The purpose of this phenomenological study was to understand entry-level, live-in residence life professionals' experiences of resilience in the workplace. Resilience is a multilevel, biopsychosocial construct that broadly refers one's ability to maintain or improve positive function in response to adversity (Cicchetti, 2010; Masten and Wright, 2010). Workplace resilience is specifically concerned with such adaptive processes and outcomes in response to job stress. Resilience research has been conducted primarily from a post-positivist, diagnostic perspective that has failed to give attention to the diverse experiences of resilience in different contexts. This study was conducted using a constructivist perspective to develop an understanding of workplace resilience in the unique context of live-in residence life work in institutions of higher education where job stress, burnout, and attrition occur at high rates. Ten participants were purposefully selected through expert referral for two 90-minute, in-depth interviews to discuss their history, experiences, and reflections regarding adversity and resilience in the workplace. Data were analyzed inductively to discover themes regarding resilience for residence life professionals. Findings illuminated participant experiences of workplace adversity and resilience, as well as participant beliefs about themselves and the nature and role of resilience in the workplace context. Discussion of findings resulted in four primary conclusions: (a) adversity and resilience coexist in balance with each other; (b) resilience can be learned, as well as lost; (c) resilience is personal and experienced uniquely by individuals; and (d) resilience is a systems issue that is promoted through partnership. Implications for future policy, practice, and research were discussed. / Ph. D. / Entry-level residence life professionals living where they work experience high rates of job stress, burnout, and attrition. These individual concerns also create challenges for organizational effectiveness. Many studies have uncovered factors related to these issues, but few have considered what promotes perseverance in the face of such adversity. The purpose of this phenomenological study was to understand entry-level, live-in residence life professionals’ experiences of workplace resilience, a construct that broadly refers one’s ability to maintain or improve positive function in response to adversity in the workplace. This study was conducted with a constructivist approach to understand the individual experiences of diverse participants. Ten participants engaged in two individual 90-minute, indepth interviews to discuss their history, experiences, and reflections regarding adversity and resilience in the workplace. Data were analyzed inductively to discover themes regarding resilience for residence life professionals. Findings illuminated participant experiences of workplace adversity and resilience, as well as participant beliefs about themselves and the nature and role of resilience in the workplace context. Discussion of findings resulted in four primary conclusions: (a) adversity and resilience coexist in balance with each other; (b) resilience can be learned, as well as lost; (c) resilience is personal and experienced uniquely by individuals; and (d) resilience is a systems issue that is promoted through partnership. Implications of these findings suggest that individual and organizational outcomes of adversity and resilience are intertwined, and further understanding and promotion of workplace resilience in this setting could be mutually beneficial by contributing to improved employee wellbeing and performance.

Summaries in English, Zulu and Southern Sotho / The primary aim of the study was to explore the relationship between career adaptability and organisational commitment of employees who work in the investment sector. The secondary aim was to ascertain whether individuals from various demographics (age groups, gender, ethnicity, qualifications, tenure and business unit) differed significantly regarding their career adaptability and organisational commitment. A cross-sectional quantitative, correlational research approach was followed where a non-probability convenience sample (n=200) of permanent employees in the investment sector was used. The instruments used for the study were the biographical questionnaire, Career Adapt Abilities Scale (CAAS) and Organisational Commitment Questionnaire (OCQ). The research results revealed statistically significant relationships between career adaptability and organisational commitment of employees who work in the investment sector in terms of correlational and inferential statistical analyses. There were statistically significant relationships between the demographic variables with some dimensions of career adaptability and organisational commitment. The test of mean differences revealed that some differences exist in career adaptability and organisational commitment in terms of demographical variables. The study provides recommendations for use by industrial psychology professionals in terms of career adaptability and organisational commitment practices, specifically within the investment sector. / Inhloso engaphezulu yalolucwaningo yabe ingukucubungula ubudlelwano phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwabasebenzi ezinkampanini zasengxenyeni yokukhulisa umnotho wezimali. Inhloso engaphansi yabe ingukungukuqondisisa ukuthi ngabe labasebenzi abakhethiwe bayahlukahlukana na ngokwenhloso engaphezulu uma kucutshungulwa ngokweminyaka yobudala babo, nangokohlanga lwabo, nangokwezinga lemfundo abalizuzile ekuqeqeshweni kwabo, nangokwesikhathi asebasisebenzile egunjini elikhethiwe enkampanini yabo. Ngokwenhloso engaphansi, lolucwaningo lacubungula ngokuqhathanisa okusemaphakathini kwalabasebenzi abangu (n=200) ababekhethwe kalula bebonke, ngesizathu sokuqhashwa kwabo ngokuphelele kulenkampani eyabe ikhethiwe. Amathulusi asetshenziswa ahlaziya ngokwenhloso yangaphansi eqoshelwe ukucubungula izilinganiso zamakhono emfundo-msebenzi (CAAS) kanye nokuzibophela kwabasebenzi ezinkampanini abasebenza kuzo (OCQ). Imiphumela yocubungulo yabubonisa ngokungasoleki ubudlelwano obuqondile nobuchazekayo ngokwamanani ohlaziyo phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwalabasebenzi enkampanini eyayikhethiwe esengxenyeni yokukhulisa umnotho wezimali. Imiphumela yocubungulo yabubonisa futhi ubudlelwano obungasoleki phakathi kweminyaka yobudala yalabasebenzi ababekhethiwe, nobulili babo, nobuhlanga babo, nezinga lezifundo abalifinyelele, nangeminyaka asebayisebenza engxenyeni abasebenza kuyo umakulinganiswa ukuzinza ezifundweni-msebenzi nokuzibophela kwabo lulenkampani ekhethiwe abasebenza kuyo. Ngaleyondlela, ucubungulo lwezilinganiso ezahlukahlukene lwabonisa ukuthi ukhona umahluko phakathi kokuzinza ezifundweni-msebenzi nokuzibophela kwabasebenzi ngokwenhloso engaphansi. Kanjalo, locubungulo lunikeza imibono engasetshenziswa ozosayensi bengqondo mayelana nokuziphatha kwabasebenzi umabefuna ulwazi ngokuzinza ezifundweni-msebenzi nasekuzibopheleni ezinkampanini kwabasebenzi. / Morero oa pele oa boithuto e ne e le ho lekola likamano lipakeng tsa ho ikamahanya le maemo mesebetsing le boitlamo ba mokhatlo hara basebetsi ba lekala la matsete. Morero oa bobeli e ne e le ho netefatsa hore na batho ba lilemo tse fapaneng, bong, morabe, mangolo a thuto, nako ea khoebo le khoebo li fapane haholo mabapi le ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo. Mokhoa o fapaneng oa likarolo tse ngata, oa boithuto o kopaneng o ile oa lateloa moo sampole e sa khonehang ea bonolo (n = 200) ea basebetsi ba ka mehla lefapheng la matsete e sebelisitsoeng. Lisebelisoa tse sebelisitsoeng bakeng sa boithuto e ne e le lenane la lipotso tse mabapi le lipale tsa bophelo, Career Adapt Ability Scale (CAAS) le Organisational Commitment Questionnaire (OCQ). Sephetho sa lipatlisiso se senotse likamano tsa bohlokoa lipalo pakeng tsa ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo hara basebetsi ba lekala la matsete ho latela ditshekatseko tsa liphuputso tse amanang le lipalo-palo. Ho bile le likamano tsa bohlokoa lipalo-palong lipakeng tsa lilemo, bong, morabe, mangolo a thuto, nako ea khoebo le yuniti ea khoebo maemong a mang a ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo. Liteko tsa liphapang tse boleloang li senotse hore liphapang tse ling li teng molemong oa ho ikamahanya le maemo mosebetsing le boitlamo ba mokhatlo ho latela maemo a palo ea batho (lilemo, bong, mangolo a thuto ea morabe, nako ea khoebo le khoebo). Litlhahiso li khothaletsa hore li ka sebelisoa ke litsebi tsa kelello tsa indasteri le tsa mokhatlo le litsebi tsa litsebo tsa batho mabapi le ho ikamahanya le maemo mesebetsing le litloaelo tsa boitlamo ba mokhatlo, haholoholo lekaleng la matsete. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Thesis (M. Tech. Business Administration, Faculty of Management Sciences--(Vaal University of Technology, 2010)). / Organisations are starting to think and operate more strategically and are beginning to realise that their survival depends on information. Information management relates to management activities concerning information. Information and the supporting systems are important business assets for establishing and leveraging information-based resources and competence, which allow organisations to compete and survive in the current competitive economic markets. In order for the information management department to support business optimally, they need to retain existing talented people who have the essential knowledge, expertise and competencies to do the work. Adding to this is the need to make the job environment more attractive to current and future job applicants. In order to do this, the management team of the information management department need to understand why people behave as they do. They must have the ability to control, direct and change behaviour, as well as be able to use the right motivation to make the job environment within the information management department more attractive. The purpose of this study is to examine staff retention in an information management environment. The literature study explores the theoretical framework of staff retention, motivation and job satisfaction. A quantitative research approach was followed and a questionnaire was used to elicit data from 50 employees working in an information management department of a petrochemical organisation. The questionnaire was used to measure employee job satisfaction levels and to identify job satisfaction factors. The findings reveal that communication, good working conditions, job security, opportunities for learning and growth, and recognition are seen in this order as being the most important job satisfaction factors. It is clear that employee expectations for job satisfaction are not met in the areas of recognition and good supervision/leadership. In addition, it is noted that employee expectations for job satisfaction are only partially met in the areas of communication, opportunities for learning and growth, promotional opportunities and compensation/pay. The value of this research is that it makes a useful contribution to the current knowledge of the management team in the information management department. The research information collected through this study can be used to establish the optimal mix of motivating factors in order to ensure that current employees are retained and that a sought-after working environment for new appointments is created.

En arbetsplats som inte ses tillräckligt motiverande för en individ kan leda till att en anställd frivilligt väljer att lämna ett företag, vilket ofta resulterar i höga oförutsägbara personalomsättningskostnader och olägenheter för en verksamhet. Därmed ses bibehållandet av personal, så kallat Employee retention, vara av stor betydelse. Då motivation i arbetet kan vara förknippad med upplevelsen av tillfredsställelse som skapar positiva arbetsattityder kan detta begrepp ses vara integrerad med arbetet av att behålla personal. För att kunna upprätthålla motivation är det dock viktigt att chefer förstår hur generationsskillnader kan påverka individers behov på arbetsplatsen. Då unga medarbetare, så kallade generation Y, är individer som ses mer benägna att lämna ett företag än tidigare generationer har denna studie valt att rikta ett enskilt fokus mot friskvårdsbranschen som påvisat inneha ett högt antal unga medarbetare. Syftet med denna studie var att skapa en förståelse för hur chefer kan arbeta med att motivera sina medarbetare tillhörande generation Y för att kunna behålla dem i ett företag inom friskvårdsbranschen. Studien tar utgångspunkt i generationsteorin av Mannheim (1927) samt i motivationsteorierna av Maslow (1943) och Vroom (1964), vilka fungerar som ett vetenskapligt stöd i sökandet efter svaret på studiens problemformulering och frågeställning. För att finna svar på den uppsatta frågeställningen har en kvalitativ forskningsmetod använts med ett kompletterande deskriptivt inslag i form av en rangordningsmetod. Insamlingen av den empiriska datan genomfördes med hjälp av en fallstudie mot två olika friskvårdsföretag. Sammanlagt genomfördes 13 kvalitativa intervjuer med chefer och medarbetare samt en kvalitativ textanalys baserat på fallföretagens arbetsmaterial och policydokument, vilka tillsammans utgjorde en trianguleringsmetod. Resultatet i denna studie presenterar en distinktion mellan vad chefer tror motiverar generation Y och vad i praktiken som de faktiskt motiveras av. De motivationsfaktorer som visade sig utmärkande och viktiga för att medarbetare tillhörande generation Y skulle stanna i friskvårdsbranschen var Personlig utveckling, Samhörighet och gemenskap samt Trygga anställningsvillkor. Det ska dock observeras att detta resultat var en generalisering av den insamlade empirin och utgör således inte en presentation av vad dessa medarbetare individuellt motiveras av. Därmed ses det även vara av hög väsentlighet att chefer arbetar med att identifiera den enskilde individens behov av motivation på arbetsplatsen. / A workplace that is not considered sufficiently motivating for an individual can lead to an employee voluntary choosing to leave a company, resulting in high unpredictable employee turnover costs and inconvenience for the operation. Therefore, Employee retention is considered to be of great importance. Motivation in work may also be associated with the experience of satisfaction that creates positive working attitudes, this term can be seen to be integrated with the work of retaining employees. However, in order to maintain motivation in work, it is important that managers understands how generation differences can affect the needs of individuals in the workplace. Because young employees, so-called generation Y, are individuals who are more likely to leave a company than previous generations this study has a specific focus on the healthcare industry, which has shown a high number of young employees. The aim of this study was to create an understanding of how managers can work to motivate their employees, belonging to generation Y, in order to keep them in a company within the healthcare industry. The study takes a starting point in the generation theory of Mannheim (1927) and motivational theories of Maslow (1943) and Vroom (1964), which have worked out as a scientific support in the search for the answer to the study’s problem formulation and questionnaire. In order to find the answer of the founded question a qualitative researching method has been used, with a complementary descriptive element in form of a ranking method. The collection of the empirical data was conducted using a case study against two different healthcare companies and a triangulation method. In total, 13 qualitative interviews were conducted with managers and employees, as well as a qualitative text analysis based on the case materials and policy documents, which together formed a triangulation method. The result of this study present a difference between what managers believe motivates generation Y and what they are actually motivated by in practice. The motivational factors that was shown distinctive and important for employees belonging to generation Y to stay within the healthcare industry were Personal development, Cohesion and community and Safe employment conditions. However, it should be noted that this result was a generalization of the collected empirical data and does not constitute a presentation of what these employees individually are motivated by. Therefore, it is also considered essential that managers are working to identify the individual’s need of motivation at the workplace.

Submitted in full compliance with the requirements for the Degree of Master Management Sciences: Human Resource Management, Durban University of Technology, Durban, South Africa, 2017. / This study focused on an investigation into talent management and employee retention in the higher education sector of South Africa- a case study of the Durban University of Technology. Since the end of apartheid, South African higher education has been through many challenges, including how to attract, managing and retain a new breed of academics who will be able to assist in the development of a new transformed society. According to a report presented by Higher Education South Africa (2009:7), higher education institutions are facing a real crisis regarding their ability to attract and retain academic staff of a suitable calibre. This has led to the steady loss of academic expertise and the loss of senior and more experienced academic staff, thereby setting higher education Institutions back in terms of research output (Mapesela and Strydom 2004: 2). The concern is that there are insufficient numbers, particularly amongst Black African academics in the existing academic and postgraduate pipelines to replace them (Higher Education South Africa 2011:1). Consequently, talent management is becoming a central management challenge as it becomes more difficult to retain key and competent academic staff (Barkhuizen Roodt and Schutte 2014: 141). If attention is not paid to this issue, in the years to come the quality of graduates and the research outputs of universities will be severely debilitated (Badat 2009:12). The main aim of this study was to investigate how talent management and employee retention is addressed at the Durban University of Technology strategically, as well as the processes and practices that underpin such strategies. The quantitative research design was adopted and data was collected through a self-administered structured questionnaire. This study was conducted at the Durban University of Technology with a sample of 65 academic staff, including senior academic staff like professors, lecturers and junior lecturers. The target population was grouped into different strata and the sample elements were selected from each group. Findings from the study revealed that talent management is not a strategic element and it is not fully implemented in the higher education sector. Recommendations were made on the review of talent management practices of academic staff in the higher education sector. This study established that there were some elements of talent management principles and practices in place at the University. However, these were often the traditional functions for example recruitment, selection, training and development. It was evident that there needed to be a strategic focus on the entire talent management process. There also needed to be a lot more holistic approach with greater attention being paid to the process from the time academic staff are recruited through to the process of the development of their careers. Retention is another facet that should be focused on, especially in respect of up and coming Black academics as this is in its infancy. / M

Bakgrund: På dagens arbetsmarknad är det vanligt förekommande att ofta byta jobb. Att medarbetare själva väljer att lämna ett arbete är kostsamt ur ett organisatoriskt perspektiv och företag som definieras som kunskapsföretag är extra sårbara när personal väljer att lämna företaget. Därmed är företagens arbete med Employee Retention betydelsefullt. En studie gjord av Randstad (2018) undersökte de främsta orsakerna till att svenska medarbetare väljer att avsluta sin anställning. Dessa tre orsaker har i denna studie definierats som lön, arbetsengagemang och kompetensutveckling. Problemformulering: Hur arbetar kunskapsföretag för att behålla sin personal utifrån lön, arbetsengagemang och kompetensutveckling? Syfte: Syftet med studien är att få en djupare förståelse för hur kunskapsföretag arbetar med att behålla personal utifrån de tre främsta orsakerna till att svenska medarbetare säger upp sig, enligt Randstads Employer Brand Research 2018. Metod: En kvalitativ studie av sex stycken kunskapsföretag. Teori: Den teoretiska referensramen innefattar litteratur och vetenskapliga artiklar som används i syfte för att besvara studiens syfte och frågeställning. Den teoretiska referensramen har sammanställts i en analysmodell. Empiri: Insamlingen av empiriska data har skett genom kvalitativa och semistrukturerade intervjuer med personalansvariga på respektive företag. Analys: Det empiriska materialet har analyserats med hjälp av en analysmodell samt med stöd av vetenskaplig litteratur om respektive orsak. Slutsats: Studiens resultat påvisar att ingen av företagen arbetar efter uttalade och väl integrerade strategier av Employee retention. Dock uppges diverse Human Resource Management-metoder i syfte att behålla företagens personal. Samtliga företag arbetar för att behålla sin personal utifrån orsakerna lön, arbetsengagemang och kompetensutveckling på liknande tillvägagångssätt, dock förekommer vissa skillnader. I slutsatsen besvaras den ställda frågeställningen samt studiens syfte. / Background: In today's labor market it is common to often change jobs. The fact that employees choose to leave a job is costly from an organization's perspective, and companies defined as knowledge companies are particularly vulnerable when employees choose to leave the company. Thus, corporate work with Employee retention is important. A study conducted by Randstad (2018) examined the main reasons why Swedish employees choose to terminate their employment. These have been defined in this study as salary, work engagement and skills development. Problem: How do knowledge companies work to keep their staff based on salary, work engagement and competence development? Purpose: The aim of the study is to gain a deeper understanding of how knowledge companies work to retain staff based on the three main reasons why Swedish employees quit their jobs, according to Randstad Employer Brand Research 2018. Method: A qualitative study of six knowledge companies. Theory: The theoretical frame of reference includes literature and scientific articles used for the purpose of answering the study's purpose and problem. The theoretical frame of reference has been compiled in an analysis model. Empiricism: The collection of empirical data has been done through qualitative and semistructured interviews with the personal manager of the respective companies. Analysis: The empirical material has been analysed using an analysis model and with the support of scientific literature on the respective cause. Conclusion: The study's findings show that none of the companies are working according to pronounced and well-integrated strategies of Employee retention. However, various Human Resource Management methods are reported in order to retain the company's personnel. All case companies work to maintain their staff based on the reasons salary, work engagement and competence development on similar approaches, however, there are some differences. The study's conclusion answers the problem and the purpose of the study.

The exploration of the study was derived from the researcher’s experience and involvement in the Gauteng Department of Finance (GDF) which experienced gargantuan fatalities of recruited employees since 2009. The moratorium on recruitment process disadvantaged the department`s conditions as some employees were marooned for months. The researcher wondered how profound the staff turnover might have had the influence on the quality of services being delivered to the service customers. In most cases conducting recruitment process is expensive. It requires adequate time to ensure that resources are satisfactorily positioned, while retaining the existing workforce is tricky noting the cultural challenges and trepidation.

Submitted in partial fulfillment of the requirements of Master of Business Administration, Business Studies Unit, Durban University of Technology, 2008. / South Africa is fast becoming the powerhouse of the African continent, due to its great technological advances in manufacturing, its rich diverse culture, sound business developments and stable economic policies that have seen the country shed the chains of apartheid that had plagued it for more than half a century. The need has become even greater in current economic times, for businesses to find new and innovative ways to improve production and their bottom line. Major corporations are investing heavily in upgrading the skills of their workforce in order to have a more productive workforce. Government legislation has now made it necessary, that all companies acknowledge the previously disadvantaged race groups and make sure that their workforce is fully represented as per the demographics of the country. The term affirmative action is being used more regularly in South African businesses and employees who do not comply with current legislation that seek to redress past disparities, are slapped with hefty fines. This study investigated the preferred as well as the existing culture and employee commitment levels at a South African company. The research reviewed the various types of culture, how culture is created and ways in which culture can be sustained or changed. Ways to cultivate employee commitment and retain skilled employees are also closely explored in this research study. The key results of the research findings revealed that there is a strong achievement culture prevalent at the company, with a good mix of the other culture types like, role culture, power culture and support culture. The employees at Riverview Paper Mill also strongly prefer an achievement and support type, culture. Employee commitment is very low and employees stay with the company out of necessity. Recommendations to improving the culture and commitment levels are also presented in this study.

Submitted in fulfilment of the requirements of the Degree of Doctor of Technology: Business Administration, Durban University of Technology, 2011. / The purpose of the research is to identify key factors influencing employee retention in the South African national government departments as a guide towards developing effective employee retention strategies. The research was conducted in three phases. For the determination of employee turnover rates and benchmarks, 33 national departments were classified into three homogenous subgroups with respect to their number of employees (Phase one). Thereafter the employee turnover rates for each department and benchmarks for each subgroup were determined (Phase two). These employee turnover statistics were analysed for all 33 national departments in the three subgroups and used as guidelines for the selection of cases for the multiple case (Phase three). Four departments were selected from each subgroup for the case study where selection was based on a department‟s turnover rate relative to the benchmark rate. These departments participated in a cross sectional survey. The data from the survey was analysed both quantitatively and qualitatively. The analysis confirmed a significant relationship between employee turnover rates and responses for the combined subgroups of selected small, medium and large departments. Significant relationships were also observed for the subgroups of small and large departments. Employee turnover has a significant impact on business performance primarily due to the fact that it takes too long to fill vacant posts together with uncompetitive salary scales and the lack of skilled candidates. Further, the lack of human resourcing strategies, recruitment difficulties, problems related to monitoring and measuring of employee turnover and employee retention difficulties were important issues that influence employee retention. Future research on knowledge and systems for managing employee turnover is recommended.

M. Tech. Business Administration / The aim of this research is to explore ways of retaining academic staff at a distance learning university in South Africa. It also looks at how the Employment Equity Act 55 of 1998 can be used to retain talent in our distance learning universities.