Orientation: Skills retention is a critical strategic priority for every organisation. Currently, with the global war on talent, organisations are faced with a mammoth challenge on how to retain critical talent. Manager support and work-life balance enhance talent retention strategies. Research purpose: The purpose of this study is to determine if manager support and work-life balance can determine the employee’s intention to stay or leave the organisation. Motivation of the study: Organisations are battling to find factors that contribute to retention of employees. Despite the fact that Human Resource (HR) practitioners are the ones taking care of retention strategies, the needs and factors that cause employees to stay or leave the organisation must be investigated. Research design and methodology: A quantitative research design with a correlation analysis was chosen for this study. Non-probability purposive sampling was used with n = 172. A structured questionnaire was then used to collect data, and an analysis was made on the Statistical Package for the Social Sciences (SPSS). Main findings: The findings indicate that manager support and work-life balance are predictors of intention to quit, with a 42% variance. The lack of manager support and work-life balance has an impact on the intention to quit. The higher the manager support is perceived, the less the intention to quit – the same holds true for work-life balance. Practical/managerial implication: The research identified factors that can predict the intention to quit and highlighted insight such as manager support and work-life balance as key issues to consider in increasing retention. Manager support and work-life balance play a pivotal role in employee retention. Furthermore, the research identified HR practitioners as key contributors who take care of these factors in the organisation, yet who also need to be taken care of. The organisation should develop retention strategies, which include HR practitioners as employees who take care of other employees in the organisation. Contribution and value add: The research investigated a unique group that is known to provide retention strategies and that advises line managers on HR processes. Focusing attention on HR practitioners as a matter of study will contribute to organisational retention strategies on what causes them to stay with the organisation. / Dissertation (MCom)--University of Pretoria, 2014. / gm2014 / Human Resource Management / Unrestricted

Cuando en una empresa se produce una rotación excesiva del personal, el área de Recursos Humanos debe realizar un análisis crítico de las razones que provocaron este fenómeno y tomar las medidas necesarias para mitigar o frenar la situación. En un concepto organizacional, la rotación del personal es una medida de cuánto tiempo los empleados permanecen en la organización y con qué frecuencia deben o son reemplazados. Cada vez que un empleado se retira de la empresa, sea cualquiera el motivo, aumenta el nivel de rotación del personal, genera costos adicionales a la empresa y evidencia que los procesos de retención son infructuosos. Como explicaciones de este fenómeno, entre las causas más comunes, se encuentran la inadecuada supervisión, el clima laboral desfavorable o la falta de una política salarial. Así, la presente investigación se orientó a evaluar y proponer el diseño de un modelo de estructura salarial para una empresa del sector construcción del rubro inmobiliario, con la finalidad de reducir el incremento de la rotación de su personal y que la gestión de compensaciones cuente con una herramienta sólida que permita la selección y la retención del personal. En tal sentido, la investigación en su carácter básico y aplicado, a partir de la información recabada de la empresa en mención, así como del resultado de la entrevista al gerente general y al personal clave, posibilitó identificar que los factores que inciden efectivamente en la alta rotación del personal son la obsolescencia de los perfiles de los puestos, la falta de una definición y responsabilidades para cada puesto, la ausencia de una metodología que permita valorar los puestos en función de su contribución e impacto en la gestión del negocio, la sobrecarga laboral producida por la demora en reemplazar al personal renunciante y la carencia de alineamiento a una propuesta salarial promedio del mercado. De ese modo, al enfocarse tanto en los problemas propios del manejo interno como en la visión de los factores externos, el presente estudio permitió diseñar un modelo de estructura salarial que efectivice el proceso de compensaciones y contribuya al proceso de selección y a la retención del personal en la empresa. / When in a company there is excessive staff turnover, the Human Resources area must perform a critical analysis of the reasons that caused this phenomenon and take the necessary measures to mitigate or stop the situation. In an organizational concept, staff turnover is a measure of how long employees remain in the organization and how often they must be or are replaced. Every time an employee leaves the company, whatever the reason, increases the level of staff turnover, generates additional costs to the company and evidence that the retention processes are unsuccessful. As explanations for this phenomenon, among the most common causes are inadequate supervision, unfavorable working environment or the lack of a salary policy. Thus, this research was aimed at evaluating and proposing the design of a salary structure model for a company in the construction sector of the real estate area, with the aim of reducing the increase in the turnover of its personnel and that the compensation management has a solid tool that allows the selection and retention of personnel. In that sense, the research in its basic and applied character, based on the information collected from the aforementioned company, as well as the result of the interview with the general manager and key personnel, made it possible to identify that the factors that effectively affect the high turnover of the staff are the obsolescence of job profiles, the lack of a definition and responsibilities for each position, the absence of a methodology that allows valuing the positions based on their contribution and impact on the business management, the work overload produced by the delay in replacing the resigning staff and the lack of alignment to the market average salary Thus, by focusing both on the problems inherent to internal management and on the vision of external factors, the present study allowed the designing of a salary structure model that would make effective the compensation process and contribute to the selection process and the retention of personnel in the company. / Trabajo de investigación

Employees are an organisation’s most valuable asset. Their significance to an organisation means that not only the best talent should be attracted but that they should also be retained for the long run. The purpose of this study was to explore the talent retention challenges faced by an HIV/AIDS testing organisation in Lesotho. The study intended to unearth the ideologies behind the high staff turnover in the organisation. The findings of the study indicated that the testing organisation in Lesotho should develop and implement effective policies, systems and strategies that would improve their level of talent retention. These findings can also apply to other non-governmental organisations. An ethnographic qualitative research design and snowball sampling, using semi-structured interviews were utilised to collect data from the testing organisation staff. The study found that field workers in the testing organisation worked extensive hours with limited resources. In terms of decision-making policies, only senior officers were included in the decision-making processes. There was lack of support from management to aid employees to achieve their targets. While the benefits were satisfactory, staff found their salaries low and not competitive in the market. Moreover, management’s lack of implementing training and development policies crippled the employees’ career growth and talent. Most managers did not regard the testing organisation as an employer of choice.Employees are an organisation’s most valuable asset. Their significance to an organisation means that not only the best talent should be attracted but that they should also be retained for the long run. The purpose of this study was to explore the talent retention challenges faced by an HIV/AIDS testing organisation in Lesotho. The study intended to unearth the ideologies behind the high staff turnover in the organisation. The findings of the study indicated that the testing organisation in Lesotho should develop and implement effective policies, systems and strategies that would improve their level of talent retention. These findings can also apply to other non-governmental organisations. An ethnographic qualitative research design and snowball sampling, using semi-structured interviews were utilised to collect data from the testing organisation staff. The study found that field workers in the testing organisation worked extensive hours with limited resources. In terms of decision-making policies, only senior officers were included in the decision-making processes. There was lack of support from management to aid employees to achieve their targets. While the benefits were satisfactory, staff found their salaries low and not competitive in the market. Moreover, management’s lack of implementing training and development policies crippled the employees’ career growth and talent. Most managers did not regard the testing organisation as an employer of choice. / Business Management / M. Com. (Business Management)

Made available in DSpace on 2016-04-25T16:45:21Z (GMT). No. of bitstreams: 1 Cesar Rodrigues de Almeida.pdf: 781276 bytes, checksum: a4c6e6c8c1d86e0f3fb19d1c04784b9f (MD5) Previous issue date: 2009-10-22 / This work aims to recognize and demonstrate through the expectations and wishes of the new banking employee what they think about the future of labor market. How to plan their careers, their image for the bank firm and what is more important in their ambition to stay or leave the institution. Bank industry should improve its relationship with their customers, as a matter of fact there is an increase even in concentration and competition by the institutions. More over, banks should empower and transform their employees into customer relationship agents. With technological changes and the transformation, in the last decade, of the labor market characteristic, financial firms are facing a greater competition from other careers, so that their talents are disputed by other segments. In this new reality of greater concentration, intense competition, greater demands from customers and careers competition banks have been given a high turnover in their early careers. What hinders the improvement of their career. We made use of participant observation with active participation in the community studied, making use of field notes, as well as conducting informal interviews and focused. In this context the research were focuses in employees with a maximum of 5 years of banking work in a large financial institution, which are at the initial positions of the banking career in public services agencies of the Sao Paulo city and specializing on serving the public universities. The main result of this study is that all banking employees have already received offers to switch jobs, in their short careers. In other words, banking employees are harassed by other corporate companies. Thus, in the case of an improvement in the Brazilian labor market, the bank industry will have difficult to retain their talents. In our research it became clear that today when banking employees are invited for another job and do not accept, it depends on the opportunities offers by the bank, on the vision of the future and greatly the image and brand of the institution. The banking employees knows the thru value of their salary and will only be seduced by a good pay offer, if it comes with benefits and the image of the new company should be at least the same of the bank where the employee works. Nowadays, a good pay offer should come together with a career plan. The research focus on workers up to 29 years old whom are at the moment of future decisions, for them is not enough just having a good financial offer or benefits or a good corporate image, the company must join all of this with future career s perspective / Este trabalho visa identificar, através das expectativas de funcionários em início de carreira bancária, o que pensam do futuro no mercado de trabalho, como planejam a carreira, se reconhecem algum esforço da instituição em retê-los e, o que é mais importante, a perspectiva para ficar ou sair do banco. Os bancos precisam melhorar o relacionamento com os seus clientes uma vez que aumenta a concentração e a concorrência entre as instituições torna-se mais acirrada. Para superar o impasse, há necessidade de capacitar e transformar seus colaboradores em agentes de relacionamento junto à clientela. Com as mudanças tecnológicas e as transformações ocorridas na última década, o mercado de trabalho bancário passou a sofrer, também, concorrência de outras carreiras, fazendo com que os seus talentos sejam disputados por outros segmentos. Nesta nova realidade, com grande concentração, forte concorrência, maiores exigências dos clientes e carreiras concorrentes, os bancos passaram a ter um alto turnover em suas carreiras iniciais. O que dificulta na melhoria do atendimento. Foi realizada uma pesquisa de observação participante, com participação ativa na comunidade pesquisada, fazendo uso de anotações, notas de campo, bem como realizando entrevistas informais e focalizadas. Neste contexto, abordamos jovens com, no máximo, cinco anos de atuação em uma grande instituição financeira, em cargos iniciais da carreira bancária, em agências da cidade de São Paulo especializadas no atendimento ao público universitário. O aspecto a destacar é que todos os entrevistados receberam ofertas para trocar de emprego, em suas curtas carreiras profissionais. Os funcionários de banco são assediados pela concorrência e por outras empresas. No caso de uma melhora do mercado de trabalho brasileiro, os bancos terão cada vez mais dificuldades para reter os seus talentos. Ficou patente que o atual empregado de banco, quando é convidado e não aceita trocar de emprego, baseia a decisão nas oportunidades que imagina ter no próprio banco, demonstrando boa visão do futuro e valorização da imagem e da marca da instituição. O funcionário bancário tem noção do valor do seu salário e somente será seduzido por uma boa oferta salarial, acompanhada por benefícios que entendem ser direito. Além disso, a imagem da empresa que faz a proposta tem que ser, no mínimo, a mesma do banco onde está trabalhando e é necessário que venha acompanhada de um plano de carreira. Foram ouvidas pessoas com até 29 anos de idade, que estão no momento de decisão do futuro pretendido. Para este contingente, não basta atender uma das condições, seja uma boa proposta financeira ou boa imagem. Acreditam que somente se todas as premissas forem estará modulado um cenário de boas perspectivas futuras

Master thesis is focused on the topic of talent management. It is divided into theoretical and practical part. The theoretical part defines basic terms of talent, talent management, talent management processes - acquisition, development and retention of talented employees in the organization. The second part of the thesis focuses firstly on the introduction of Unicorn and analysis of the current state of talent management in the company. Information was obtained by interviewing concerned people and by study of methodological materials of the company. Furthermore, the practical part presents an evaluation of the current state of work with talented employees in Unicorn and suggests improvements of the situation. The final section summarizes the outcomes and recommendations for Unicorn.

El presente trabajo de investigación se desarrolló bajo un enfoque cualitativo del tipo descriptivo. Su principal objetivo fue identificar los posibles factores de insatisfacción laboral que pueden incidir en la rotación voluntaria de los colaboradores de una empresa comercializadora de vehículos, a fin de proponer estrategias de retención de talento en la organización. La empresa en estudio presenta una rotación total promedio de 24,2 % al año. La rotación voluntaria, es decir, en la que los colaboradores deciden abandonar la empresa por voluntad propia, representa en promedio el 48 % de este índice. Por tanto, es interés del área de Gestión Humana la mejora de este indicador, debido a los consecuentes costos asociados y la pérdida tanto de talento como del know how que se produce en la organización. Para identificar los posibles factores de insatisfacción de los colaboradores que abandonan la organización por voluntad propia, se analizó e interpretó los resultados de la encuesta de clima laboral, los índices de rotación de tres años consecutivos (2016, 2017 y 2018), las encuestas de salida y la entrevista propuesta al líder de Gestión Humana de la organización. Con esta información, se identificaron los principales factores de insatisfacción que impactan en la rotación voluntaria de la empresa y, considerando el marco teórico desarrollado, se ha elaborado un plan de retención de talento que contiene diversas estrategias a aplicar. De este modo, se logrará contribuir a la mejora del índice de rotación voluntaria en la organización. / This research work was developed under a qualitative approach, in a descriptive type. Its main objective was to identify possibles factors of job dissatisfaction that may influence in the voluntary turnover of employees in a vehicle trading company, to propose strategies for the retention of talent in the organization. This company under study has an average total turnover of 24.2 % per year. The voluntary turnover, that is, in which employees decide to leave the company voluntarily, represents in average 48% of this index. Therefore, it is the interest of the Human Management area the improvement of this indicator, due to the consequent associated costs and the loss of talent and know how in the organization. To Identify the possible dissatisfaction factors of employees, who leave the company voluntarily, We'd analyzed and interpreted the work environment survey, the turnover rates data of three consecutives years (2016,2017 and 2018), the employees exit surveys and an interview to the Human Management leader. With this information, the principals dissatisfaction factors that impact the voluntary turnover rate of the company were identified and, considering the theoretical framework developed, a talent retention plan has been prepared, that contain various strategies to apply. In this way, it will be posible to contribute to the improvement of the voluntary turnover rate in the organization. / Trabajo de investigación

Mergers and acquisitions have become increasingly popular as a method for enabling growth, and in 2021, global M&A value hit an all-time high. However, as mergers and acquisitions are complex organizational events, an estimated 70-90% of acquisitions fail to deliver value and prove to be a significant waste of time and resources. This study aims to expand the knowledge on acquisitions and their underlying success factor. Specifically, the study adopts the human perspective of employee retention and investigates two main issues; How managers of acquisitions work to retain key employees and what factors affect key employees’ willingness to remain in an acquired company. Data was collected by conducting semi-structured interviews with seven respondents from six different tech consultancy firms. The respondents all work for firms that operate in Sweden and conduct international business activities. Furthermore, all firms were involved in an acquisition deal in 2020 on the Swedish market as either being an acquiring firm or an acquired firm. The study found that to retain key employees in an acquisition, managers focus on primarily using financial and non-financial incentives, communication to instill trust in the acquisition, and creating a sense of belongingness and identity in the new company. On the other hand, for key employees, primary motivating factors for staying in an acquired company were non-financial incentives in the form of development opportunities, a strong vision and commitment communicated by acquisition managers, and identification with the company.

The aim of this study was to identify how organisational support, diversity, burnout and work engagement influence organisational commitment and turnover intention, and if perceived organisational support and diversity act as moderators to influence the outcomes of these relationships. A cross-sectional survey design was used. Data (N = 4,658) was gathered from a survey data archive that contains responses to survey questions as well as the demographical data regarding the respondents that was completed during wellness audits. The South African Employee Health and Wellness Survey (SAEHWS©) was used during the gathering of the data (Rothmann & Rothmann, 2006). Statistical analysis was done by means of descriptive statistics and relationships were determined by means of the Pearson product-moment correlation coefficients (Clark & Watson, 1995). Regressions were used to predict the outcome variables of turnover intention and organisational commitment and the interaction effects were plotted, using organisational support and diversity as moderators on burnout as well as engagement. Burnout shows a strong inverse relationship with both organisational support and commitment. A strong direct relationship exists between burnout and turnover intention. On the other hand, a strong inverse relationship was found between turnover intention and organisational commitment. It was found that engagement relates positively to enhanced commitment and support, as well as decreased turnover intention. Diversity is a statistically significant predictor but does not moderate any relationship. It thus directly influences turnover intention as well as organisational commitment. However, diversity problems were also found to be positively linked with symptoms of burnout as well as an increased turnover intention A strong inverse relationship exists between diversity problems and work engagement. Organisational support was found to moderate the effect of burnout and engagement on both turnover intention and organisational commitment and seems to negate diversity problems. As conclusion, recommendations for future research are made. / MA (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

The aim of this study was to identify how organisational support, diversity, burnout and work engagement influence organisational commitment and turnover intention, and if perceived organisational support and diversity act as moderators to influence the outcomes of these relationships. A cross-sectional survey design was used. Data (N = 4,658) was gathered from a survey data archive that contains responses to survey questions as well as the demographical data regarding the respondents that was completed during wellness audits. The South African Employee Health and Wellness Survey (SAEHWS©) was used during the gathering of the data (Rothmann & Rothmann, 2006). Statistical analysis was done by means of descriptive statistics and relationships were determined by means of the Pearson product-moment correlation coefficients (Clark & Watson, 1995). Regressions were used to predict the outcome variables of turnover intention and organisational commitment and the interaction effects were plotted, using organisational support and diversity as moderators on burnout as well as engagement. Burnout shows a strong inverse relationship with both organisational support and commitment. A strong direct relationship exists between burnout and turnover intention. On the other hand, a strong inverse relationship was found between turnover intention and organisational commitment. It was found that engagement relates positively to enhanced commitment and support, as well as decreased turnover intention. Diversity is a statistically significant predictor but does not moderate any relationship. It thus directly influences turnover intention as well as organisational commitment. However, diversity problems were also found to be positively linked with symptoms of burnout as well as an increased turnover intention A strong inverse relationship exists between diversity problems and work engagement. Organisational support was found to moderate the effect of burnout and engagement on both turnover intention and organisational commitment and seems to negate diversity problems. As conclusion, recommendations for future research are made. / MA (Industrial Psychology), North-West University, Potchefstroom Campus, 2014

Syfte: I en kunskapsintensiv ekonomi blir den talangfulla medarbetaren med sin kompetens och erfarenhet allt viktigare att bibehålla inom företaget, vilket inte alltid kan motiveras med en högre lön. Istället kan organisationskulturen innefatta en central roll i bibehållandet av talangfulla medarbetare. Syftet med studien är att få en djupare förståelse för hur talangfulla medarbetare upplever organisationskulturens påverkan på intentionen om att stanna kvar i organisationen. De forskningsfrågor som studien avser att besvara är:  F1: “Hur upplever de talangfulla medarbetarna att en bibehållande organisationskultur uppkommer?” F2: “Varför upplever de talangfulla medarbetarna att vissa betoningar inom organisationskulturen är av vikt för intentionen om att stanna kvar i organisationen?” Metod: I studien har en kvalitativ metod med semistrukturerade intervjuer använts för insamling av empiriska data. För att analysera insamlade data har en tematisk nätverksanalys gjorts. Det empiriska materialet och det analyserade materialet presenteras i separata kapitel med en efterföljande slutdiskussion. Resultat & slutsats: Resultaten från studien visar på att fyra olika grundläggande antaganden: “Tillhörighet”, ”Professionalism”, “Inga hemligheter” och “Frihet” är centrala att betona i en organisationskultur för att bibehålla talangfulla medarbetare. Studien visar även att de grundläggande antagandena verkar som egna teman men att de även har samband sinsemellan då de kan möjliggöra varandra eller verka som motpoler. Uppsatsens bidrag: Studien bidrar med utveckling av befintlig teori då frågor om varför och hur en bibehållande organisationskultur kan uppkomma har besvarats. Den medför även ett djup då en kvalitativ forskningsstrategi har använts för att undersöka ett fenomen som tidigare forskare har undersökt kvantitativt. Studien lämnar även ett praktiskt bidrag till företagsledare vars anställda kan ses som talangfulla medarbetare. Förslag till fortsatt forskning: De begränsningar som finns med föreliggande studie är att organisationskulturen och dess påverkan enbart har undersökts i en specifik kontext i ett företag. Framtida forskning rekommenderas därför att utföra samma typ av studie i en annan kontext. Vi har inte kunnat bekräfta de samband som presenteras då de framkom genom analysen och därav bör framtida forskning studera sambanden vidare. / Aim: In a knowledge-intensive economy, talented employees with their skills and experience, are becoming increasingly important in the company, and this can’t always be justified by a higher salary. Instead, organizational culture can play a central role in maintaining talented employees.The purpose of this study is to gain a deeper understanding of how talented employees experience the influence of organizational culture on the intention to remain in anorganization. One research question that the study intends to answer is: ●F1: "How do talented employees experience that a retaining organizational culture occur?" ●F2: "Why do the talented employees feel that some emphasis in the organizational culture is important for the intention of staying in the organization?" Method: In this study, a qualitative method of semistructured interviews has been used to collect empirical data. To analyze collected data, a thematic network analysis has been made. The empirical material and the analyzed material are presented in separate chapters with an accompanying enddiscussion. Result & Conclusions: The results from this study show that four basic assumptions: "Affiliation", “Professionalism”, "No Secrets," and "Freedom" are central to emphasizing in an organizational culture to maintain talented employees. The study also shows that the basic assumptions appear as their own themes, but that they also relate to each other as they can enable each other or act as counterparts. Contribution of the thesis: The study contributes to the development of existing theory, as questions about why and how a retaining organizational culture can occur has been answered. It also implies a depth when a qualitative research strategy has been used to investigate a phenomenon that former researchers have quantitatively investigated. The study also provides a practical contribution to business executives whose employees can be seen as talented employees. Suggestions for future research: The limitations of this study are that organizational culture has only been investigated in a specific context of a company. Future research is recommended to carry out the same type of study in a different industry than the IT industry. We have not been able to confirm the relationships presented when they emerged through the analysis, and future research should further study the relationships.