Retaining qualified talent is essential to organizational leaders' ability to maintain a competitive advantage. The purpose of this multiple case study was to explore the retention strategies that financial managers used to prepare and maintain talent to assume future leadership roles. The conceptual framework that grounded this study was the transformational leadership theory. The research participants were financial managers from 5 financial services businesses located in the southern region of the United States with a minimum of 5 years of management experience and at least 3 direct reports. Data were collected from semistructured interviews, observations, and review of annual reports, websites, and talent-development strategies. To ensure data saturation, methodological triangulation was used. Data analysis using the modified van Kaam method enabled the identification of 4 themes: preparing, partnering, mentoring, and investing. The implications of this study for positive social change include the potential for leaders of financial businesses to increase awareness of the value of talent retention efforts across organizations, thereby improving profit margins.

Syftet med denna studie är att kontrastera en utvald organisations strategier för att attrahera, behålla, utveckla och avveckla de viktigaste resurserna mot Talent Management och dess komponenter. Studien ämnar således mot att göra en kontrastering mellan traditionellt kompetensförsörjningsarbete mot det mer moderna konceptet Talent Management. Författarna har valt att undersöka detta genom att samla empiri från intervjuer med sex medarbetare kombinerat med analys av interna dokument. Resultatet visar att delar av myndighetens arbete med kompetensförsörjning kan likställas med Talent Management men att vissa komponenter är uteblivna. Baserat på resultatet framhålls i resultatdiskussionen att myndigheten möter stora utmaningar gällande enhetligt arbete med kompetensutveckling, kompetensförsörjning och ledarskap på grund utav det delegerade ansvaret från central nivå. I slutskedet av avsnittet för resultatdiskussion redovisas även en sammanfattande slutsats som grundar sig i ett framgångsrikt arbete inom blocken attrahera och avsluta samtidigt som arbete inom blocket behålla och utveckla varierar inom organisationen, dels på grund av delegerat ansvar. Slutligen presenteras förbättringsförslag inom organisationen och vidare forskning inom ämnet. / The purpose of this bachelor level thesis is to compare a Swedish public authority’s practical work with competence supply towards the components of Talent Management. The study is aiming to contrast traditional competence supply operations with the more modern concept of Talent Management. The writers have chosen to collect empirical data through interviews with six employees combined with analysis of internal documents. The result shows that parts of the public authority’s work with competence supply have similarities to Talent Management, but some of the components are left out. Based on the results, the discussions shows that this public authority is struggling with united approaches towards competence development, competence supply and leadership because of delegated responsibilities from a central level. In the end the writers are presenting an overall conclusion that is based on the organizations successful work within the blocks of attract and terminate while the work within the block of retain and develop varies within the organization, partly because of delegated responsibility. Finally suggestions for improvement within the organization and further research are presented.

Globally competitive industries need to keep up with the rigorous technical innovations to ensure that they reach their targets in terms of customer satisfaction. In order to do this, businesses need to ensure that they have the correct skills and capabilities in order to meet their demands. Organisations encounter difficulties as they constantly need to replace lost skills, and once these skills have been replaced, they need to spend additional money to train and equip new employees adequately to perform the jobs that they are employed to do. These days, many companies find themselves in financial turmoil which emerges from large turnover rates. There has been a severe exodus of skilled employees in the utility industry. During the past twelve months, this industry has lost 1 479 critical skills. Scarce skills are expensive to retain and it is important that employee well-being take top priority to keep up with changing labour demographics. This upkeep relates to huge emphasis being placed on customer satisfaction. In order to keep customers happy, companies first need to keep their employees happy. Efforts made by the organisation to improve situational circumstances for its employees, will promote positive individual and organisational outcomes. Two dimensions contribute greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes, namely a fulfilled psychological contract and fairness in allocating monetary rewards. Money should not be used as a Band-Aid; not everything can be remedied with money. However, money is important, although it is not the most important factor. Fulfilment of the different dimensions of the psychological contract, including, but not limited to opportunities for personal growth and career advancement, and a management-supportive work environment are vital towards establishing and maintaining a positive employment relationship. The aim of the study was to investigate the role of psychological contract breach, job satisfaction and turnover intention in the utility industry and to determine the outcomes thereof. A mixed method approach was used to gather data. In the qualitative study, managers and staff (N = 15) were interviewed and a thematic content analysis was performed. In the second phase of the study, the quantitative part, questionnaires were distributed to employees (N = 251) across all levels of the organisation. The measuring instruments used were the Psychological Contract Inventory, Job Satisfaction Scale and Turnover Intention Scale. The results of Article 1 (Chapter 2) showed that a total of 60% of participants made reference to the importance of money. Emphasis was also placed on other aspects, where 53% of participants made mention of leadership being an important driver of job satisfaction. Other themes also regarded as important toward curbing skills loss were the importance of personal excellence and the need for effective communication as drivers of job satisfaction. Article 2 (Chapter 3) found that a fulfilled balanced psychological contract displayed a strong, positive relationship with job satisfaction and that job satisfaction had a negative impact on turnover intention. These findings support the negative impact of psychological contract breach on job satisfaction and, in relation to this, job dissatisfaction positively impacted turnover intention. It was further found that psychological contract breach of the balanced contract had an indirect positive impact on turnover intent via job satisfaction. Recommendations for future studies were made. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

From 1997 to 1999 and 2003 to the present, Major League Baseball has had a luxury tax on high payroll teams. This paper analyzes the impact of the tax as a budget constraint on teams’ ability to reward and retain high performing players. In contrast to other papers, we use wins above replacement (WAR), a popular sabermetrics statistic, to measure performance. Using this metric, we quantify the number of top performers, how this performance is rewarded with salary, and how salary impacts players’ mobility decisions. We conclude that when using WAR, the distribution of performance is not heavy tailed and rather follows an exponential distribution. Our results suggest that there are fewer top performers in periods with a luxury tax/budget constraint. We use efficiency wage theory to understand this decrease in top performers as the result of a decrease in motivators. We understand two different mechanisms of motivating performance: (1) under a stochastic budget constraint, managers did not choose to extend the contracts of top players; and (2) under a fixed budget constraint, managers decreased the monetary reward for an increase in performance. Both these mechanisms decrease the motivation for top talent to perform highly.

Background: As employees have become one of the key assets providing companies competitive advantage, the importance of talent retention has grown. This holds true especially in industries such as information technology, where firms not only have to adapt to the needs and expectations of Generation Y but are also experiencing a substantial shortage of knowledge workers. Purpose: The goal of this thesis is to first gain an understanding of what tools and techniques Finnish IT companies are using to approach the topic of retention, a process guided by theory. The existing literature and empirical findings are then combined to create a model for enhancing the retention of IT knowledge workers. Method: Empirical data was generated through interviews with ten Finnish IT firms employing knowledge workers, all different in terms of organizational characteristics and retention approaches. Template analysis was then used to infer meaningful findings from the data. Conclusion: The results show that retention of IT knowledge workers should be approached holistically. There are five categories (Training and Development; Compensation and Benefits; Flexibility and Work-life Balance; Organizational Culture; and Organizational Prestige) that must all be given thought to before implementing retention tools and techniques identified as most suitable for the specific organizational context.

Submitted by Joana Azevedo (joanad@id.uff.br) on 2017-08-22T13:46:14Z No. of bitstreams: 1 Dissert Louise Rosa de Araujo.pdf: 1071142 bytes, checksum: 5be408381450b8292ec812e2ea299105 (MD5) / Approved for entry into archive by Biblioteca da Escola de Engenharia (bee@ndc.uff.br) on 2017-08-24T12:42:50Z (GMT) No. of bitstreams: 1 Dissert Louise Rosa de Araujo.pdf: 1071142 bytes, checksum: 5be408381450b8292ec812e2ea299105 (MD5) / Made available in DSpace on 2017-08-24T12:42:50Z (GMT). No. of bitstreams: 1 Dissert Louise Rosa de Araujo.pdf: 1071142 bytes, checksum: 5be408381450b8292ec812e2ea299105 (MD5) Previous issue date: 2013-12-02 / No mundo globalizado, a transformação da relação entre empregador e empregado tem impactado muito o mercado de trabalho e a sustentabilidade das empresas. Sabe-se que a mudança da relação profissional é um processo contínuo e que sua evolução ocorre de acordo com as rupturas da cultura organizacional e tecnológica de cada empresa. Sendo a geração Y formada por pessoas nascidas após 1978, e que serão os gestores das próximas décadas, este estudo possui como objetivo geral identificar os fatores que geram insatisfação nestes jovens profissionais e sinalizar ao RH e gestores pontos essenciais que aumentam as chances de reter, motivar e propiciar uma melhor harmonia entre a vida pessoal e profissional desta geração. Esta é uma pesquisa qualitativa utilizando questionário, com abordagens de 14 entrevistados e apresenta os principais fatores que fazem com que os jovens da Geração Y sejam vistos pelos gestores como possuidores de características que os tornam diferentes das demais gerações. Assim, a pesquisa mostra da real necessidade da empresa possuir um programa de Gestão de Pessoas e do gestor em ser um Gestor de Pessoas que contribua para fidelização e retenção destes profissionais em uma organização alinhado com seus anseios e motivações. / In the globalized world, the transformation of the relationship between employer and employee has greatly impacted the labor market and the sustainability of companies. It is known that the change of the professional relationship is a continuous process and that its evolution occurs according to the ruptures of the organizational and technological culture of each company. Being the generation Y formed by people born after 1978, and who will be the managers of the next decades, this study has as general objective to identify the factors that generate dissatisfaction in these young professionals and to signal to HR and managers essential points that increase the chances of retaining, Motivate and provide a better harmony between the personal and professional life of this generation. This is a qualitative research using a questionnaire, with approaches of 14 interviewees and presents the main factors that make the youth of Generation Y seen by managers as having characteristics that make them different from the other generations. Thus, the research shows the real need of the company to have a People Management program and the manager to be a People Manager who contributes to the loyalty and retention of these professionals in an organization aligned with their yearnings and motivations.

<p>China’s economy is experiencing the most tremendous growth in the world. Many MNCs come to China mainly expecting cost-reduction and new market.  But these MNCs face a shortage of talents in China. Thus, the MNCs search the ways to develop the talents by themselves and retain qualified talents. But not all Western retention and development tools can be applied to Chinese employees.</p><p>Thus the main question company has to answer in China is “How to retain and develop Chinese talents?” So in our study we intend to answer on this question and realize which tools MNC can use for retention and development of Chinese employees, and in what way it should adjust them with the cultural characteristics of Chinese employees.</p><p>In order to achieve it, we conducted our research using different methodologies (literatures, case studies, interviews) to find the answer about effective retention and development of Chinese employees.</p>

China’s economy is experiencing the most tremendous growth in the world. Many MNCs come to China mainly expecting cost-reduction and new market.  But these MNCs face a shortage of talents in China. Thus, the MNCs search the ways to develop the talents by themselves and retain qualified talents. But not all Western retention and development tools can be applied to Chinese employees. Thus the main question company has to answer in China is “How to retain and develop Chinese talents?” So in our study we intend to answer on this question and realize which tools MNC can use for retention and development of Chinese employees, and in what way it should adjust them with the cultural characteristics of Chinese employees. In order to achieve it, we conducted our research using different methodologies (literatures, case studies, interviews) to find the answer about effective retention and development of Chinese employees.

Globally competitive industries need to keep up with the rigorous technical innovations to ensure that they reach their targets in terms of customer satisfaction. In order to do this, businesses need to ensure that they have the correct skills and capabilities in order to meet their demands. Organisations encounter difficulties as they constantly need to replace lost skills, and once these skills have been replaced, they need to spend additional money to train and equip new employees adequately to perform the jobs that they are employed to do. These days, many companies find themselves in financial turmoil which emerges from large turnover rates. There has been a severe exodus of skilled employees in the utility industry. During the past twelve months, this industry has lost 1 479 critical skills. Scarce skills are expensive to retain and it is important that employee well-being take top priority to keep up with changing labour demographics. This upkeep relates to huge emphasis being placed on customer satisfaction. In order to keep customers happy, companies first need to keep their employees happy. Efforts made by the organisation to improve situational circumstances for its employees, will promote positive individual and organisational outcomes. Two dimensions contribute greatly to a positive employment relationship which is conducive towards promoting positive individual and organisational outcomes, namely a fulfilled psychological contract and fairness in allocating monetary rewards. Money should not be used as a Band-Aid; not everything can be remedied with money. However, money is important, although it is not the most important factor. Fulfilment of the different dimensions of the psychological contract, including, but not limited to opportunities for personal growth and career advancement, and a management-supportive work environment are vital towards establishing and maintaining a positive employment relationship. The aim of the study was to investigate the role of psychological contract breach, job satisfaction and turnover intention in the utility industry and to determine the outcomes thereof. A mixed method approach was used to gather data. In the qualitative study, managers and staff (N = 15) were interviewed and a thematic content analysis was performed. In the second phase of the study, the quantitative part, questionnaires were distributed to employees (N = 251) across all levels of the organisation. The measuring instruments used were the Psychological Contract Inventory, Job Satisfaction Scale and Turnover Intention Scale. The results of Article 1 (Chapter 2) showed that a total of 60% of participants made reference to the importance of money. Emphasis was also placed on other aspects, where 53% of participants made mention of leadership being an important driver of job satisfaction. Other themes also regarded as important toward curbing skills loss were the importance of personal excellence and the need for effective communication as drivers of job satisfaction. Article 2 (Chapter 3) found that a fulfilled balanced psychological contract displayed a strong, positive relationship with job satisfaction and that job satisfaction had a negative impact on turnover intention. These findings support the negative impact of psychological contract breach on job satisfaction and, in relation to this, job dissatisfaction positively impacted turnover intention. It was further found that psychological contract breach of the balanced contract had an indirect positive impact on turnover intent via job satisfaction. Recommendations for future studies were made. / MCom (Labour Relations Management), North-West University, Vaal Triangle Campus, 2014

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