Purpose In South Africa 48% of all quantity surveyors are identified as generation Y, a generation born between 1981–2000. This highlights the importance of generation Y to the quantity surveying profession as they are the future upon which this profession will build. Employers in the quantity surveying industry need to know what makes the workplace attractive and satisfying for this generation in order to effectively recruit and retain the talent of generation Y. A literature review done on job satisfaction of quantity surveyors indicated that very little research has been conducted on the subject in general and no research was found specifically on job satisfaction of generation Y quantity surveyors. The purpose of this study was to investigate if generation Y quantity surveyors are experiencing job satisfaction. Methodology The research approach for this study consists of a comprehensive literature review and substantiated empirical research. Various sources of literature were reviewed including books, articles, reports and papers. The literature review examined information with regards to generational theory, the relation between motivation, job satisfaction and employee turnover and lastly aspects about the quantity surveying industry in South Africa. Empirical research was conducted making use of focus groups as qualitative research method. Research participants were generation Y quantity surveyors who were profiled according to gender, race and experience to ensure diversity within the focus groups. Findings It was found that the majority of generation Y quantity surveyors are experiencing job satisfaction within their current working environment. This was only achieved once the correct “employee-employer fit” was found. It was also established that generation Y quantity surveyors are motivated by growth opportunities, rewards/bonuses, recognition, appreciation, support/help/mentorship and being part of the team/business. It was further found that these workplace factors also affect employee turnover among this generation. Research limitations The focus of this study was limited to the quantity surveying profession in South Africa with a specific focus on generation Y quantity surveyors. Research informants were limited to generation Y quantity surveyors born during 1980–1990 and included both candidate and professional quantity surveyors. What is original / value The findings of this paper will be of value to employers in the quantity surveying profession, as job satisfaction of generation Y employees has not previously been addressed. Adapting management strategies according to the findings may result in higher job satisfaction, lower employee turnover and increased profitability. / Dissertation (MSc)--University of Pretoria, 2016. / Construction Economics / MSc / unrestricted

Background In order for the South African Police Service to fulfil its mandate of creating a safe and secure environment, various human, financial, and technological resources are required. Hence, the availability of adequately trained human resources is considered critical in ensuring that the South African Police Service is able to fulfil its roles and responsibilities. Without the efforts, knowledge, capabilities, and committed behaviour of its police officers, the organisation would not be able to achieve its objectives and deliver on its mandated duties. However, recent data published by the South African Police Service revealed an increase in employee turnover, particularly at senior levels within the organisation and among highly skilled/specialist staff. Due to the stringent requirements of law-enforcement positions, the recruitment and selection of police officers is a lengthy, costly and often complex process. This is even more applicable to those in senior and highly skilled and/or specialist positions. It is, therefore, of paramount importance that an effective retention strategy is put in place to curb voluntary employee turnover and thus ensure the retention of scarce skills within the police force. Aim of the Study Being able to retain and engage police officers, a scarce resource, is vital for the South African Police Service in ensuring that it is able to fulfil its legislated mandate. Therefore, the aim of the present study was to identify the push and pull factors and/or the reasons that are most commonly related to voluntary turnover among the employees of the organisation. Identification of these factors would make it possible to present recommendations and/or to propose strategies, policies and practices that could be implemented to increase the retention of skilled senior staff. Method A descriptive research design was utilised. To address the research question, copies of archived exit-interview questionnaires were obtained from the South African Police Service. When an employee tenders his/her resignation, an exit interview is conducted by a trained interviewer (typically a social worker, psychologist or chaplain). During this meeting, an exit-interview questionnaire is completed and archived. This questionnaire consists of both closed-ended and open-ended semi-structured questions. A sample of exit-interview questionnaires (n=91) that comprised questionnaires from employees who held the rank of Sergeant, Warrant Officer or Captain and who had voluntarily resigned from the Western Cape South African Police Service during the 2016/17 fiscal year was obtained. Both qualitative and quantitative data obtained from the exit-interview questionnaires were analysed. Findings The findings suggested that overall, the South African Police Service was considered a good employer. The most prevalent reason for employee turnover was found to be related to the perceived safety of individuals and the risk to employees’ lives in carrying out their duties. The reasons given for resigning from the organisation were divided into two categories, namely individual factors (i.e., related to the person) and organisational factors (i.e., related to the organisation). Individual factor variables provided by respondents as reasons to leave included health, relocation, further studies, family time, rest, long service, and age. Organisational factors included better career opportunities; business opportunities; unfair treatment; lack of recognition, promotion or advancement opportunities; undesirable working hours; and issues with leadership/management. Recommendations Based on the findings, it is recommended that an effective retention strategy is implemented within the South African Police Service that includes career development, health and wellness, reward and recognition, work-life balance, and leadership. This recommended retention strategy should value transparency and empowerment and should aim to create a workplace that is conducive to good working conditions through enhancing team cohesion; creating opportunities for learning; and improving service delivery, the quality of work life, and work-life balance.

While all business leaders face problems with voluntary employee turnover, fast food business leaders often face turnover rates at twice the national average. Using Weiss and Cropanzano's affective events theory, this exploratory multiple case study detailed the investigation into strategies that fast food business leaders use to establish an appealing working environment that reduces employee turnover. A purposeful sampling process identified 9 fast food business leaders from 3 different fast food organizations within the Omaha, Nebraska metro area who had successfully established a positive working environment that reduced employee turnover. Data collection included semistructured interviews and review of company documents. Using Yin's 5 step analytic approach, 3 themes (fairness, communication, and trust) emerged relative to fast food business leaders' strategies to establish an appealing working environment that reduces employee turnover. Fairness included fair interpersonal treatment, regulation, and wage setting. Communication included training, employee engagement, and corrective actions. Fast food business leaders used trust as a feedback mechanism for their fairness and communications strategies. Business leaders using strategies of fairness, communication, and trust to establish appealing working environments that reduce employee turnover could increase profitability and productivity within the fast food industry. The implication for positive social change is that more consistent employment and less work-related stress increases the potential for employees and their families to become more involved within their communities.

Aircraft maintenance is viewed as a critical safety component in general and military aviation industries, and thus it is crucial to identify the factors that may affect aircraft maintenance. Because the safety climate is considered as a leading indicator of safety performance and safety outcomes, this study utilized this safety climate approach to develop a model which can explain the relationships between employee turnover, safety motivation, self-reported unsafe acts, reporting unsafe behaviors, incidents, and injuries in the aviation maintenance environment. This study included a sample of 283 technicians in military aircraft maintenance units who participated in a cross-sectional random survey. Data collected were analyzed using Exploratory Factor Analysis (EFA) and Structural Equation Modeling (SEM) techniques. A structural model that fitted the data was developed which predicted 64% of the variance in employee turnover, 7% of the variance in safety motivation, 20% of the variance in unsafe acts, 41% of the variance in reporting unsafe behavior, and 21% of the variance in workplace injuries. The results indicate employees who report a perception of high turnover exhibit decreased safety motivation and increased unsafe acts which lead to higher levels of workplace injuries. The perception of safety climate was identified as an antecedent to safety performance and safety outcomes. Additionally, the effects of control variables such as age and education were tested. The implications for safety management in aircraft maintenance were also discussed. This study provides directions for future research on the turnover of aircraft maintenance technicians, safety performance, and safety outcomes.

No description available.

The aim of the thesis is to propose changes to improve and streamline human resources management in the area of employee turnover in selected organization in connection with the analysis, evaluation and management of this area. The thesis is divided into two parts, theoretical and practical. In the theoretical part, the literature search is based on the study of literature, professional articles and internet resources that focus on the issue. Specifically, it is the fluctuation of employees with a focus on its theoretical definition and context, including the relationship with job satisfaction. The following practical part deals with the analysis of employee turnover in the selected organization. First, an organization is introduced and then two analyzes are performed. The first one is the analysis of employee turnover according to selected indicators and the second one is the analysis of job satisfaction in relation to employee turnover. Based on these analyzes, suggestions for improving the area are proposed.

Hotel leaders face reduced profitability because of high employee turnover. Using Herzberg's 2-factor theory as the conceptual framework, the purpose of this multiple case study was to explore strategies that some hotel human resources managers used to reduce employee turnover. Data were collected from 5 hotel human resources managers in Massachusetts through face-to-face, semistructured interviews and a review of company documents. Data analysis using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and developing data-based conclusions resulted in 3 emergent themes: a retention strategy, a compensation strategy, and a training and development strategy. The findings indicated that the employee recruitment process, fair employee compensation and benefits, a focus on employee development, and recognition and appreciation of employees were pivotal strategies human resources managers used to reduce employee turnover. The findings may be valuable to hotel general managers, human resources managers, authors of training manuals, and hiring managers for creating strategies to reduce employee turnover. The implications for positive social change include the potential for hotel general managers to lower unemployment rates and improve the quality of life for the local community through lower employee turnover.

Employee turnover in the U.S. fast food industry has been high, averaging rate 150% per annum. The purpose of the correlational design study was to examine the relationships between job satisfaction factors, job dissatisfaction factors, and employee turnover intentions among fast food employees to determine whether a statistically significant relationship exists between these variables. The population for the study consisted of 144 fast food restaurant employees working in the East Coast in the United States. The theoretical framework was Herzberg's 2-factor motivation-hygiene needs theory, which describes job satisfaction factors and job dissatisfaction factors. Internet survey data of 144 participants were analyzed using Pearson-product correlation coefficients and multiple linear regressions analysis. The study findings revealed statistically significant relationships between job satisfaction factors and employee turnover intentions (p < .01), and job dissatisfaction factors and employee turnover intentions (p < .01). Among the job satisfaction factors, responsibility had a stronger relationship with employee turnover intentions (-.52) compared with other factors. Under job dissatisfaction factors, company policy had a stronger relationship with employee turnover intentions (-.52) compared with other factors. In addition, criterion variance of employee turnover intentions associated with combined job satisfaction factors was stronger (35%) than were the combined job dissatisfaction factors (31%). The study findings are designed to inform fast food restaurant managers in taking actions to reduce employee turnover, resulting in improved business financial sustainability and long-term growth.

The purpose of this study is to increase the knowledge of the factors which social workers consider leads to a lower employee turnover among the social services child- and youth welfare departments. The question from where we emanated was: - What do the social workers describe as what makes them enjoy, and want to remain within the profession as a whole? The other question was: - What do the social workers describe as what makes them enjoy, and want to remain more specifically in their work place? The results are analyzed according to Antonovsky’s theory regarding KASAM and Hertzberg’s two factor theory. The study is of a qualitative nature and was performed through semi structured interviews with six social workers working with child- and youth investigations at the social services in the western part of Sweden. The result show that the factors that social workers think form a foundation for a lower employee turnover were factors linked to the leadership, the social support and the personal and professional development. The difference that was revealed in the study between the factors leading to lower employee turnover on the local work place compared to the general profession was that the salary had influence, but wasn’t the deciding factor whether you stay at your local work place but it was considered to be of a more deciding character when it comes to attracting new, and keeping the existing employees in general.

Syfte: Personalomsättning är ett omfattande problem i fastighetsmäklarbranschen. Eftersom vi utbildar oss till fastighetsmäklare, är studien av intresse för oss då vi vill få insikt i personalomsättning och vilken betydelse ledarskapet har för medarbetarna.  -          Syftet med vår studie är att undersöka hur ledarskapet kan påverka personalomsättningen inom fastighetsmäklarbranschen i Sverige. Metod: Vi har använt oss av en kvalitativ metod. Datainsamlingen har utförts i form av semistrukturerade intervjuer. Vi har utfört totalt 16 intervjuer, fördelat på 11 medarbetare och 4 ledare. 14 av intervjuerna har utförts face-to-face, och två har skett via telefon. Materialet har spelats in i samtyckte med intervjupersonerna. Materialet har sedan transkriberats, redovisats och analyserats efter Philipsons (2013) well-grounded theory.  Resultat &amp; slutsats: Resultatet pekar på att ledarskapet har en påverkan på personalomsättningen i fastighetsmäklarbranschen. Ett coachande och demokratisk ledarskap får medarbetare att vilja stanna kvar på en arbetsplats. Förslag till fortsattforskning: Ett problem vi hade under vår studie var att samtliga ledare i vår studie hade låg personalomsättning. Vi skulle gärna se att den kommande forskningen väljer att intervjua ledare på kontor med hög personalomsättning för att identifiera hur de utövar sitt ledarskap. Ett annat problem var att vi inte hade tid att komma i kontakt med medarbetarnas tidigare ledare för att kunna jämföra deras åsikter. Det skulle vara intressant för vidare forskning. Uppsatsens bidrag: Vi har identifierat vilka som är de främsta orsakerna till att fastighetsmäklare väljer att byta arbetsgivare samt vilka ledarstilar de värderar högst