factors and employee retention within the IDC. The study used a descriptive survey research design. The sampling method used for this study was convenience sampling. A questionnaire was used for data collection. The researcher cleansed and coded the data, whilst a statistician entered the collected data into STATISTICA. The data was analysed descriptively and also by means of inferential analysis method that is. The descriptive data was presented in the format of pie charts and tables with percentages, means and standard deviations as measures for distribution mechanisms. While inferential analysis presented the regression in table formats but with a clear indication of significant levels and adjusted R-square for all the independent variables. The sample that participated in this study consisted of 288 respondents from the IDC. Empirical findings revealed that the working environment, work-life balance, compensation and employee engagement positively influenced employee retention. Career development was not significantly related to employee retention. The study concluded and made recommendations to four stakeholders, namely the government to have roadshows and marketing activities to promote the Skills Development Act and skills Levies Act, IDC to review their employee retention strategy, Managers or Supervisors to support their employees by providing market related salary packages and provide session where they engage the employees in the organisations developments, and the HR Practitioners must ensure that the right fit of candidates are recruited to the organisation. , Thesis (MBA) -- Faculty of Business and Economic Sciences , Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
- Authors: Madondo, Lungile Sharon
- Date: 2021-04
- Subjects: Employee retention -- South Africa , Labor turnover -- South Africa , Personnel management -- South Africa
- Language: English
- Type: Master's theses , text
- Identifier: http://hdl.handle.net/10948/51798 , vital:43373
- Description: Successful employee retention is essential to an organisation’s stability, growth and revenue. Without properly implemented employee retention strategies, the organisation may face high employee turnover rates. An increased longevity of an employee’s tenure is better for the organisation’s overall performance. This study sought to evaluate the factors affecting employee retention at the IDC. To enhance the success of the study, the research objective was to assess the relationship between five HR factors and employee retention within the IDC. The study used a descriptive survey research design. The sampling method used for this study was convenience sampling. A questionnaire was used for data collection. The researcher cleansed and coded the data, whilst a statistician entered the collected data into STATISTICA. The data was analysed descriptively and also by means of inferential analysis method that is. The descriptive data was presented in the format of pie charts and tables with percentages, means and standard deviations as measures for distribution mechanisms. While inferential analysis presented the regression in table formats but with a clear indication of significant levels and adjusted R-square for all the independent variables. The sample that participated in this study consisted of 288 respondents from the IDC. Empirical findings revealed that the working environment, work-life balance, compensation and employee engagement positively influenced employee retention. Career development was not significantly related to employee retention. The study concluded and made recommendations to four stakeholders, namely the government to have roadshows and marketing activities to promote the Skills Development Act and skills Levies Act, IDC to review their employee retention strategy, Managers or Supervisors to support their employees by providing market related salary packages and provide session where they engage the employees in the organisations developments, and the HR Practitioners must ensure that the right fit of candidates are recruited to the organisation. , Thesis (MBA) -- Faculty of Business and Economic Sciences , Business Administration, 2021
- Full Text:
- Date Issued: 2021-04
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