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This current study examined the job satisfaction and turnover intention of teachers working in a drop out recovery program using online curriculum. The subjects of the study were from one charter school district in north Texas that is designated as a drop out recovery program. This qualitative case study used interviews and focus groups to examine eight different areas of teacher job satisfaction to examine factors that influence a teacher's intent to quit or remain at a school. Previous research showed a connection between job satisfaction levels and the intent of a teacher to terminate employment or not. Previous research had not looked into this specific school environment. Results showed that compensation was the largest factor in job satisfaction but negative feelings could be overcome if other areas of importance for teachers brought positive job satisfaction. Overall, teachers in this environment were more likely to have high job satisfaction and less likely to terminate employment.

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The behaviour of employees is increasingly being recognised as the critical factor in achievement of organisational effectiveness. Therefore, the need to address inefficiencies that are derived from the organisation-employee relationship is being recognised as important to organisational success. For many years the concept of organisational commitment provided the means to develop theory in relation to organisation-employee relationships. More recently, however, other types of workrelated commitments have been identified as having importance to the organisationemployee relationship. In the contemporary political-economic context, professionals are increasingly becoming employees of organisations which operate according to market or quasi-market principles. There are some fundamental differences between professional occupations and non-professional occupations. These differences may have consequences for the relationship between professional employees and their employing organisation. The differences may also have consequences for other workrelated outcomes for professional employees in ways that are different from the work-related outcomes of non-professional employees. Importantly, for professional employees commitment to the profession is developed during the pre-workplace entry educational experiences and may have consequences for the retention of professional employees within organisations, as well as retention within the profession. Therefore, the commitment of professional employees to their occupation may be both an antecedent to and a consequence of other work-related outcomes. However, to date, professional commitment has not been studied from a developmental perspective and the effect of workplace exposure on professional commitment is not understood. This thesis reports the findings of a study in which a theoretical model of the relationship between professional commitment prior to workplace entry and professional turnover intention was evaluated using path analysis. The relationships included in the model were between commitment to the profession as both an antecedent to, and a consequence of organisational-professional conflict, job satisfaction and organisational commitment, as well as the relationship that each of these variables may have to organisational turnover intention and professional turnover intention. A repeated measures design was used with a sample of nursing professionals. Professional commitment before entry to the workplace was measured, and after a period of workplace exposure, professional commitment was again measured, as well as the other work-related outcomes identified in the model. The Blau (2003) occupational commitment measure was used to measure the pre-and-post workplace entry levels of professional commitment. The thesis also examined the factor structure of the Blau (2003) occupational commitment measure. The results of the model evaluation indicated that it is a plausible model of the identified relationships. Examination of the factor structure of the Blau (2003) occupational commitment measure indicated that it is best represented by five rather than four components. This research found that professional commitment was quite stable in the initial period of workplace exposure. The research findings also indicated that the relationship between professional commitment and organisational commitment was mediated by job satisfaction and that organisational-professional conflict and job satisfaction were directly related to organisational commitment. The research found that job satisfaction and professional commitment after a period of workplace exposure were related to organisational turnover intention, but that organisational commitment was not. The final major research finding was that organisational turnover intention was the only workplace variable in the model that was directly related to professional turnover intention. This research has contributed to the organisational behaviour literature through the development and initial evaluation of a model of the relationship between professional commitment prior to workplace entry and professional turnover intention. The results of the model suggested that when organisations provide professional employees with workplace experiences that are professionally, as well as personally satisfying, they promote retention of professional employees with their own organisation, as well as retention of professionals within the profession. This research recommends that for organisations that employ professionals, the model of the organisation-professional employee relationship that is likely to promote the retention of professional employees both within the organisation and within the profession, is a partnership model. Conflict resolution principles are recommended to inform the partnership model of the organisation-professional employee relationship. In addition, the empowering leadership style is recommended for organisations that employ professionals, because it is better matched to the employment mode and characteristics of professional employees.

In the context of an ever-changing global environment, organisations must strive even harder than before to inspire employees to deliver outstanding results that will lead to a sustainable future. Engaged employees will deliver long term value, but most will not reach their full potential without a manager who understands and is committed to increase engagement in others. Managers are the key influencers to create meaningful engagements. The aim of this study was to investigate if employees’ experience of their managers as people developer (MPD) will have an effect on work engagement, and if work engagement will have an effect on subjective well-being, performance and turnover intention. The study also considered the possible mediating effect of work engagement. The primary focus therefore has been on the relationship between MPD and work engagement. Secondly, the study examined the relationship between MPD, subjective well-being, performance and turnover. The study followed a descriptive, cross-sectional and quantitative approach. The following measuring instruments were used: the Leader Empower Behaviour Questionnaire (LEBQ), the Empowering Leadership Questionnaire (ELQ), the Work Engagement Scale (WES), the Turnover Intention Scale (TIS), the Satisfaction with Life Scale (SWLS), the Affect Balance Scale (ABS), and the organisations performance rating scale. These instruments were used to test whether the measures of the constructs were consistent with the understanding of the nature of the constructs; also whether the data fitted the hypothesised measurement model. Structural Equation Modelling (SEM) was used to examine the structural relationships between the constructs. The results showed that significant relationships existed between MPD and work engagement, subjective well-being, performance and turnover intention. No significant relationship was found x between performance and turnover intention, and performance and subjective well-being. Regression analyses indicated that MPD had significant predictive value towards work engagement and turnover intention, and work engagement had significant predictive value towards turnover intention, subjective well-being and performance. An indirect effect was found from MPD (via work engagement) on subjective well-being and turnover intention, but an indirect effect from MPD on performance (via work engagement) was not found. Work engagement was found to have a direct effect on performance. It was therefore found that work engagement was a strong antecedent to subjective well-being and turnover intention. The implication of the results is that where managers coach and develop employees, it will lead to higher levels of work engagement and lower levels of turnover intention. / MA (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015.

In the context of an ever-changing global environment, organisations must strive even harder than before to inspire employees to deliver outstanding results that will lead to a sustainable future. Engaged employees will deliver long term value, but most will not reach their full potential without a manager who understands and is committed to increase engagement in others. Managers are the key influencers to create meaningful engagements. The aim of this study was to investigate if employees’ experience of their managers as people developer (MPD) will have an effect on work engagement, and if work engagement will have an effect on subjective well-being, performance and turnover intention. The study also considered the possible mediating effect of work engagement. The primary focus therefore has been on the relationship between MPD and work engagement. Secondly, the study examined the relationship between MPD, subjective well-being, performance and turnover. The study followed a descriptive, cross-sectional and quantitative approach. The following measuring instruments were used: the Leader Empower Behaviour Questionnaire (LEBQ), the Empowering Leadership Questionnaire (ELQ), the Work Engagement Scale (WES), the Turnover Intention Scale (TIS), the Satisfaction with Life Scale (SWLS), the Affect Balance Scale (ABS), and the organisations performance rating scale. These instruments were used to test whether the measures of the constructs were consistent with the understanding of the nature of the constructs; also whether the data fitted the hypothesised measurement model. Structural Equation Modelling (SEM) was used to examine the structural relationships between the constructs. The results showed that significant relationships existed between MPD and work engagement, subjective well-being, performance and turnover intention. No significant relationship was found x between performance and turnover intention, and performance and subjective well-being. Regression analyses indicated that MPD had significant predictive value towards work engagement and turnover intention, and work engagement had significant predictive value towards turnover intention, subjective well-being and performance. An indirect effect was found from MPD (via work engagement) on subjective well-being and turnover intention, but an indirect effect from MPD on performance (via work engagement) was not found. Work engagement was found to have a direct effect on performance. It was therefore found that work engagement was a strong antecedent to subjective well-being and turnover intention. The implication of the results is that where managers coach and develop employees, it will lead to higher levels of work engagement and lower levels of turnover intention. / MA (Industrial Psychology)--North-West University, Vaal Triangle Campus, 2015.

The purpose of this study is to increase the knowledge of the factors which social workers consider leads to a lower employee turnover among the social services child- and youth welfare departments. The question from where we emanated was: - What do the social workers describe as what makes them enjoy, and want to remain within the profession as a whole? The other question was: - What do the social workers describe as what makes them enjoy, and want to remain more specifically in their work place? The results are analyzed according to Antonovsky’s theory regarding KASAM and Hertzberg’s two factor theory. The study is of a qualitative nature and was performed through semi structured interviews with six social workers working with child- and youth investigations at the social services in the western part of Sweden. The result show that the factors that social workers think form a foundation for a lower employee turnover were factors linked to the leadership, the social support and the personal and professional development. The difference that was revealed in the study between the factors leading to lower employee turnover on the local work place compared to the general profession was that the salary had influence, but wasn’t the deciding factor whether you stay at your local work place but it was considered to be of a more deciding character when it comes to attracting new, and keeping the existing employees in general.

This master thesis aims to identify work-related factors making Belgian nurses consider leaving their job voluntary and to compare the work-related factors across different generations. The purpose of this master thesis has a descriptive nature of research. The research approach chosen is a deductive approach and the research design chosen is a quantitative research design. Cluster sampling in combination with simple random sampling was used as sampling technique. 128 nurses were surveyed from April to May 2016. Nurses who reported to leave the organization due to retirement reasons, temporary employment contract or maternity leave were excluded from the study as this study investigates the voluntary turnover intention. A total of 68 nurses were included in the study which indicates an overall response rate of 53 %. Numerous of the findings in this master thesis are consistent with previous studies on turnover intention of different generations in other western-countries than Belgium. The work-related factor workload was most often reported by Belgian nurses with no intention to leave their job. Belgian nurses with an intention to leave their job indicated most often the work-related factor (non-)financial benefits. The generation-specific findings indicated both similarities and differences between the work-related factors selected. It was observed that Baby Boomers with an intention to leave their job selected most often variables related to the work-related factors (non-)financial benefits, supportive organization and workload. The variable lack of recognition appeared among Baby Boomers with an intention and no intention to leave their job. Surprisingly was the often selected variables lack of direct and/clear feedback on performances and unsupportive supervisor among Baby Boomers with professional turnover intention. Further, it was observed that Generation Xers with an intention to leave their job selected most often variables related to the work-related factors supportive organization, communication, (non-)financial benefits, work content and workload. The variables inadequate opportunity for advancement/professional growth and imbalance work-life appeared among Generation Xers with an intention and no intention to leave their job. Generation Yers with an intention to leave their job selected most frequently variables related to the work-related factors (non-)financial benefits, workload and commitment. The variables inadequate salary and opportunities elsewhere appeared among nurses with an intention and no intention to leave their job. Surprisingly was the often selected variable inadequate salary among Generation Yers with professional turnover intention.

Globalisation radically changed the way in which talent is sourced, organised and managed. The chemical industry as competitor in the global landscape is increasingly faced with challenges to attract and retain talent. The success and global competitiveness of the chemical industry largely depends on its employees, their ideas and intellectual resources. Highly talented employees are targeted by competitor companies and head hunters with substantial financial incentives and benefits. Leadership plays a vital role in creating a stimulating, empowered and challenging work environment that will attract and retain employees. Employees need to experience a sense of meaning, have the resources to do their jobs and most importantly, need to be empowered beyond being asked to meet performance goals. The aim of this study was to determine if a relationship existed between leadership empowerment behaviour, psychological empowerment, work engagement and turnover intention in a chemical industry. The study secondly examined whether leadership empowerment behaviour affected turnover intention via psychological empowerment and thirdly the study investigated if leadership empowerment behaviour affected work engagement via psychological empowerment. A random cross-sectional design with paper-based surveys as the primary method of data collection was used to accomplish the research objectives. The measuring battery for this study consisted of the Leader Empowering Behaviour Questionnaire (LEB), the Measuring Empowerment Questionnaire (MEQ), the Work Engagement Scale (WES) and the Turnover Intention Scale (TIS). The simulation and statistical analysis was carried out using the Statistical Program for the Social Sciences IBM SPSS version 21 and Mplus. Confirmatory factor analysis (CFA) which is theory driven was used in the study. The results showed that a significant relationship existed between leadership empowerment behaviour, psychological empowerment, work engagement and turnover intention. Regression analysis indicated that leadership empowerment behaviour had significant predictive value towards psychological empowerment and work engagement. The results showed that leadership empowerment behaviour did not affect turnover intention via psychological empowerment, but rather had a direct effect on employee’s turnover intention. The results further showed that psychological empowerment did have an indirect effect on the relationship between leadership empowerment behaviour and work engagement. The results indicated that it would be worthwhile if organisations develop leader’s competence and skills to empower their workforces. This would lead to higher levels of psychological empowerment, work engagement and retention of talent. Recommendations for future research were made. / MA (Industrial Psychology), North-West University, Vaal Triangle Campus, 2013