Thesis advisor: Vincent Cho / This individual case study is part of a larger group study examining how principals benefit from and shape professional capital to improve schools. A pressing demand on principals is not only hiring more educators of color, but also ensuring they are retaining them. Previous research tends to focus on the strategies and tools that will lead educators of color to enter the profession; however, educators of color are leaving at higher rates than their White counterparts. Using data comprised of interviews of seven educators of color and eight principals from a large, urban school district in Massachusetts, this qualitative case study explores the leadership strategies, if any, principals use to promote the retention of their educators of color in the Elody School District and why these educators of color remain in the district. My analyses, framed through a critical race theory lens, focus on the shared experiences of these educators who come from different buildings within their district. My findings are split into sections, in accordance with my research questions. First, the principals interviewed believed they employed specific strategies to retain their educators of color. These strategies included acknowledging race, breaking down racist structures that prevent their educators of color from advancing, and amplifying the voices of their educators of color ensuring, regardless of their role, they have a voice, are heard, and are supported within their staffs that consist of a majority White educators. Second, these educators of color stayed because they believed it was important their students saw educators who looked like them. They also stayed because they believed their principals valued their knowledge and experience. Centering voices that are generally understudied, this inquiry adds to the growing body of knowledge that leads to retaining educators of color. / Thesis (EdD) — Boston College, 2022. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.

Purpose This study examined the extent to which the North-West University, Mafikeng Campus (NWU, MC) is managing to attract and retain properly qualified academics. Methodology This predominantly quantitative study has questionnaires responded to by hundred and sixty respondents and survey money responded to by fifty-two respondents were used to gather data from deans, directors and teaching staff at the NWU, MC and from other universities. Findings Attraction and retention of properly qualified and experienced academics emerges as a University's key strategic mandate as such personnel champions an institution's quest to deliver quality teaching-learning, research and community engagement. The study also notes that the NWU, MC is not doing well in terms of attracting and retaining properly qualified academics, a regrettable trend. The need for a proper mix of workload, work and personal life balance, remuneration and promotion among others emerged as key attraction and retention tenets. Conclusion The study concludes that attraction and retention of academics is a global challenge. The NWU, MC and other affected universities need to do all they can to curtail the challenge so that they can attract and retain properly qualified and experienced academics for them to boost their throughput and graduation rates. These achievements, among others would ensure that the university' customers would be satified at the same time the university would attract funding. Recommendation It emerges that a university that offers longer contracts stands better chances to attract and retain academics. To this end, this study shares several pertinent insights that can help the NWU, MC ameliorate the challenge. / Thesis (MBA) North-West University, Mafikeng Campus, 2012

Retention of key productive employees is a major challenge for all organisations locally and internationally because the resulting churn created by replacing employees that voluntarily leave the organisation costs the business both directly and indirectly. The purpose of this study is to determine whether lack of talent management of employees is one of the causes of job dissatisfaction, to determine whether lack of talent management of employees contributes to employees’ intentions to leave an organisation and to determine whether talent management plays a positive part in retaining employees in an organisation. Three main themes are focused on in this report to identify and describe reasons for voluntary employee turnover in business organisations that have a profit objective, namely low job satisfaction and intent to leave an organisation, employee retention and talent management. One of the primary reasons that employees leave their current employer is better compensation from the new employer, however talent management in the form of personal development opportunities, opportunities for employees to use their skills and good career opportunities are important factors influencing an employee’s decision to stay. Factors contributing to a cumulative process of job dissatisfaction include perceptions of job inflexibility and control, employees feeling overworked, excessive workloads, concerns that existing management may not be able to effectively lead the organisation, lack of challenging work and not enough recognition for work performed and a poor work/life balance. Style of leadership plays an important role in affecting the level of job satisfaction and a more democratic style of leadership leads to better job satisfaction than a more autocratic leadership style. Job stress is also a major contributor to voluntary employee turnover as well as negative behaviour by employees feeling stressed at work. Effective talent management is essential to achieving organisational excellence and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend to leave organisations more quickly thereby generating significant employee turnover costs. Talent development is a more complex activity than many people responsible for HR in organisations realise. Coaching and mentoring are business tools of the 21st century and mentors enhance and can ensure the professional development and success of existing and new talented employees in organisations. HR personnel can have a positive impact on the value of an organisation through effective talent management by way of performance management, succession planning/decision analytics, targeted selection/talent reviews, development planning and support, career development, workforce planning and recruiting. Ignoring the problem of employee turnover is risky and reluctance by employers to invest resources in order to retain productive talent doesn’t help matters. Despite findings confirming that employees reach a decision to leave their current employer for something better, the leaving process remains a very complex process. The case study in this report found that job satisfaction of employees was a function of remuneration, performance appraisal and feedback, work context and working environment and the affect of leadership. Talent Management of employees in the case study was a function of motivation for superior performance, training and development, job enrichment (variety of jobs), performance reviews and attraction of talent (and opportunities for promotion). Employee Retention of employees in the case study was a function of leadership, employment equity and equal opportunity, and influence of manager (direct superior). All these factors are supported by existing academic findings both locally and aboard. Business leaders are increasingly acknowledging that talent does matter, but finding it difficult to measure precisely how valuable talent is. There are similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between what young, talented black employees want from their employer and what most corporate employers were offering leading to the damaging culture of ‘job hopping’. Money hardly played a role in the decisions of 65 percent of black employees that changed jobs at least once out of the three preceding years. Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture clash and/or hostility at work and/or lack of recognition and the spirit of being an entrepreneur and personal growth/new challenge. Local research has found that the top five variables impacting on talent retention in SA are challenging and meaningful work, advancement opportunities, manager integrity and quality, empowerment and responsibility and new opportunities/challenges. Talent and knowledge management are linked and together form an important source of competitive advantage in the SA context and talent management should be a strategic business priority in order to retain employees for sustainable competitive advantage. The general conclusion of this report is that talent management in the role of employee retention cannot be seen in isolation. It needs to be considered along with factors influencing job satisfaction and employee retention. Results from the study indicate that organisations need to focus on all the above factors of job satisfaction, talent management and employee retention to address voluntary employee turnover in order to curtail the drain of talent from their organisations. These strategies should achieve outcomes such as preservation of sustainable competitive advantage, better motivated and effective employees generating better business results and an increase in value of the organisation as a whole. The research problem investigated in this study attempted to analyze whether lack of talent management of employees is a cause of job dissatisfaction and employee turnover in a specific case study of a regional office of a local South African bank. Existing literature on the subject of job satisfaction; employee retention and talent management does not describe the role talent management plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful conclusions due to a very low response rate to the questionnaire on which the case study was based. Despite this limitation, general conclusions were drawn from existing academic literature and valuable findings extracted from a qualitative analysis of responses to the questionnaire. Recommendations are put forward in this report to guide organisations how to focus on factors that influence job satisfaction, talent management and employee retention which should assist in addressing employee turnover to curtail the drain of talent from local organisations.

Inledning: Kvarhållandet av anställda har idag blivit en allt viktigare fråga då fler företag kommit att inse att deras anställda kan vara en framgångsfaktor, om de hanteras på rätt sätt. En global ekonomisk återhämtning efter flera år av lågkonjunktur och dålig tillväxt har resulterat i en ökning av att fler anställda frivilligt väljer att lämna en organisation, och då även ökat arbetsgivares medvetenhet kring denna tendens. Det kapital, tid och andra resurser ett företag lägger på att rekrytera, välja ut samt involvera rätt person i organisationen blir endast en givande investering om denna väljer att stanna kvar en längre tid. Vad arbetar man då med som organisation och ledning i det dagliga arbetet för att lyckas hålla kvar de anställda inom företaget? Syfte: Syftet med denna studie är att ge ett bidrag till området retention genom att studera och få en förståelse för vad man i det dagliga arbetet arbetar med för att främja retention. Metod: Vi har i denna studie valt att använda oss av en kvalitativ forskningsmetod och en abduktiv forskningsansats. Då vi ämnade skapa oss en förståelse för vad man i det dagliga arbetet arbetar med för att främja retention, valde vi att utgå ifrån en hermeneutisk kunskapssyn. Vi har gjort en fallstudie och samlat in vårt empiriska underlag genom användning av semi-strukturerade intervjuer. Slutsats: Den slutsats vi i denna studie kommit fram till är man i det dagliga arbetet arbetar med ett flertal faktorer vilka kan ha en främjande inverkan på retention. De nyckelfaktorer vi i detta arbete påträffade var; frihet, ledarskap och relationer på en arbetsplats, variation i arbetet, utveckling, rekrytering, förbindelsen mellan organisation och anställd, organisationskultur samt hängivenhet till en organisation. / Background: To keep employees have today become an increasingly important issue because more companies have come to realize that their employees can be a success factor, if used in the right way. A global economic recovery after several years of recession and poor growth has led to the increase of more employees choosing to leave an organization, and also the increase of employers’ awareness of this tendency. The amount of money, time and other resources an organization spend to recruit, select and involve the right person into an organization only becomes a rewarding investment if this person choose to stay for a longer time. But what do an organization and managers work with in practice to succeed in keeping employees? Purpose: The purpose of this thesis is to make a contribution to the research field of retention by studying and getting an understanding of what you can work with in practice to succeed with retention. Method: We have chosen, in this thesis, to use a qualitative method and an abductive approach. With the aim to get an understanding of what you can work with in practice to succeed with retention, we chose to use a hermeneutic approach to knowledge. We have done a case study and collected our empirical basis through the usage of semi-structured interviews. Conclusions: The conclusion that we have arrived to in this thesis is that you in practice can work with several components, which can have a positive effect on retention. The key components we in this thesis encountered was: freedom, leadership and relationships at the workplace, variation in the work, development, recruitment, the attachment between the organization and the employee, organizational culture and dedication towards an organization.

Technology development has changes many things in the way businesses are done nowadays. Compa-nies needed to readapt their processes to the new demands of the markets in order to be competitive in online platforms. To achieve this, companies need to focus on retaining customers. E-marketing has developed many tools for this purpose, e-mail marketing has proven to have advantages in this task; however, sometimes the outcome is not as good as expected, mainly because the content and struc-ture isn’t what customers want to see or don’t fulfill their expectations.The purpose of this study is understand which are the factors that make customers avoid marketing e-mails and how they can be restructured to increase the probabilities to encourage customers to revisit again the same brand.Regarding the method, quantitative approach was used and the statistical data was collected with online survey. Survey questions are prepared based on previous literature and factors mentioned in literature. Results are collected from a sample which contains 120 people. In order to analyze the col-lected data, descriptive analysis and principal component analysis techniques are used.After analysis, researchers concluded that not all factors which influence ignoring decision have same effect. On the other hand, during decision of revisit the brand because of the marketing e-mails, each segments in the sample have different preference and companies which use marketing e-mail should structure their e-mails regarding to that data.

No description available.

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Retention of key productive employees is a major challenge for all organisations locally and internationally because the resulting churn created by replacing employees that voluntarily leave the organisation costs the business both directly and indirectly. The purpose of this study is to determine whether lack of talent management of employees is one of the causes of job dissatisfaction, to determine whether lack of talent management of employees contributes to employees’ intentions to leave an organisation and to determine whether talent management plays a positive part in retaining employees in an organisation. Three main themes are focused on in this report to identify and describe reasons for voluntary employee turnover in business organisations that have a profit objective, namely low job satisfaction and intent to leave an organisation, employee retention and talent management. One of the primary reasons that employees leave their current employer is better compensation from the new employer, however talent management in the form of personal development opportunities, opportunities for employees to use their skills and good career opportunities are important factors influencing an employee’s decision to stay. Factors contributing to a cumulative process of job dissatisfaction include perceptions of job inflexibility and control, employees feeling overworked, excessive workloads, concerns that existing management may not be able to effectively lead the organisation, lack of challenging work and not enough recognition for work performed and a poor work/life balance. Style of leadership plays an important role in affecting the level of job satisfaction and a more democratic style of leadership leads to better job satisfaction than a more autocratic leadership style. Job stress is also a major contributor to voluntary employee turnover as well as negative behaviour by employees feeling stressed at work. Effective talent management is essential to achieving organisational excellence and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend to leave organisations more quickly thereby generating significant employee turnover costs. Talent development is a more complex activity than many people responsible for HR in organisations realise. Coaching and mentoring are business tools of the 21st century and mentors enhance and can ensure the professional development and success of existing and new talented employees in organisations. HR personnel can have a positive impact on the value of an organisation through effective talent management by way of performance management, succession planning/decision analytics, targeted selection/talent reviews, development planning and support, career development, workforce planning and recruiting. Ignoring the problem of employee turnover is risky and reluctance by employers to invest resources in order to retain productive talent doesn’t help matters. Despite findings confirming that employees reach a decision to leave their current employer for something better, the leaving process remains a very complex process. The case study in this report found that job satisfaction of employees was a function of remuneration, performance appraisal and feedback, work context and working environment and the affect of leadership. Talent Management of employees in the case study was a function of motivation for superior performance, training and development, job enrichment (variety of jobs), performance reviews and attraction of talent (and opportunities for promotion). Employee Retention of employees in the case study was a function of leadership, employment equity and equal opportunity, and influence of manager (direct superior). All these factors are supported by existing academic findings both locally and aboard. Business leaders are increasingly acknowledging that talent does matter, but finding it difficult to measure precisely how valuable talent is. There are similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between what young, talented black employees want from their employer and what most corporate employers were offering leading to the damaging culture of ‘job hopping’. Money hardly played a role in the decisions of 65 percent of black employees that changed jobs at least once out of the three preceding years. Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture clash and/or hostility at work and/or lack of recognition and the spirit of being an entrepreneur and personal growth/new challenge. Local research has found that the top five variables impacting on talent retention in SA are challenging and meaningful work, advancement opportunities, manager integrity and quality, empowerment and responsibility and new opportunities/challenges. Talent and knowledge management are linked and together form an important source of competitive advantage in the SA context and talent management should be a strategic business priority in order to retain employees for sustainable competitive advantage. The general conclusion of this report is that talent management in the role of employee retention cannot be seen in isolation. It needs to be considered along with factors influencing job satisfaction and employee retention. Results from the study indicate that organisations need to focus on all the above factors of job satisfaction, talent management and employee retention to address voluntary employee turnover in order to curtail the drain of talent from their organisations. These strategies should achieve outcomes such as preservation of sustainable competitive advantage, better motivated and effective employees generating better business results and an increase in value of the organisation as a whole. The research problem investigated in this study attempted to analyze whether lack of talent management of employees is a cause of job dissatisfaction and employee turnover in a specific case study of a regional office of a local South African bank. Existing literature on the subject of job satisfaction; employee retention and talent management does not describe the role talent management plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful conclusions due to a very low response rate to the questionnaire on which the case study was based. Despite this limitation, general conclusions were drawn from existing academic literature and valuable findings extracted from a qualitative analysis of responses to the questionnaire. Recommendations are put forward in this report to guide organisations how to focus on factors that influence job satisfaction, talent management and employee retention which should assist in addressing employee turnover to curtail the drain of talent from local organisations.

Approved for public release, distribution is unlimited / This thesis examines factors that influence the retention of male Staff Noncommissioned Officers (SNCOs) in the Selected Marine Corps Reserve who have completed their six-year initial military obligation. Data were extracted from the Reserve Components Common Personnel Data System. Logit regression was used to measure the influence of various demographic and military variables on retention to 15 years and retention to 18 years. Models were developed to assess the probability of a Marine SNCO staying to 15 years of service and 18 years of service, respectively. The thesis identified four significant factors that influence retention in the 15 year model, and five significant factors in the 18 year model. In both models, single Marines with no dependents are more likely to separate from the Selected Reserves than married Marines with dependents. Staff Sergeants (E6) are more likely to separate from the Selected Reserves than Gunnery Sergeants (E7), while Master Sergeants/First Sergeants and Master Gunnery Sergeants/Sergeants Major are more likely to reach the 15 and 18 year milestones than E7s. Serving in a combat support occupational field proved to be a significant predictor in the 18 year model, but it was not useful in the 15 year model. / Major, United States Marine Corps

Master of Arts / Department of Sociology, Anthropology, and Social Work / W. Richard Goe / This research examines if the U.S. Army has a problem retaining high performing junior officers, with a focus on officers with the rank of Captain. It is theoretically posited that officer retention is influenced by a contradiction that exists between the profession of being an army officer and the social context of the bureaucratic structures in which officers are embedded. Specifically, the formal, rational bureaucratic structures utilized by the army restrict the agency of individual officers in making professional career decisions. In turn, it is hypothesized that this serves as a disincentive for officers to remain in the army. A methodology is developed for categorizing the performance characteristics of U.S. Army Captains. Retention rates are compared among Captains with different performance levels. Logistic regression analysis is used to identify correlates between Captains' perceptions of army bureaucratic structures and their planned career decisions. The results of this study can inform the development of retention strategies or policies that target the retention of high performing Captains in the U.S. Army.