Thesis (MBA)--University of Stellenbosch, 2010. / This study was driven by a need that was identified within a sectoral training authority in South Africa to modify its talent management strategy in order to better deliver on its mandate. The need to modify its talent management strategy was identified as a result of a review of the Sector Education and Training Authorities (Setas) on their functioning and management commissioned by The National Economic Development and Labour Council (Nedlac). The aim was to identify critical challenges affecting their ability to deliver on their mandate and to develop recommendations to improve operational efficiency and effectiveness The review exercise was completed and report submitted to the office of the presidency. The report notes that due to the largely negative publicity Setas have received, their ability to source, attract and retain talent for effective and efficient functioning is severely restricted. It also highlights the fact that high attrition rates have resulted in a lack of institutional knowledge and understanding of the purpose of the skills development legislation and policies. It further recommends that an audit of current Seta human resources procedures be conducted, as well as the development of standard competency profiles for senior managers to inform recruitment, performance management, training and development, assessment of current capacity and the development of a generic induction programme. It concludes by recommending the implementation of various interventions to support Seta management, including executive coaching, mentoring and other organisational development support. This study was therefore focused on two parts: the development of a broad talent framework based on the latest literature on the subject of talent management, and secondly, the evaluation of the training authority's current talent management practice based on employee perceptions. The initial part of this study describes the development of a talent management evaluation with a broad talent management framework addressing the themes of planning, development and training, performance management, reward management as well as the related sub- themes. This objective was achieved by means of a literature search supported by input from industry practitioners. The questionnaire consists of 35 statements subdivided into eight categories contextualised under different talent management sub themes. The sample consisted of 44 employees, six of which were at management level and 38 were at non managerial level. Thirty-five questionnaires were returned of which three could not be used. The questionnaire was then administered to examine the perceptions of the 35 employees who provided usable feedback on the training authority‟s performance, based on eight themes of talent management practices. The empirical results revealed that the training authority did not have strategies to ensure that there is a pool of talent to draw from in order to meet current and future needs. Concerns were raised on the training authority's ability to retain talented employees within the organisation. Issues relating to the creation and modification of roles and job descriptions to help individuals realise their career aspirations were raised. Employees were also concerned about the training authority's inability to provide resources for the support of individuals' career plans. Employees further raised transparency issues on expected behaviour, development and factors identifying individual's potential as major concerns. Reward and compensation were found to have a weak link to performance and market offering. Managers were found to have limited flexibility in distributing their pay budget.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Currently, staff retention is one of the major challenges facing ICT organisations. It is a well-documented fact, that the advantages of staff retention strategies far outweigh the cost of implementation, and serves as a major source of competitive advantage. The ICT industry is typically characterised by a fast moving pace, demanding clients and a volatile external environment. Due to skills shortage and the short time-tomarket requirements of clients within the ICT industry, losing key staff can have a detrimental influence on the ability of an organisation to meet its client’s requirements. This case study endeavors to provide a practical example of an organisation in the ICT space which is experiencing relatively high staff turnover (approximately between 26% to 30% per year). Secondary research evidence is provided in the form of actual staff turnover figures including their stated reason for leaving. Further, an in-depth study is done employing primary research conducted by means of a survey in order to establish the root cause of the high staff turnover rate within the organisation. Finally, integrating and superimposing the best practices identified in the literature review and the primary and secondary research analysis, recommendations are made on how to strategically address the high turnover with staff retention initiatives and thus improve the productivity and competitive advantage of the organisation. / AFRIKAANSE OPSOMMING: Werknemersretensie poog om ‘n besonderse uitdaging te lewer vir maatskappye in die Informasie, Kommunikasie en Tegnologiese (IKT) industrie. Dit is ‘n goedgedokumenteerde feit dat die voordele van die implementering van werknemersretensie-initatiewe oorskry die kostes vir die implementering daarvan wesenlik. Verder dien hierdie inisiatiewe by tot ‘n versterkde kompeterendevoordeel binne die mark. Die IKT industrie word tipies gekarakteriseer deur ‘n baie hoë pas van tegnologiese verandering, ongeduldige kliënte en ‘n volatiele eksterne omgewing. As gevolg van die kundigheidstekort en die kort ontplooiings-periode vereistes van kliënte in die IKT industrie, kan maatskappy fisies nie bekostig om kernwerknemers te verloor nie aangesien dit maatskappye se vermoëns om kliënte te diens wesenlik affekteer. Hierdie gevallestudie poog om ‘n praktiese voorbeeld te verskaf van ‘n maatskappy in die IKT industrie wat tans relatiewe hoë werknemersomset ondervind (tussen 26% en 30% per jaar). Sekondere navorsingsdata word verskaf in die vorm van werklike werknemersomset statistiek. By wyse van die ontleding van primere navorsingsdata (verkry deur ‘n elektronisese opname onder al die werknemers), tesame met die sekondere data word die kernredes geidentifiseer vir die hoë werknemersomset in die maatskappy. Laasstens, deur middel van die integrasie van die beste-praktyke geidentifiseer in die literatuurstudie en die navorsingsresultate word voorstelle en aanbevelings verskaf om die hoë werknemersomset aan te spreek. Die voorstelle is gepeil op ‘n strategiese vlak en poog sodoende om die operasionele effektiwiteit en kompeterendevoordeel van die maatskappy te versterk.

Thesis (MBA)--Stellenbosch University, 2014. / South Africa is regarded as a developing economy which means there is a great potential for growth in the years to come. This has attracted attention of multinationals to set up operations in South Africa so as to benefit from growth opportunities. Setting up operations for multinationals present risks and one of these risks revolves around attracting and retaining talented personnel. Multinational and local organisations rely on local talented managers to oversee operations for them to be competitive. The talent they all seek resides in different races, age groups, gender, culture, sex orientation, and religion which make the pool diverse. To effectively manage talent an organisation need to manage diversity. It therefore follows that managing diversity and managing talent is related. If talent is not managed correctly the impact is felt in the organisations. It was on this relationship that this study was formulated. The study is conducted within a multinational that operates in the energy sector and is one of the leading oil majors in the world. The study was limited to South Africa organisation of a multinational. The organisation chosen for the study is struggling to retain key personnel although having the best programs in place such as graduate programs and diversity and inclusiveness programs. The study’s objective was to investigate who (group) is likely to leave an organisation and also gain an understanding which diversity management element had an influence on personnel’s decision to leave an organisation. The findings of the study highlighted that middle management, namely males with less than 10-2 years of service and aged 49-30 years, are likely to leave the organisation. This group in the survey showed to be mostly dissatisfied. The study also revealed that the diversity element that is resulting in people leaving the organisation was that of, not feeling free to speak their mind in the organisation and also doubt about having equal chances to grow and develop in the organisation. The frustration of not being heard and not able to make changes through new ideas results in them seeking employment outside the organisation. The study further highlighted that the other element that results in people leaving the organisation is around compensation. Personnel having a view that compensation is not enough seek alternative employment to improve their income. The limitation of the study was that it took a snapshot of what is currently happening in a specific organisation. The study did not evaluate programmes already implemented and project the outcome in future. There is an opportunity of a further study looking at and predicting whether the programmes and reforms currently being implemented will yield positive results in future around diversity management.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTRACT: Currently, staff retention is one of the major challenges facing ICT organisations. It is a well-documented fact, that the advantages of staff retention strategies far outweigh the cost of implementation, and serves as a major source of competitive advantage. The ICT industry is typically characterised by a fast moving pace, demanding clients and a volatile external environment. Due to skills shortage and the short time-tomarket requirements of clients within the ICT industry, losing key staff can have a detrimental influence on the ability of an organisation to meet its client’s requirements. This case study endeavors to provide a practical example of an organisation in the ICT space which is experiencing relatively high staff turnover (approximately between 26% to 30% per year). Secondary research evidence is provided in the form of actual staff turnover figures including their stated reason for leaving. Further, an in-depth study is done employing primary research conducted by means of a survey in order to establish the root cause of the high staff turnover rate within the organisation. Finally, integrating and superimposing the best practices identified in the literature review and the primary and secondary research analysis, recommendations are made on how to strategically address the high turnover with staff retention initiatives and thus improve the productivity and competitive advantage of the organisation. / AFRIKAANSE OPSOMMING: Werknemersretensie poog om ‘n besonderse uitdaging te lewer vir maatskappye in die Informasie, Kommunikasie en Tegnologiese (IKT) industrie. Dit is ‘n goedgedokumenteerde feit dat die voordele van die implementering van werknemersretensie-initatiewe oorskry die kostes vir die implementering daarvan wesenlik. Verder dien hierdie inisiatiewe by tot ‘n versterkde kompeterendevoordeel binne die mark. Die IKT industrie word tipies gekarakteriseer deur ‘n baie hoë pas van tegnologiese verandering, ongeduldige kliënte en ‘n volatiele eksterne omgewing. As gevolg van die kundigheidstekort en die kort ontplooiings-periode vereistes van kliënte in die IKT industrie, kan maatskappy fisies nie bekostig om kernwerknemers te verloor nie aangesien dit maatskappye se vermoëns om kliënte te diens wesenlik affekteer. Hierdie gevallestudie poog om ‘n praktiese voorbeeld te verskaf van ‘n maatskappy in die IKT industrie wat tans relatiewe hoë werknemersomset ondervind (tussen 26% en 30% per jaar). Sekondere navorsingsdata word verskaf in die vorm van werklike werknemersomset statistiek. By wyse van die ontleding van primere navorsingsdata (verkry deur ‘n elektronisese opname onder al die werknemers), tesame met die sekondere data word die kernredes geidentifiseer vir die hoë werknemersomset in die maatskappy. Laasstens, deur middel van die integrasie van die beste-praktyke geidentifiseer in die literatuurstudie en die navorsingsresultate word voorstelle en aanbevelings verskaf om die hoë werknemersomset aan te spreek. Die voorstelle is gepeil op ‘n strategiese vlak en poog sodoende om die operasionele effektiwiteit en kompeterendevoordeel van die maatskappy te versterk.

O ambiente globalizado e em constantes mudanças, previsto por pesquisadores nas últimas décadas, passou a fazer parte do dia a dia das organizações. Nesse cenário de desenvolvimento tecnológico e surgimento da era da informação, a competividade se acirrou no ambiente corporativo. As organizações encontram-se diante do desafio de, com os recursos disponíveis, garantirem a vantagem competitiva diante de seus competidores, e as áreas de Recursos Humanos passam a ocupar uma posição estratégica para garantir a implementação de estratégias de negócios das organizações. Essas estratégias, normalmente, abrangem a utilização de empregados com qualidades diferenciadas em posições chave na organização, aqueles que podem ser chamados de \'talentos\'. Pesquisas de institutos e consultorias de renome apontam que uma das principais prioridades para os profissionais de RH é a Gestão de Talentos, com ênfase no desenvolvimento de políticas e práticas que visem à manutenção do empregado na organização, a sua retenção. Considerando esses aspectos, além dos altos custos envolvidos na saída e substituição de um empregado e questões como a escassez de mão de obra vivenciada no cenário nacional, esta dissertação buscou investigar a relação dos motivos que levam os empregados a permanecerem na organização, ou seja, seus fatores de retenção, e as características pessoais, profissionais e organizacionais destes empregados. A pesquisa contou com 121.532 respondentes, atuando em 407 organizações participantes de pesquisa pública que analisa a qualidade do ambiente de trabalho. No aspecto metodológico, foram desenvolvidas análises qualitativas e quantitativas para obter os fatores de retenção e verificar suas relações com as características dos empregados. Utilizou-se a técnica de Análise de Correspondência Múltipla para visualização do mapa perceptual das variáveis em estudo. Foram encontrados 13 fatores de retenção dos empregados, sendo que doze foram identificados anteriormente em estudo norte americano - Comprometimento Organizacional, Falta de Alternativas, Flexibilidade no Trabalho, Influências Não Relacionadas ao Trabalho, Investimentos, Justiça Organizacional, Localização, Oportunidades de Desenvolvimento, Prestígio Organizacional, Recompensas Extrínsecas, Relacionamentos e Satisfação com o Trabalho - e um fator foi incluído neste estudo - Estabilidade e Segurança. Os resultados mostraram associações entre os fatores de retenção e as variáveis das características dos empregados, sendo que algumas variáveis discriminam mais, como Escolaridade, Cargo e Faixa Etária, enquanto outras apresentam menor influência, como Gênero e Avaliação de Desempenho. / The globalized and rapidly changing environment, predicted by researchers in recent decades, has become part of everyday life of organizations. In this technological development scenario and rise of the information age, the competitiveness intensified in the corporate environment. Organizations are facing the challenge of, with the available resources, ensure the competitive advantage over its competitors and the Human Resources come to occupy a strategic position to ensure the implementation of business strategies of organizations. These strategies typically include the use of employees with unique qualities in key positions in the organization, those who can be called \'talent\'. Researches from renowned institutes and consultancies indicate that a top priority for HR professionals is Talent Management, with emphasis on the development of policies and practices aimed at maintaining the employee in the organization, their retention. Considering these aspects, in addition to high costs involved in releasing and replacing an employee and issues such as the shortage of labor force experienced in the national scenario, this dissertation investigates the relationship of the reasons that lead employees to remain in the organization, that is their retention factors, and personal, professional and organizational characteristics of these employees. The survey involved a sample of 121532 respondents, working in 407 organizations participating in public research that analyzes the quality of the work environment. Considering the methodological aspect, qualitative and quantitative analyzes were performed to obtain the retention factors and verify its relations with the characteristics of employees. It was used the technique of Multiple Correspondence Analysis to display the perceptual map of the study variables. 13 employee retention factors were found, twelve were identified previously in North American study - Organizational Commitment, Lack of Alternatives, Flexibility at Work, Nonwork Influences, Investments, Organizational Justice, Location, Development Opportunities, Organizational Prestige , Extrinsic Rewards, Relationships and Job Satisfaction - and a factor was included in this study - Stability and Security. The results showed associations between retention factors and variables of the characteristics of employees, some of which variables discriminate more like Education, Job and Age, while others have less influence, as Gender and Performance Evaluation.

Problem background: The voluntary turnover of employees is increasing, the baby boomer generation is retiring and the remaining jobs are to be filled with the workforce left behind, a workforce that is smaller in size. These younger generations (generation Y and Z) have different values and attitudes towards work, and they tend to switch jobs more frequently. This means that companies needs to focus on retaining their personnel. This is particularly true for SMEs since they do not have the same resources to spend on attracting potential workers as larger corporations. Purpose: The purpose of this study is to gain a better understanding of how SMEs use employer branding to retain young employees (18-30 years old) in their organization and how it is perceived. Theoretical framework: Consists of theories regarding employer branding and organizational behaviour. These include signaling theory, functional and symbolic attributes, the seven brand value propositions and organizational reputation. Methodology: The authors has used a deductive qualitative approach where a total of 14 semi structured interviews has been conducted. Seven of the interviews were performed on employees between the age of 18-30 years old from three different companies. The remaining seven were performed on management personnel from the same three companies. The respondents answered a questionnaire at the end of each interview. Empirical results: Contains a summary of each company that were involved as well as what was discussed and uncovered in the interviews. Analysis: It connects the empirical results and the theoretical framework. The found discrepancies and similarities are discussed and analyzed with the seven brand value propositions based on the theoretical framework. Conclusion: It was concluded that there exists a discrepancy between Workers and Management when it comes to the time the Workers are willing to stay. It was also uncovered that development was an important aspect when it came to the young employees turnover intention as well as flexible schedules, support from management, salaries and varying work tasks. The reputation of the companies was also not accurate which in turn could affect the matching potential between organization and individual.

Thesis (MTech (Public Management))--Cape Peninsula University of Technology, 2018. / Organisations spend large sums of money on staff after they have been recruited in order to make them proficient in their jobs. It is therefore important to ensure that staff remain with the organisation for as long as possible, allowing the organisation to reap the benefit from its investment in the form of good performance by staff. Work performance can however, be affected negatively when labour turnover is high. This research project reflects on staff turnover amongst professional nurses, posing the question, “What can be done to alleviate high staff turnover?” A quantitative approach to research was followed within a Western Cape Metropolitan Municipality. The significance of the research is reflected in the recommendations made to the management of the municipality to address staff turnover in the specified category of employees.

Employee retention of an organization's most talented and skilled employees is vital to success. A lack of managerial strategies for motivating teams and a lack of understanding employees' needs adds to an increased rate of employee turnover in banking organizations. Some bank managers do not possess the abilities and strategies required to reduce employee turnover. Grounded by the motivation-hygiene theory; the purpose of this qualitative case study was to explore successful strategies some bank managers used to reduce employee turnover. The population consisted of 5 banking managers in 3 banking organizations located in Toronto GTA, Ontario Canada in which successful retention strategies have been implemented in the last 5 years. Data were collected from semistructured face-to-face interviews and employee handbooks. Member checking aided to assure the credibility of the analysis and interpretations. Data were analyzed by using coding techniques to identify keywords, phrases, and concepts. The process led to the following 4 themes: (a) the motivational effect to retain bank employees, (b) management traits to retain bank employees, (c) effective strategies to retain bank employees, and (d) trends shaping future retention of bank employees. The implications for social change include the potential to reduce turnover by improving the employee work experience and retaining talent by building a positive work environment and a positive customer experience.

Employee turnover is a significant contributor to the overall loss of hundreds of billions of dollars in profitability for many business organizations in the United States and abroad combined. Grounded in Maslow's theory of human motivation, the purpose of this correlational study was to examine the relationship between employee wages, number of employee referrals, and employee turnover intentions. The population was composed of employees working in the Southeastern region of the United States. A convenience sample of 92 participants answered questions regarding their wages, number of employee referrals, and completed the Turnover Intention Scale. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict turnover intentions, F(2, 89) = 5.462, p = .006, R2 = .109. Within the final model, employee wages was a statistically significant predictor (t=-2.769, p=.007) and the number of employee referrals was not a statistically significant predictor (t=-1.712, p=.090). The knowledge gained from the findings in this study could have implications for social change among employees and consumers in society. Satisfied employees in low turnover work environments can provide the foundation for a more enjoyable customer experience. Both non-profit and for-profit organizations can implement business practices that will reduce turnover and increase job satisfaction among employees.

Public child welfare agencies experience front line worker turnover rates as high as 25% a year. Worker turnover has significant financial costs to agencies, and has been linked to negative outcomes for children in care. Prior research has linked organizational factors, such as organizational climate, culture, and supervisor satisfaction, to turnover intent in child welfare populations. This research uses an empowerment framework to turn to workers directly to answer the question, "What are the organizational factors that lead frontline child welfare workers to stay or leave the agency, and what, then, are the implications for agency administrators?" This study relies upon secondary data of a workforce study conducted by the Child Welfare Partnership at Portland State University's School of Social Work. The data was collected via a pilot internet survey of approximately 400 State-employed Oregon child welfare case workers across all geographic regions in the state, and focuses on workers who plan to leave for preventable reasons. This study explored links between organizational factors and turnover in a sample of Oregon public child welfare workers. This research finds that climate, culture, supervision, and knowledge of the job prior to hire are all significantly correlated with intent to leave. Climate is most significantly correlated to Intent to Leave, and explains 25% of the variance in intent to leave in a regression model. These research findings suggest that agency administrators who are interested in improving worker retention can monitor and address local culture and climate as one tool for increasing workforce stability. Retention may be improved by maintaining an organizational culture and climate that is empowering to workers and that encourages workers to be a part of the change process. Additional implications for the child welfare workforce, social work research, and social work education are discussed.