Skilled labour retention continues to receive attention from researchers as a critical challenge faced by organisations globally. The loss of skilled labour in an organisation contributes to the high labour replacement costs, which may result in an organisation‟s failure to achieve its mandate since it is deprived of its high performance, experienced and knowledgeable labour. Organisations must, therefore, be able to diagnose the factors that contribute to the loss of skilled labour and implement strategies that could assist in the mitigation of such losses. Consequently, an integrated model for skilled labour retention in the Botswana Police Service was developed. The literature study which explored the phenomenon of skilled labour retention, revealed a deficiency of a universal implementation strategy that guides organisations in managing skilled labour retention. However, human resources management literature unanimously concur that in order to implement an effective skilled labour retention strategy, it is necessary for organisations to devise a unique human resources management strategy aimed at addressing their individual causes of skilled labour turnover. This study utilised human resource management best practices, theories and frameworks to develop an integrated skilled labour retention model for the Botswana Police Service. The study followed both the qualitative and quantitative research design. Skilled labour retention factors that should be included in a skilled labour retention model were identified through an analysis of a scholarly literature review, a closed-ended questionnaire and an analysis of official documentation. The identified skilled labour retention factors were included in the proposed retention model. The study also proposed an implementation strategy that should be followed when implementing the proposed skilled labour retention model. The empirical study investigated the validity of the identified retention factors that should be included in the integrated skilled labour retention model for the Botswana Police Service. The retention factors entail: job satisfaction, organisational commitment, work-life balance, remuneration, career development, development opportunities (learning, training and development), work environment, decisionmaking and management style. Before the retention factors could be included in the new retention model, the researcher determined the current arrangements in the organisation to establish the status quo. Interviews were held with senior management in the Botswana Police Service to ascertain the aforementioned. It was established that the current retention arrangements impeded the retention of skilled labour in the organisation, which contextualised the significance to develop the new skilled labour retention model. / PhD (Development and Management), North-West University, Potchefstroom Campus, 2015

Skilled labour retention continues to receive attention from researchers as a critical challenge faced by organisations globally. The loss of skilled labour in an organisation contributes to the high labour replacement costs, which may result in an organisation‟s failure to achieve its mandate since it is deprived of its high performance, experienced and knowledgeable labour. Organisations must, therefore, be able to diagnose the factors that contribute to the loss of skilled labour and implement strategies that could assist in the mitigation of such losses. Consequently, an integrated model for skilled labour retention in the Botswana Police Service was developed. The literature study which explored the phenomenon of skilled labour retention, revealed a deficiency of a universal implementation strategy that guides organisations in managing skilled labour retention. However, human resources management literature unanimously concur that in order to implement an effective skilled labour retention strategy, it is necessary for organisations to devise a unique human resources management strategy aimed at addressing their individual causes of skilled labour turnover. This study utilised human resource management best practices, theories and frameworks to develop an integrated skilled labour retention model for the Botswana Police Service. The study followed both the qualitative and quantitative research design. Skilled labour retention factors that should be included in a skilled labour retention model were identified through an analysis of a scholarly literature review, a closed-ended questionnaire and an analysis of official documentation. The identified skilled labour retention factors were included in the proposed retention model. The study also proposed an implementation strategy that should be followed when implementing the proposed skilled labour retention model. The empirical study investigated the validity of the identified retention factors that should be included in the integrated skilled labour retention model for the Botswana Police Service. The retention factors entail: job satisfaction, organisational commitment, work-life balance, remuneration, career development, development opportunities (learning, training and development), work environment, decisionmaking and management style. Before the retention factors could be included in the new retention model, the researcher determined the current arrangements in the organisation to establish the status quo. Interviews were held with senior management in the Botswana Police Service to ascertain the aforementioned. It was established that the current retention arrangements impeded the retention of skilled labour in the organisation, which contextualised the significance to develop the new skilled labour retention model. / PhD (Development and Management), North-West University, Potchefstroom Campus, 2015