Covid-19 pandemin har medfört en ökad rotation på arbetsmarknaden, bland annat eftersom arbetsgivare inte anpassat sig till arbetstagares förändrade preferenser vad gäller balans, flexibilitet och välmående i arbete och privatliv. Detta kan anses särskilt problematiskt för kunskapsintensiva företag, där anställda utgör den huvudsakliga värdeskapande resursen. Därmed syftar denna studie till att undersöka hur managementkonsultbolag utformat sitt värdeerbjudande för att behålla anställda under pandemin. Det teoretiska ramverket utgörs av Herzbergs (1993) tvåfaktorteori samt Deci och Ryans (2001) självbestämmandeteori som förklarar vad som skapar motivation och arbetstrivsel på arbetsplatser. För att besvara studiens frågeställning har en kvalitativ ansats valts, där tre managementkonsultbolag som behöll en normal personalomsättning under pandemin undersökts. Det huvudsakliga dataunderlaget utgörs av semistrukturerade intervjuer, vilka har kompletterats med sekundärdata från respektive företag. Analysen visade att de studerade företagen utformat sina värdeerbjudanden på liknande sätt, och slutsatsen är att de har lagt stor tyngd i att främja medarbetarnas känsla av tillhörighet samt hälsa och välmående genom sina sammantagna värdeerbjudanden.

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

This case study has researched the internal market orientation (IMO) in relation to a merger and acquisition (M&A) situation. Research within these two areas has been done to a great extent on their own. However, the combination of the two has not been made previously. By combining the areas, it was made possible to evaluate employee satisfaction, and how it was actively attended to, in an organization experiencing an M&A situation. Variables for evaluating the IMO were selected from an existing model, which then was combined with M&A research to create a conceptual framework. This framework was used for analysis and as the basis for the questions for the interviews.  The empirical data showed signs that even though the organization was not actively working according to an IMO mindset, there were signs of IMO in their operations. However, the M&A situation heavily influenced day-to-day tasks and infringed on managers’ ability to prioritize the employees. The research is concluded by the clear signs that actively working with an IMO can have a substantial effect on employee satisfaction and could decrease some of the negative effects that the M&A situation brings.

In the field of management control systems, employee retention is a significant challenge faced by management. In contemporary society, the workplace is experiencing increased dispersion, which presents challenges for management in effectively addressing these issues. If unsuccessful, it may result in additional costs and decreased productivity for the organisation. The current study aims to gain a deeper understanding of how management control systems can support managers in implementing remote work to enhance employee retention. The study started by evaluating modern use cases in the field, followed by collecting data on employee retention and conducting interviews. The findings shed light on the possibilities and challenges that management control systems present in the context of remote work and employee retention. The insights gained from this research hold potential benefits for academics, managers, and executives in making informed decisions to improve employee retention strategies. Furthermore, this dissertation lays the groundwork for future research that aims to optimise the advantages of effective management techniques in enhancing overall organisational performance and employee satisfaction.

This thesis investigates employee attitudes to corporate citizenship (CC) and the impact on employer brands. It addresses the practice of CC in the German FMCG industry, considers employee understanding of CC, and examines which CC initiatives influence perceptions of employer brands. The research is driven by the dual challenges of sustainable development and the ‘war for talent’ in attracting, motivating and retaining employees. It is underpinned by the extant literature on CC dimensions, stakeholder theory and employer brands. The research approach is based on two case studies, comprising three phases: analysis of corporate documentation followed by two phases of semi-structured interviews exploring employees’ perceptions of CC and the link to employer brands. Key findings: An understanding of the positioning of CC in the corporate sustainability strategy and differing foci of CC, including environment, sustainable supply chain and people/culture. The study highlights employee understanding of eight CC dimensions, revealing economic responsibility toward employees as a new dimension. With respect to employer brands, CC initiatives focused on discretionary responsibility towards the natural environment and economic responsibility towards customers are seen as essential; legal, ethical and discretionary responsibility towards community are limited; and discretionary and economic responsibilities towards employees have a strong relationship. A focus on economic responsibilities towards owners has a strong but negative relationship. The theoretical contribution is a conceptual framework of all identified CC dimensions in practice and their relationship to employer brands. Contributions to practice include the importance of benefit packages, work-life balance support, employee development and work environment.

Den gröna omställningen har lett till stora investeringar i norra Sveriges industrier. Dessa investeringar har skapat fler jobb och därav behov av fler individer. På grund av norra Sveriges låga befolkningstäthet i kombination med ökad efterfrågan har företag problem att attrahera och rekrytera personal till sin verksamhet. Denna studie undersökte och identifierade faktorer som är viktiga för att en stor industri i norra Sverige ska anses attraktiv ifrån ett medarbetarperspektiv. De faktorer som identifierades var genomgående viktigt för att underlätta framtida marknadsföring samt bibehålla nuvarande kompetens. Detta undersöktes genom en kvalitativ studie som grundade sig i employer branding och Herzbergs tvåfaktorteori. Totalt intervjuades åtta respondenter, varav tre var tjänstemän och fem kollektivanställda genom semistrukturerade intervjuer. För att säkerställa intervjuguiden var relevant för studiens syfte baserades frågorna på Herzbergs motivation- och hygienfaktorer. Bearbetning av datamaterialet utfördes genom tematisk analys. Resultatet visade att kollektivanställda värderade relationer till medarbetare och möjlighet till utveckling högst, medan tjänstemän värderade intressanta arbetsuppgifter och flexibilitet högst. Viktiga faktorer för båda grupper var företagskulturen och jobbsäkerhet. Unika egenskaper för en stor industri var större jobbtrygghet, utvecklingsmöjligheter och variation.

The Swedish banking industry is constantly exposed to changes, mainly due to the revolutionof digitalisation. Mobilisation is another factor which affects the industry mainly by challengingemployers. The supply in the labour market has increased markedly and the needs of employeesare ever changing. With a wider range of employers to choose from, the efforts to meet theneeds of employees are more important than ever before. It is, therefore, important thatorganisations find ways to distinguish themselves from its competitors. Handelsbanken is oneof Sweden's largest organisations in the bank industry, they are well known for theirdecentralised organisational and have large markets shares mainly nationally but can be foundinternationally as well. The purpose of this research project is to gain a broader understandingregarding which strategies, within Employer Branding, organisations in the banking industryuse to motivate and keep current employees. To answer this research purpose a theoreticalframework has been conducted based on the following theories: employer branding, employeevalue proposition and employer retention. Primary data has been collected through semistructuredinterviews with ten respondents from Handelsbanken, including both managementand current employees. Results have shown that the studied bank have considered and appliedstrategies to meet the needs of their employees. Handelsbanken’s employees value the giventrust, development opportunities and the local decision making the organisation has. Theanalysis of these results leads to the conclusion that the employee retention efforts made by theemployer are successful. Internal options regarding career changes contribute to motivatingfurther engagements. An employee often strives for security and by offering internalmobilisation the organisation has established conditions to achieve a long-term career withinthe company. Since the study only includes the perspectives of one organisation within theindustry the results cannot be generalised for the whole industry.

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Correctional leadership faces staffing challenges that potentially compromise safety and security and cause stress for remaining prison staff. Leadership is especially crucial in prisons due to threats of danger and stress. Leaders exhibiting emotional intelligence control their own emotions and manage interactions with others. Staffing shortfalls and the significance of prison leadership motivated a quantitative investigation of the relationship between leader emotional intelligence and employee job satisfaction. The researcher disseminated electronic surveys to prison staff in 5 southern states, which resulted in 1,174 surveys for analysis. Participants completed a survey that included the Genos Emotional Intelligence Inventory and the Job Satisfaction Survey. Results from a hierarchical linear regression revealed that both select demographic factors of prison employees and employee perception of their supervisor’s emotional intelligence are significantly predictive of prison employee job satisfaction. Findings provide both practical and theoretical implications for correctional leaders and support further research in the area of correctional leadership. / Doctor of Philosophy

Purpose – The upcoming workforce of Generation Z brings new perspectives to the workplace, while also demonstrating a short-term organizational commitment. This creates a challenge for employers to create a sustainable employee retention. The purpose of this study is to enrich the literature on Gen Z employee turnover, particularly focusing on how companies can manage the rapid and unpredictable turnover associated with Gen Z and the factors that influence how long these employees choose to stay. Method - This explorative single-case study examines a global retail company operating in Sweden. A total of 22 interviews were conducted in three waves, and the analysis was performed using thematic analysis. Findings - In the study, four hygiene factors, three motivators, and four actions for these factors were identified for companies to consider to retain Gen Z. Additionally, a framework was developed to illustrate what actions and dynamic capabilities companies should possess along the employee’s journey from recruitment to exit to lower turnover vulnerability. Theoretical contribution - This study deepens understanding of Gen Z employee retention, turnover vulnerability, and motivation theory. It highlights the balance between retention and turnover and introduces the concept of expectation management, which demonstrates how motivators can shift to hygiene factors based on communicated expectations. Additionally, it emphasizes the role of recruitment in aligning employees with company characteristics to improve retention and explores the dynamic capabilities needed to enhance organizational resilience against turnover. Practical implications - This study offers managers insights into Gen Z employee values, emphasizing job advancement, growth opportunities, and salary as crucial retention factors. It provides a framework to mitigate turnover vulnerability by managing expectations and ensuring motivators remain effective. By utilizing this framework, managers can understand the retentionturnover relationship and enhance resilience by focusing on early relationship building, dynamic employment forms, and knowledge retention. Proactive measures in recruiting the right people are also recommended. Limitations and future research - Generalizing to a broader population may be questioned due to the study's focus on one company and lack of comparative analysis across different businesses and countries. Excluding former employees could also lead to a biased view. Future research should address these limitations by incorporating comparative generational analysis and multicase studies. Additionally, investigating the gig economy and strategies to enhance employee effectiveness could provide further insights into employee retention.