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

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

This study examined the importance of polytechnics in Ghana’s development; its management and constraints-especially faculty turnover and how it impacts on sustainable polytechnic education. The sample comprised a total of 65 respondents drawn from six stakeholder groups: former polytechnic rectors, current polytechnic administrators’ current faculty; former polytechnic faculty, students, government officials as well as retired government officials. The study adopted a qualitative method to elicit data. However, the main study was preceded by a pilot study focusing on faculty turnover. Questionnaire informed by instruments used in earlier studies by Klass (2007) and Samuel (2008) were adapted and modified to suit the pilot study. An electronic questionnaire comprising 41 questions with a four (4) point scale (agree, uncertain, disagree and strongly disagree) on turnover and its consequences was hosted at Survey Monkey web site for administration by current polytechnic faculty. The link was emailed to 14 randomly selected current faculty members of seven polytechnics for administration and submission. These provided lead-in themes for the main qualitative study. Data for the main study was collected via interviews involving all six groups. Results indicate that polytechnics are important and contribute significantly to the sustenance of Ghana’s economy. Study further proved that polytechnics were mired in a number of constraints including turnover. The second portion examined the constraints of polytechnics with a focus on faculty turnover, causes and consequences on polytechnic sustenance vis-a-vis Ghana’s economy. This was supported by a semi structured interview schedules generated from the pilot study and administered on six case groups. The results showed a high rate of faculty turnover in polytechnics. Further, findings showed that turnover is caused by multiple factors (individual, institutional and environmental factors) which in turn interact with each other to influence turnover. Also, turnover was found to have impacted negatively on polytechnics, their clientele (students) and the national economy of Ghana. Findings of this study have a number of implications for policy especially higher education policy (polytechnics) management and education as well as some suggested strategies to help incentivize the academic staff and smoothen the management of the polytechnics.

The purpose of the study was to investigate the perceptions of job satisfaction as defined by management and nonmanagement employees and to compare both parties' perceptions of organizational benefits to a list prepared by the organization's benefit personnel. Turnover is costly to the organization, both in money and in the impact it has on those individuals remaining with the organization. Every effort should be undertaken to reduce the amount of turnover within the organization. A contributing factor leading to turnover may be a gap between what the employees believe is important to them and what management believes is important to the employees. The boundaries of the gap need to be identified before any effort can be made to reduce or bridge the gap. Once the boundaries are identified, policies can be analyzed and the possibility of reducing the gap investigated. Management as a whole must be aware of the needs and wants of their employees before any attempt to develop a retention strategy is undertaken. This knowledge can be acquired only through two-way communication with the employee. The communication process includes the simple process of asking employees for this information and then listening to how they respond. This study suggests that little difference exists in perception of job satisfaction importance for gender, age group, length of time with the organization, topic training hours, and between management and nonmanagement employees. However, perception gaps exist between the job satisfaction items addressed by organizational policies and procedures and those perceived by employees. Additional studies that include a number of varied organizations are needed before extensive generalizations can be made.

Despite numerous studies and reviews on faculty turnover, there appeared to be no systematic investigation of factors which influenced voluntary turnover among full-time faculty members in Nigerian educational institutions such as those studied here. In addition, it appeared that Nigeria lacked faculty turnover data for use in any meaningful research study. Therefore, this study investigated factors perceived to be influential among full-time faculty members leaving their jobs or institutions voluntarily. The six facets of the Job Descriptive Index developed by Smith, Kendall, and Hulin as well as a questionnaire about commitment development by Mowday, Porter and Steers elicited data concerning: present work, pay, promotion, supervision, coworkers, job in general, and commitment. Two hundred and eight (84.21%) of 247 full-time faculty members from ten selected colleges of technology/polytechnics in Nigeria became involved in this study. Means, frequencies, percentages, one-way ANOVA set at .05 level and Scheffe Test of Multiple Comparison set at .10 level were used for the analysis of data. Based on the findings, it could be established that full-time faculty members in Nigerian Colleges of Technology/Polytechnics are dissatisfied with their conditions of service. The most influential factors for voluntary turnover were pay and opportunities for promotion. Conclusions drawn from the study indicate that the demographic characteristics (gender, age, level of education, years of college teaching experience, salary grade level, college/polytechnic of employment, and region of origin) affect full-time faculty members' work attitudes. Further studies are recommended to determine policies and practices suitable for retaining the most capable full-time faculty members in Nigerian Colleges of Technology/Polytechnics.

Realistic Job Previews have been shown to impact newcomers to jobs through ircreased self-selection, reduced turnover, eased adjustment, improved performance and increased job satisfaction. To address a turnover problem, Realistic Job Previews were implemented in hiring for two entry level positions in half of 539 branch offices of a large financial services organization. Subjects consisted of 122 Service Representatives and 98 Financial Representatives. Eight months after implementation, turnover rates were compared for control and experimental groups. There was no significant difference between turnover among Service Representatives. Financial Representatives in the experimental group had lower turnover rates (p < .10), with the difference increasing over time. Comparing the turnover rates between three and six months tenure resulted in a statistically significant difference (p < .05).

Employee turnover is an ongoing issue in organisations because it has long been thought to detriment overall organisational efficiency and performance (Lee, Gerhart, Weller & Trevor, 2008; Takeuchi, Chen & Lepak, 2009; Trevor, 2001). Managers are only able to observe and control some aspects or influencers of turnover (Dalton, Todor & Krackhardt, 1982). Placing voluntary turnover drivers in context with human resource (HR) practices might provide a means through which managers can understand the less visible aspects of turnover. HR practices may assist managers to reduce the controllable (evident) and less observable drivers of voluntary turnover. March and Simon (1958), the seminal employee turnover theorists, suggest that the voluntary turnover decision has two competing aspects – desirability of the current job and desirability of alternatives. The perceived utility an employee garners from the current job might define the desirability of the current job. The more desirable the current job, the greater satisfaction and lower the likelihood of a quit. The potential utility the individual deems available from perceived alternative opportunities might define the desirability of alternatives. If the potential utility of an alternative outweighs the utility garnered by the current job, a quit seems more likely (March & Simon, 1958). Generally, mainstream voluntary turnover research has placed emphasis on understanding turnover antecedents in the current organisation - the aspects that lower the perceived utility garnered by the current job (Kirschenbaum & Weisberg, 2002). However, considerably less research has focused on the alternative that draws the employee away from their current job (Kirschenbaum & Weisberg, 2002). The alternative to which the individual moves is the turnover destination. The turnover destination contributes towards the withdrawal process because the person perceived the alternative as more desirable than the current job, increasing the likelihood of a quit. Observing organisational performance may provide an important means through which to examine the effect turnover destinations may have on withdrawal. Strategic human resource management (SHRM) and similar organisational development fields hold a particular view on organisational performance. SHRM theorists have paid particular attention to the implementation of high-performance human resource (HR) practices in organisations. Predominantly, extensive research has been conducted on the effect highiii performance HR practices might have on organisational performance and retention. SHRM theorists suggest that a combination (system) of high-performance HR practices correctly implemented in the firm, and aligned with organisational strategy, should bring about improved organisational performance and employee retention (Arthur, 1994; Carmeli & Schaubroeck, 2005; Combs, Liu, Hall & Ketchen, 2006; Shaw, Gupta & Delery, 2005; Subramony, 2009; Youndt, Snell, Dean & Lepak, 1996; Wood, 1999). The field of turnover destination research highlights the role of turnover destinations in the voluntary turnover process. Specifically, turnover destination theorists postulate that antecedents present in the current firm affect the quit decision by influencing the intensity of the desire to leave, and the perception of alternative opportunities shapes the choice of turnover destination (Kirschenbaum & Mano-Negrin, 1999; Kirschenbaum & Weisberg, 2002). Research in the field focuses on the influence turnover destinations might have on turnover intentions, moving away from the traditional focus of internal organisational antecedents and personal factors (Kirschenbaum & Weisberg, 2002). The relationship between high-performance HR practices and turnover destinations has not been extensively tested empirically, with few known studies in existence (for example: Fields, Dingman, Roman & Blum, 2005). Therefore, there is opportunity for greater research in the field. The developing South African economy is a suitable environment in which to measure whether high-performance HR practices affect turnover destinations at the individual-level, as no known research has been conducted. The South African economy is said to be suffering from the mass emigration of highly skilled individuals, who mostly move to developed countries with less prominent societal issues and less restrictive labour policies, amongst other reasons (Kerr-Phillips & Thomas, 2009; McDonald & Crush, 2002). A key interest for this research is the role experience of highperformance HR practices might play in emigration of South African white-collar workers. The study explores the relationship between high-performance HR practices and turnover destinations by measuring met expectations and turnover intentions. The objective of the empirical study is to establish whether experience of high-performance HR practices in the current job affect the likelihood of particular turnover destinations. A quantitative study, using a two-part time-separated survey, was conducted on white-collar workers from three South African provinces, including Gauteng, Kwa-Zulu iv Natal and the Western Cape. The first part of the survey measured respondents’ perceptions of the levels of actual high-performance HR practice provision in the current organisation. In addition, respondent expectations about the adequate level of the practices (that should retain them in their current jobs) were measured. The second part of the survey measured respondents’ intentions to move into a predefined set of turnover destinations. The final sample of 386 participants was used to analyse the impact of interactions between actual and adequate high-performance HR practices on a variety of turnover destinations, using polynomial regression analysis and response surface methodology. Overall, the results showed that a system of high-performance HR practices exert a weak to moderate influence on the predefined turnover destinations. Generally, South Africans with lower expectations about high-performance HR practice provision appear less likely to leave a job when the employer places greater emphasis on the practices. However, the likelihood of internal transfer and moving into a different organisation increases for individuals who possess higher expectations about high-performance HR practice provision, and have experienced higher levels of actual provision. The findings also show that, for the most part, the likelihood of emigration increases in employees with lower actual provision of high-performance HR practices, largely contradicting expectations about emigration. The increase in the likelihood of internal transfers and moves to external organisations, despite higher actual high-performance HR practice provision, might point towards over-provision of the practices, or the possibility of continuance commitment in South African employees. The findings suggest that, rather than higher emphasis of highperformance HR practices providing a means for emigration, broader external societal conditions may be motivating the emigration of skilled South Africans. As the results showed that a set of high-performance HR practices may exert a weak to moderate influence on turnover destination selection, there are recommendations for managers and future research. Implications for managers include promoting the implementation of a set of high-performance HR practices in the organisation. Researchers in the turnover destinations field should endeavour to measure actual turnover, rather than intentions in future studies.

Thesis advisor: Laura O'Dwyer / In recent decades, the plight of early career teacher turnover has had significant financial ramifications for our nation’s schools and has posed a serious threat to achieving educational equity, with the most disadvantaged schools experiencing the highest rates of turnover. Using data collected from the Beginning Teacher Longitudinal Survey, this study employed discrete-time competing risks survival analysis to explore the first-year experiences of public middle and high school teachers as predictors of their career decisions to stay in their current school, move to a new school, or leave the profession across the first five years of their career. Four facets were conceived as characterizing teachers’ first-year experiences: 1) policies and programs for first-year teachers provided by the administration including mentoring and induction, 2) perceptions of their preparedness to teach, 3) perceptions of school climate and workplace conditions, and 4) satisfaction with teaching. The research questions are: 1. What are the first-year experiences for teachers in the sample and how do they compare between teachers who are retained in their first school placements and teachers who voluntarily or involuntarily turn over in later years? 2. What first-year teacher experiences predict voluntary and involuntary turnover at the end of years 1, 2, 3, and 4? And, how does satisfaction with teaching in the first year interact with the three other facets of the first-year experience to predict voluntary and involuntary turnover across the early career window? Findings suggest there may be differences in the mechanisms that drive the moving and leaving phenomena, suggesting that policymakers treat the two turnover pathways as separate problems requiring separate solutions. Furthermore, findings suggest there may be more policy-amendable variables that can be manipulated in the first year of teaching to prevent leaving than there are to prevent moving, implying that curbing rates of moving to minimize the localized impacts of teacher migration to other schools may be more challenging than reducing rates of leaving the profession. / Thesis (PhD) — Boston College, 2019. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Research, Measurement and Evaluation.

by Ng Kwok-Kee, Paul. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: leaves 51-52.

by Wilkie Wong Wing-Gay. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1980. / Bibliography: l. 26.