Orientation: Perceived Talent Management Practices, Perceived Organizational Support and Perceived Supervisor Support are distinct but related constructs, and all of them appear to influence an employee’s intention to quit an organization. Research Purpose – The objective of this study was to investigate Generation Y’s perception of an organization’s talent management practices and to determine how it relates to their intention to quit the organization. In essence, the study aims to establish possible relationships of four constructs: Perceived Talent Management Practices, Perceived Organizational Support (POS), Perceived Supervisor Support (PSS) and Intention to Quit. The mediating/moderating characteristics of POS and PSS on the relationship between Perceived Talent Management Practices and Intention to Quit are also investigated. Motivation for the study – Talent is the new tipping point in corporate success. It has the potential to be the origin of an organisation’s demise or the reason for its continuous success. A concept that exuberates this much potential for both disaster and prosperity validates some examination into its protection. Research design, approach and method – Four Instruments (HCI Assessment of Talent Practices (HCI), Survey of Perceived Organizational Support (SPOS), Survey of Perceived Supervisor Support and an Intention to Quit Scale) was administered to a convenience sample of 135 employees from a population of 450 employees working in three provinces in which the organization was operational. Pearson product-moment correlation analysis and Multiple Regression analysis were used to investigate the structure of the integrated conceptual model on Perceived Talent Management Practices, POS, PSS and Intention to Quit. Main findings - The findings of this study indicates a strong practically significant positive correlation (r(df = 135; p < 0.001) = 0.724, large effect). between Perceived Organizational Support (POS) and Perceived Supervisor Support (PSS). A strong practically significant positive relationship (r(df = 135; p < 0.001) = 0.640, large effect) was found between Perceived Organizational Support (POS) and the employee’s perception of the organization’s Talent Practices. The study confirmed a strong practically significant negative relationship (r(df = 135; p < 0.001) =-0.569, large effect) between Perceived Organizational Support (POS) and the employee’s Intention to Quit. A medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.436, medium effect) was established between Intention to Quit and Perceived Supervisor Support (PSS). This study determined a medium practically significant positive correlation (r(df = 135; p < 0.001) = 0.471, medium effect) between Perceived Supervisor Support (PSS) and the employee’s perception of the organization’s Talent Practices. The findings also establishes a medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.477, medium effect) exists between employees’ perception of the organization’s Talent Practices and their intention to quit the organization. Multiple regression confirmed that neither POS nor PSS mediates/moderates the relationship between Perceived Talent Management Practices and Intention to Quit. Practical/Managerial Implications - Cappelli (2008) stated that paradigms only come undone when they ”encounter problems that they cannot address. But before the old paradigm is overthrown, there must be an alternative, one that describes new developments better than the old one does” (Cappelli, 2008). This study provides evidence that management can use paradigm shifts as a talent retention strategy where the creation of a high perception of talent management practices will result in a lower intent to leave the organization. Contribution: The findings of this study indicate a positive relationship between perceived talent management practices, POS and PSS. The study also established a positive relationship between POS and PSS. A negative relationship was confirmed between POS, PSS and Perceived Talent Management Practices in relation to Intention to Quit. / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted

This was a correlation study exploring the relationships between scores on various dimensions within and across different exercises in the leadership assessment and development centre (LADC) of an auditing firm in Johannesburg. The study specifically aimed at investigating the discriminant and convergent validity of the LADC. LADC ratings collected from a sample of 138 were analysed using a Pearson Product Moment Correlation (r) and principal component analysis (PCA) was conducted to discover the main dimensions or constructs. Twenty one dimensions were measured using six different exercises in the LADC. The large correlations found in the study showed lack of discriminant validity amongst the majority of different dimensions measured in same exercises whilst, the PCA showed some convergent validity among various dimensions measured across exercises for the LADC. Lastly, the findings of the principal component analysis (PCA) supported a two-factor structure, indicating that assessors are able to differentiate between interpersonal and performance-related dimensions. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

This was a correlation study exploring the relationships between scores on various dimensions within and across different exercises in the leadership assessment and development centre (LADC) of an auditing firm in Johannesburg. The study specifically aimed at investigating the discriminant and convergent validity of the LADC. LADC ratings collected from a sample of 138 were analysed using a Pearson Product Moment Correlation (r) and principal component analysis (PCA) was conducted to discover the main dimensions or constructs. Twenty one dimensions were measured using six different exercises in the LADC. The large correlations found in the study showed lack of discriminant validity amongst the majority of different dimensions measured in same exercises whilst, the PCA showed some convergent validity among various dimensions measured across exercises for the LADC. Lastly, the findings of the principal component analysis (PCA) supported a two-factor structure, indicating that assessors are able to differentiate between interpersonal and performance-related dimensions. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)