Attracting and retaining employees has emerged as one of the most important issues currently challenging organizations worldwide, and in the rural setting it has become a genuine concern for public and private sectors. Longstanding research into turnover has historically been rather piecemeal, for example attrition and retention research has focused on employment conditions such as pay or supervision (Richards et al. 1994; Dinham & Scott 1996; Dodd-McCue and Wright 1996; Rahim 1996; Scott et al. 1998; Cheney et al. 2004; Robinson & Pillemer 2007; Gow et al 2008; Newton 2008) or personal factors such as personality (Deary, Watson & Hogston 2003; Bakker 2006). This research study adopted a multi-focus or ecological perspective and provided a holistic understanding of employee turnover, something that has been lacking from much of the previous literature. This thesis evaluated turnover intentions and behaviours, through investigating personal, work and community variables with a group of rural public service employees in Charleville, South West Queensland, Australia. The purpose of this study was to examine the factors that influenced a rural government workers decision to stay in or leave their job, and could these predict turnover. It has implications for organizations and workforce management in rural settings but some parts may be applied to the urban context.Eighty-nine workers from 12 state government departments were studied in 2003 and 2004. Eight variables were researched including professional, personal and community factors, job satisfaction, stress, social support, organizational commitment, intent to remain and actual turnover behaviour. The research methods used were surveys, interviews and observations. A descriptive picture of the sample was formed using some of the data in the survey. The rest of the survey data was analysed using regression analysis. This information was then used as the basis for the interviews. This data along with the observation data were analysed qualitatively.The two main hypotheses for this study were, 1) personal, professional and community variables influence employee turnover, and 2) that it was possible to predict turnover from these three variables. Consequently, the primary research questions were ‘can we explain employee turnover intentions and behaviours by evaluating personal, professional and community variables?’ and ‘Can these factors be used to predict turnover?’ The results of this study support both hypotheses. It was found that personal, professional and community factors did influence rural government worker turnover; and that turnover can be predicted. Furthermore, that intent can be used as a predictor of turnover. It argues that employee turnover is a complex process involving personal, professional, community, stress, job satisfaction, social support, commitment and intent variables. This study identifies the factors that influence actual and intended rural government employee turnover and gives organizations a platform for operationalizing effective retention programs.

This research focuses on the relationship between employability attributes, organisational commitment and retention factors within the context of staff retention in the 21st century workplace. A cross-sectional quantitative research approach was followed, and a probability stratified sample (N = 311) of mainly black and female participants participated in the study. A canonical correlation analysis indicated a significant overall relationship between the employability attributes/organisational commitment canonical variate and the retention factor canonical variate. Inferential statistics revealed significant differences between ethnicity, gender, age, job category and qualification level regarding these variables. The study also confirmed a positive relationship between employability attributes, organisational commitment and retention factors. Recommendations are made for use by human resource professionals in terms of the retention of valuable staff. / Human Resource Management / M. Com. (Human Resources Management)

The present study aimed to investigate the relationships between, personal meaning, sense of coherence, organisational commitment and selected biographical variables, specifically age, tenure and occupational level. It was found that mostly significant positive relationships exist between personal meaning and sense of coherence. Personal meaning and sense of coherence exhibit predictive value for organisational commitment. It was established that self-transcendence plays a significant role in the development of affective and normative organisational commitment. Some significant differences were found between management and non-management employees in the manifestation of personal meaning. Management approximate more personal meaning to achievement, self-acceptance, and fair treatment. On sense of coherence and organisational commitment there were no significant differences between management and non-management employees. It was recommended that the relationship between personal meaning and other positive psychology variables be researched in order to determine the significance of such relationships so as to add to this relatively new body of research. / Industrial and Organisational Psychology / M.Comm.

This study investigates whether a relationship exists between two constructs, namely sense of coherence (SOC) and organisational commitment, and their relationship with specific biographical attributes of consultants working in the enterprise resource and planning (ERP) industry. The results of the study indicate that, overall, a relationship at a significant level could not be established between the two constructs. However, some of the correlations in this study showed that a few relationships could be established at a significant level between age and tenure and some of the subscales of the two constructs. On the basis of the results of the study, recommendations could be made that apply in the ERP industry. Suggestions were also made for possible further research in other areas such as recruitment, employee development, employee reward, compensation and recognition, employee retention, succession planning, employee wellbeing and talent management. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

This research explores the relationship between job insecurity, organisational commitment and work engagement amongst staff in a tertiary institution. The research was conducted through computer-aided telephone interviews and self-completion techniques. Of the total population (N=4460), a proportion of survey participants (n=260) were selected using a two-stage stratified probability sampling technique, proportional to size, across the different departments. Three instruments were administered among the survey participants, namely the Job Insecurity Scale (JIS), the Organisational Commitment Questionnaire (OCQ) and the Utrecht Work Engagement Scale (UWES). On the basis of the outcome of the study, a theoretical relationship was determined between job insecurity (JIS), organisational commitment (OCQ) and work engagement (UWES). An empirical study provided evidence on the relationship that exists between the three concepts. The results revealed that a statistically significant relationship exists between JIS and OQC as well as UWES, although the relationship is positive and weak (r=.286** for OCQ; r=.270** for UWES). These results are incongruent with previous studies and might suggest that previous studies failed to examine whether the nature and strength of the relationships between job security and its outcomes are different in situations with different levels of insecurity or threat. However, further analysis revealed a statistically significant relationship between some of the subscales. For instance, a positive statistically significant relationship was observed between perceived powerlessness and affective commitment (r=.304**), vigour (r=.346**), dedication (r=.350**) and absorption (r=.279**). The results imply that as participants feel insecure about the various job features and the job as a whole, they simultaneously express their commitment and energy as well as dedication to their work responsibilities and the organisation. / Industrial and Organisational Psychology / M.A. (Industrial & Organisational Psychology)

The research focused on constructing a psychological career profile for staff retention practices by investigating the relationship between employees’ psychological career meta-competencies (psychological career resources, career adaptability and hardiness) and their retention-related dispositions (job embeddedness and organisational commitment). A quantitative survey was conducted on a convenience sample of employed adults (N = 355) at managerial and staff levels in the human resource management field. A canonical correlation analysis indicated a significant overall relationship between the psychological career meta-competencies and the retention-related dispositions. Multiple regression analyses indicated the psychological career meta-competencies as significant predictors of the retention-related dispositions variables. Structural equation modelling indicated a good fit of the data with the canonical correlation-derived measurement model. Moderated hierarchical regression analyses showed that gender and marital status significantly moderated the relationship between the participants’ psychological career meta-competencies and the retention-related disposition job-embedded fit. Tests for mean differences revealed that males and females differed significantly regarding their self/other skills and hardy-commitment while the marital status groups differed signifcantly regarding their behavioural adaptability and hardiness. On a theoretical level, the study deepened understanding of the cognitive, affective, conative and interpersonal behavioural dimensions of the hypothesized psychological career profile. On an empirical level, the study produced an empirically tested psychological career profile in terms of the various behavioural dimensions. On a practical level, organisational staff retention practices in terms of the behavioural dimensions of the psychological career profile were recommended. / Industrial and Organisational Psychology / D.Com.(Industrial and Organisational Psychology)

Magister Commercii (Industrial Psychology) - MCom(IPS) / The South African employment industry is facing exhaustion as the demand for talented workers is higher than supply (Bakos, 2005) and it has become imperative that the employer no longer simply focus on the commitment of employees, but more so on the extra efforts that are exerted by these employees in order to ensure their sustainability (Netswera, Rankhumise & Mavundla, 2005). Extensive research has been conducted on organisational commitment because of its importance in predicting individuals' behaviour outcomes such as absenteeism and turnover (Popoola, 2005). Findings of studies conducted by Bolon (1997) and Maharaj (2006) indicate that there is a positive relationship between organisational commitment (OC) and organisational citizenship behaviour (OCB). Bolino and Turnley (2003) posit that it is important for organisations and managers to have a better understanding of the factors that make employees willing to go the extra mile in order to enhance organisational performance and sustain a competitive edge. The alms of the study are to investigate the relationship between organisational commitment, organisational citizenship behaviour and turnover intentions. Furthermore, it also investigated the relationship between biographical variables (namely, gender, age, tenure and race) and organisational commitment as well as that of organisational citizenship of human resource professionals A sample of 138 human resource professionals employed at a retail organisation completed a self-developed biographical questionnaire, the Organisational Commitment Questionnaire, the Citizenship Behaviour Questionnaire and the Turnover Intention Questionnaire. Results of the study indicate the existence of a significant relationship between organisational commitment and organisational citizenship and turnover intentions for human resource professionals. The statistical analysis suggests that organisational commitment has a significant relationship with organisational citizenship, whilst turnover intentions did not have a significant impact on organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational commitment, with gender having the strongest relationship with organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational citizenship behaviour, whilst race appeared to be unrelated to citizenship behaviour. Previous studies were reviewed to support the findings of the current study. Limitations of the study and recommendations for future research were put forth in addition to recommendations for the organisation.

MCom (Human Resource Management) / Department of Human Resource Management and Labour Relations / The study investigated the relationship between leadership styles and organisational commitment in two selected higher education institutions in South Africa. Transformation is a topical issue in the South African higher education institutions. The slow progress in attempts to transform the sector can be attributed to leadership styles and commitment. The study employed a quantitative research design and made use of a self-administered questionnaire to gather data. The Multifactor-Leadership and Organisational Commitment questionnaires were used for data collection. The researcher used stratified sampling by grouping employees from each institution into academic and non-academic strata. In this study, descriptive statistics, Pearson correlation, multiple regression analysis were performed. The study indicated that transformational leadership and transactional leadership styles are significantly correlated with some of the organisational commitment constructs. The results further revealed that transformational leadership style explained the variance on organisational commitment better than transactional and laissez faire. Therefore, the study concludes that there is no one size fit all and recommended that each institution should diagnose its own situation for better pictorial view of what will work for that organisation. It is further recommended that leaders in higher education institutions should embrace more of transformational leadership as it has potential of transforming these institutions.

MCOM / Department of Human Resource Management and Labour Relations / This study sought to determine the influence of retention factors on employee organisational commitment at a higher education institution in South Africa. The study follows a quantitative methodology in which self- administered questionnaires were used to collect data from a stratified random sample of 274 participants. The strata were grouped as academic and nonacademic staff. Participants were then randomly selected from each stratum. Using Statistical Package for the Social Sciences (SPSS) version 23, both descriptive and inferential statistics including correlation and regression analyses were conducted to determine relationships between retention factors and employee organisational commitment variables. The Retention Factor Scale was used to collect data on retention factors and Organisational Commitment Questionnaire was used to collect data on employee organisational commitment. The findings indicated that job characteristics, supervisor support, career development and work-life balance are significantly related to employee organisational commitment. Furthermore, the results revealed that of the six retention factors, career development was the most significant factor which had an impact on employee organisational commitment. The study concludes that retention factors and their impact may differ based on different institutions, therefore, it is recommended that every institution should figure out the retention factors which have the most impact on their employees and find ways to improve employee organisational commitment.

Thesis (M. A. Commerce (Human Resource Management)) -- University of Limpopo, 2021 / The purpose of this study was to investigate the relationship between Human Resource Management (HRM) practices and organisational commitment of employees in the Small and Medium Enterprises (SMEs) in Capricorn District in Limpopo Province. A quantitative research design was used in which self-administered questionnaires were utilised to collect data from a convenience sample of 149 participants. The sample size constituted of 149 employees from 18 SMEs. The data was collected using three structured questionnaires (Demographic section), Human Resource Management Practices Questionnaire and Organisational Commitment Questionnaire, with closed questions. Descriptive and inferential statistics, including correlation and regression analyses, were used to conduct analysis. The findings indicated that there is a positive relationship between HRM practices and Organisational Commitment. The results revealed that employees were not satisfied with the HRM practices in the workplace and had low organisational commitment. It was recommended that SMEs managers implement proper HRM practices for their employees to be committed to the organisation. The study recommends further research on other HRM practices that may have influence on employees’ organisational commitment.