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This thesis aimed to investigate generational differences in the frequency and importance of meaningful work in employees based on the 7 facets of the Map of Meaning. Hypotheses were tested through Analysis of Variance of secondary data. 395 participants self-reported levels of meaningful work on the Comprehensive Meaningful Work Scale. Results indicated that Generation Y had significantly lower levels of meaningful work. Generation Y had significantly lower levels of Unity (importance), Serving (frequency and importance), Expressing full potential (frequency), Reality (frequency and importance) and Inspiration (frequency). Significant differences occurred mainly between Generation Y and Baby boomers, with some significant differences between Generation Y and Generation X and no significant differences between Generation X and Baby boomers. Results showed that overall frequency and importance levels were significantly lower for Generation Y. Overall frequency levels were lower than overall importance levels, which suggests that employees’ desire for meaningful work may not be satisfied. In light of this evidence, it is suggested that to improve organisational outcomes such as engagement, retention and performance, managers should provide opportunities for employees to engage in meaningful work with particular focus on Generation Y. Employees themselves should take responsibility to find meaning in their own work and life because engagement in meaningful activities can lead to satisfaction, belonging, fulfilment and a better understanding of one’s purpose in life.

The purpose of this study was to examine formal volunteering among retirees in order to explore whether their volunteer experiences represent an extension of their career in the paid workforce or whether their volunteer activities represent a completely new direction, and how this influences their career self-concept, as interpreted through Donald Super’s life-span, life-space theory of career development. This study employed a developmental mixed-method design. In Phase 1, qualitative interviews were conducted with 12 participants to better understand retirees’ volunteer experiences. Phase 1 informed the design of an instrument for the Phase 2 survey which examined the issues among a larger sample of 214 retirees. The Phase 2 results supported the Phase 1 findings and indicated that many retirees sought an extension of career in volunteer activities in that they used similar skills and knowledge. Study participants also displayed a desire for lifelong learning. Retirees relinquished their paid-work career, took on the retiree and volunteer roles, and integrated these roles within their career self-concept to create a new sense of self. These results indicated that the retirees had entered a new stage of life, qualitatively different from ‘retirement’. To better reflect the experiences of these retirees, it was proposed that Donald Super’s life-span, life-space theory of career development be extended to include Redirection. This theorizing is consistent with the finding that retirees both wanted to and are able to integrate previous paid work elements as well as seek out lifelong learning opportunities within their volunteer activities. This study demonstrates that the volunteer role in the lives of retirees can lead to personal renewal and reshaping of the career self-concept, or what is labeled as the stage of Redirection. This study also has implications for volunteer management, retirement planning and social policy, and may be of interest to volunteer managers, nonprofit organizations, career counsellors, financial planners, retirement planning consultants, life coaches and policy planners.

The purpose of this study was to examine formal volunteering among retirees in order to explore whether their volunteer experiences represent an extension of their career in the paid workforce or whether their volunteer activities represent a completely new direction, and how this influences their career self-concept, as interpreted through Donald Super’s life-span, life-space theory of career development. This study employed a developmental mixed-method design. In Phase 1, qualitative interviews were conducted with 12 participants to better understand retirees’ volunteer experiences. Phase 1 informed the design of an instrument for the Phase 2 survey which examined the issues among a larger sample of 214 retirees. The Phase 2 results supported the Phase 1 findings and indicated that many retirees sought an extension of career in volunteer activities in that they used similar skills and knowledge. Study participants also displayed a desire for lifelong learning. Retirees relinquished their paid-work career, took on the retiree and volunteer roles, and integrated these roles within their career self-concept to create a new sense of self. These results indicated that the retirees had entered a new stage of life, qualitatively different from ‘retirement’. To better reflect the experiences of these retirees, it was proposed that Donald Super’s life-span, life-space theory of career development be extended to include Redirection. This theorizing is consistent with the finding that retirees both wanted to and are able to integrate previous paid work elements as well as seek out lifelong learning opportunities within their volunteer activities. This study demonstrates that the volunteer role in the lives of retirees can lead to personal renewal and reshaping of the career self-concept, or what is labeled as the stage of Redirection. This study also has implications for volunteer management, retirement planning and social policy, and may be of interest to volunteer managers, nonprofit organizations, career counsellors, financial planners, retirement planning consultants, life coaches and policy planners.

This study focused on constructing a psychological retention profile by investigating the relationship between an individual’s psychological career-related attributes (psychological contract and psychosocial career preoccupations), biographical variables (generational cohorts, gender, race, marital status, job level and employment status) and retention factors (compensation, job characteristics, training and development, supervisor support, career opportunities, work/life balance and commitment) in order to inform retention management practices for diverse groups of employees in the context of higher educational environment in South Africa. A quantitative survey was conducted on a purposively selected sample of academic and support staff (N = 579) at the University of South Africa. The canonical correlation analysis indicated employer obligations and state of the psychological contract as the strongest psychological career-related variables in predicting the retention factor variables of compensation, training and development opportunities, supervisor support, career opportunities and organisational commitment. The canonical correlation data were used to inform the structural equation modelling, which indicated a good fit between employer obligations and compensation and training and development opportunities and between the state of the psychological contract and supervisor support and career opportunities. Hierarchical moderated regression showed that psychosocial career preoccupations significantly moderated the relationship between the psychological contract and training and development opportunities as retention factor. Moderated mediation modelling found that the effect of positive perceptions of employer obligations on high levels of retention factors satisfaction through the state of the psychological contract increased when the scores on psychosocial career preoccupations were high. The results also indicated that the effect of positive perceptions of employer obligations on high levels of retention factors satisfaction through positive state of psychological contract increased when the age group of participants was lower (i.e. younger generations). Tests for significant mean differences revealed significant differences in terms of the biographical variables. On a theoretical level, the study expanded the understanding of the individual and behavioural elements of the hypothesised psychological retention profile. On an empirical level, this study delivered an empirically tested psychological retention profile in terms of the behavioural elements. On a practical level, individual and organisational interventions in terms of the psychological retention profile were recommended. / Industrial and Organisational Psychology / D. Litt. et Phil. (Psychology)

Orientation: The face of the workforce as we know it, is changing dramatically through globalisation and the retirement of the older generation, and organisations are confronted with the need to change. Company strategies for attraction and retention require adaption, as the ‘one-size-fits-all’ model no longer appears to be appropriate for today’s multigenerational workforce. As employers aim to attract and retain high-value youth employees, it is more important than ever to understand the total rewards expectations that will attract and retain them. Research purpose: To determine what changes and priorities organisations need to consider for their total rewards models to attract and retain qualified youths entering the workforce. Motivation for the study: The need to understand what intrinsic and extrinsic rewards are aligned with the aspirations and values of skilled youths, in an ongoing attempt to attract and retain them. Research methodology: The researcher utilised a sequential mixed-method research approach to evaluate the effectiveness of the reward categories of the WorldatWork (2015) Total Rewards Model and other reward elements identified during the literature review. Data were collected in two phases, using quantitative and qualitative methods. Phase I: The quantitative method entailed a research questionnaire, distributed to defined professional databases, tertiary institutions, private and public listed companies, as well as parastatals. The researcher distributed 450 questionnaires, of which 276 usable questionnaire responses were received — a response rate of 61.3%. Phase II: The qualitative method utilised interviews exploring the results obtained from Phase I; 11 interviews were conducted with qualified youths and human resource (HR) practitioners (HR generalists and recruitment-, remuneration-, and organisation development specialists). Their responses were captured and analysed. ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 4 of 351 In both Phase I and Phase II, data were gathered while ensuring a high ethical standard and adhering to the defined research approaches. The data were analysed using appropriate statistical techniques to determine the relationship between the variables, ensuring reliability, consistency, and generalisability in Phase I, and transferability, credibility, dependability, and confirmability in Phase II, where a combination of deductive (for quantitative research) and inductive (for qualitative research) methods was applied. Main findings/results: It was evident from the results that a different approach was required for attraction and retention of the youth, and that the ‘one-size-fits-all’ approach of the past will not be effective in the future. Through the research processes, the researcher found that the reward categories of the WorldatWork (2015) model are currently effective in attracting and retaining young talent, but that more will be required in the future. A new total rewards framework was constructed, reflecting the youth’s priorities, to aid attraction and retention of this generation. Main outcomes: Attraction: Seven reward categories were found to affect the youth’s attraction to organisations. These, in order of importance, are: (1) leadership and environment — supportive management and work environment, (2) benefits — retirement fund, medical aid, and leave, (3) performance incentives — long- and short-term incentives and share options; (4) individual development, (5) a safe/secure working environment — coaching/mentoring, working in different organisations to maximise career growth, CSR, and long-term job security; (6) work‒life and resources — extended employee benefits and tools to execute one’s work; (7) performance recognition — informal recognition and non-financial rewards; and formal recognition — formal recognition and lump-sum and annual bonus payments. Retention: Seven reward categories were found to affect youths’ retention in organisations. These, in order of importance, are: (1) leadership and environment — supportive management and environment; (2) flexible and variable payment options — flexible payment options and Salary/Pay; (3) benefits — retirement fund, medical aid, and leave; (4) value-added benefits and services and individual development — employee wellness, CSR, employee discounts, formal coaching or mentoring, and extended time off; (5) recognition — informal and formal recognition ABSTRACT DBL Thesis_Keshia Mohamed-Padayachee Student Number 71364684 Page 5 of 351 and non-financial rewards; (6) career development — Career/Growth opportunities and learning and development; and (7) incentives — long- and short-term incentives and share options. Research limitations: This research was limited to skilled youths. Research implications, originality, and value: No empirical study exists that authenticates the WorldatWork (2015) Total Rewards Model and Generation Y theory. As employers strive to attract and retain high-value young employees, it is more important than ever to understand the expectations of these employees. This study contributes to the body of knowledge by identifying the reward preferences of the youth by offering a relevant rewards framework for attraction and retention of the youth. / Graduate School of Business Leadership / D.B.L.

<p>This research was a pilot study in a larger project that focused on how to retrieve knowledge from retiring long-term employees of a small university utility plant, incorporate that material into their existing training program, and during the process reduce the training time for current and future employees. Wade utility plant faced the retirement of eight employees with nearly 200 years of corporate knowledge within three years, but their current training program required seven to nine years to complete. The study utilized interviews, first-hand observation and partnership with current employees to explore how best to obtain the corporate knowledge that would be lost when the proletarian workers retired. The study revealed that the training program needed to be updated, and communication, trust and training evaluation continuity needed to be addressed. Due to these issues, trust was built through transparency by the researcher, and suggestions were made to management for moving forward. This study adds to the body of knowledge by utilizing knowledge capture techniques in a utility plant, highlighting effective knowledge capture techniques for proletarian workers, the importance of corporate planning for the effect of group retirements, and how incorporating proletarian workers into training creation can make a positive impact on company relationships.</p>

The prevalence of Hepatitis C Virus (HCV) in the US is estimated at 3.5 million with 18,153 deaths in 2016. It is the most common bloodborne infection, with a higher age-adjusted mortality rate than Hepatitis B Virus or Human Immunodeficiency Virus. Without treatment, nearly 1.1 million people will die from HCV by 2060. About 41,200 new cases of HCV were reported in 41 states in the US in 2016. The reported cases of acute HCV in 2016 is 2.3 per 100,000 in Tennessee, which is more than twice the national goal set by Healthy People 2020. This is a descriptive study to ascertain the HCV prevalence and usefulness of screening in medical outreach settings (MO) compared to indigent healthcare clinics (IHC) in northeast Tennessee. This study period was from April 2017 – February 2019. Participants (n=250), were adults, who engaged in routine, opt-out HCV testing at 4 IHC and 3 MO sites in the Tri-Cities, TN region. During the screening, demographic information- age, gender, race- were collected and the de-identified data were analyzed using Statistical Analysis System (SAS 9.3) to perform a descriptive analysis. Also, several discrete Chi-Square tests of independence between the demographic variables, screening locations, and HCV antibody prevalence was conducted. A total of 250 clients were screened for HCV. The majority of clients screened were non-Hispanic whites 228 (91.20%); females 136 (54.40%); young adults 131 (52.40%) and at IHC clinics 187 (74.80%). Screening showed HCV antibody prevalence of 14.8%. The majority of positive cases were non-Hispanic whites 36 (97.30%; P=0.1561); females 19 (51.35%; P=0.6867) and young adults 23 (62.16%; P=0.286). The prevalence at the IHC clinics and MO settings were 36 (97.30%; P=0.0006) and 1(2.70%) respectively. This analysis shows the higher yield of targeted HCV screening at IHC clinics. Focused HCV screening is critical in the era of opioid epidemic, particularly when direct-acting antiviral agents (DAAs) which offer a Sustained Virologic Response (SVR) rate of more than 90% are available. The use of case control or cohort study designs to establish causality is recommended for improving focused HCV screening.