The purpose of this study is to increase the knowledge of the factors which social workers consider leads to a lower employee turnover among the social services child- and youth welfare departments. The question from where we emanated was: - What do the social workers describe as what makes them enjoy, and want to remain within the profession as a whole? The other question was: - What do the social workers describe as what makes them enjoy, and want to remain more specifically in their work place? The results are analyzed according to Antonovsky’s theory regarding KASAM and Hertzberg’s two factor theory. The study is of a qualitative nature and was performed through semi structured interviews with six social workers working with child- and youth investigations at the social services in the western part of Sweden. The result show that the factors that social workers think form a foundation for a lower employee turnover were factors linked to the leadership, the social support and the personal and professional development. The difference that was revealed in the study between the factors leading to lower employee turnover on the local work place compared to the general profession was that the salary had influence, but wasn’t the deciding factor whether you stay at your local work place but it was considered to be of a more deciding character when it comes to attracting new, and keeping the existing employees in general.

As the need for similar skills across various industries has increased throughout the years, itis not mandatory to stay within the same industry or organization as you once started. Whennew opportunities take shape, people have come to compare their situation with what it couldbe like in another organization, in another industry, making the attractiveness of anorganization increasingly important, both to keep and to attract new talented employees. Thetourism & hospitality industry has long been perceived as an industry where there is poorwork-life balance, and lower compensation for the employees than other industries whencompared. Because of this, the tourism & hospitality industry have to reconsider theirpractices and evaluate what can be changed to increase the attractiveness, to ensure the futuregrowth of the industry. There are aspects of the tourism & hospitality industry that influence the intention to staywithin an organization, and in the industry as well, including the work-life balance andcompensation. However, there has been an emphasis on what influences the employees toleave rather than the aspects that could be changed to increase the attractiveness, reduce theportion of employees leaving, and attract new ones. There are also proven effects that criseshave on organizations within the tourism & hospitality industry, which influence some of thefactors, previously stated as reasons for employees considering leaving. Hence, there is aresearch gap on how to increase the attractiveness of organizations within the tourism &hospitality industry, after a crisis. The purpose of this study is to examine the key factors that explain why employees in thetourism & hospitality industry find other industries more attractive and identify howorganizations within tourism & hospitality must adapt to increase their attractiveness. Toaddress the research gap, this study used an inductive approach and conducted qualitative,semi-structured interviews to gather the data. When choosing a sample technique, it first tooka stance in the snowball technique, using the network of the authors to get in touch with theappropriate respondents. After this a purposive sampling technique was used to select themost appropriate respondents, with the ability to contribute to the study. The empirical datawas analyzed through a thematic analysis to review and present the relevant findings of the empirical data. From the thematic analysis, three main themes were identified: What creates the talentshortage, How do crises affect talent shortage and What can be done to prevent talentshortage. Within the three main themes, nine sub-themes were found, which assisted infinalizing a conceptual model, showing how organizations within the tourism & hospitalityindustry can change to become more attractive toward talented employees. The findings ofthis study shows that opportunities for personal development and career growth, continuouscommunication between employee and employer, involvement of employees in decisions,improved work-life balance, normal workloads, reduction of unhealthy stress, brand image,and compensation can increase the attractiveness of organization in the tourism & hospitalityindustry after a crisis, such as Covid-19.

Text in English / Staff turnover affects employees, employers and their clients. When counsellors leave a particular employment context, relationships have to be modified or terminated, and in some instances, clients have to start counselling afresh. This study focused on testing whether self-esteem and burnout can be predictors of voluntary turnover. Relating the three variables of self-esteem, employee burnout, and employee turnover intentions among counsellors reveals a dearth in literature and research. This study utilised qualitative and quantitative data. A sample of 200 counsellors received questionnaires to collect quantitative data and 162 questionnaires were analysed. The Intentions-To-Stay Questionnaire by Roodt (2004) measured turnover intention, the Maslach Burnout Inventory (Maslach & Jackson, 1981) measured Burnout and the Rosenberg Self-esteem scale (Rosenberg, 1965) measured self-esteem. Qualitative data collection utilised the focus group interview. 23 participants for one group interview were selected using Convenience sampling. Significant relationship was found between self-esteem and age, gender, marital status, duration of work, academic qualification and job status. Results indicated that the emotional exhaustion subscale has statistically significant relationships with age, academic qualification, marital status and employment status. The depersonalization subscale indicated a statistically significant relationship with age, gender, marital status and employment status. The personal accomplishment subscale indicated statistically significant relationship with gender, academic qualification, marital status, duration of employment and employment status. A statistically significant relationship was found between turnover intention and age, marital status, highest academic qualification of participant and employment status. Further, a statistically significant relationship was found between turnover intention and burnout but not between turnover intention and self-esteem. This analysis confirmed burnout as a predictor variable and self-esteem as not. Study findings revealed three categories of reasons influencing turnover among counsellors; namely diversification reasons, growth and development reasons, and remunerative reasons. Counsellor narratives of burnout revealed three major themes namely: exhaustion, work settings, characteristics, and sources of stress. Workplace and institutional interventions were categorized into two namely developmental and normative. An integrated model of clinical supervision for responding to burnout and turnover intention was presented as part of the discussion. / Psychology / D.Phil. (Psychology)