Thesis (M.S.)--Ball State University, 2006. / Includes bibliographical references (leaves 103-112).

Thesis (MA)--University of Stellenbosch, 2006. / Bibliography. Also available via the Internet.

Thesis (Ph. D.)--Ohio State University, 2007. / Title from first page of PDF file. Includes bibliographical references (p. 151-158).

Thesis (Ph. D.)--Ohio State University, 1985. / Includes vita. Includes bibliographical references (leaves 168-171). Available online via OhioLINK's ETD Center.

Thesis (Ph. D.)--Ohio State University, 2007. / Title from first page of PDF file. Includes bibliographical references (p. 132-142).

According to Greenberg (2011) stress is an inevitable fact of organizational life today, and has an effect on both the employer and employee. The main aim of this study was on finding out the effect of job stress on job satisfaction and employee turnover in the Eastern Cape Provincial Legislature department. This study was conducted employing logical positivism as the philosophical paradigm; and this logical positivism derives from only two sources of knowledge which are logical reasoning and empirical experience. The researcher employed a non-experimental exploratory quantitative approach, employing the questionnaire as a data collection instrument. A sample size of 238 participants was used to collect data. Data analysis was done using the Pearson correlation coefficient and multi regressions. Job stress was found to have substantial influence to increase turnover intentions and to decrease job satisfaction. In addition, job stress and job satisfaction combine to have a collective influence on turnover intentions. The study recommends managers to implement motivational strategies to enhance job satisfaction and retain employees as long as possible.

Finding and developing key talent is one of the toughest business challenges that executives face. The main problem of this study was to identify strategies that could be implemented by the Bank of Zambia (BoZ) in order to retain key talent. To achieve this objective the following procedure was followed: - Talent management strategies that were used at that time to improve retention at the BoZ were presented and discussed. Four main strategies were identified; professional scales, promotions, cash awards and flexible working hours. - Data regarding the turnover of people with key talent at the BoZ was collected and analysed. Key talent was defined and key talent at the BoZ was identified. It emerged that a retention problem was experienced among employees with a first university degree or professional qualifications such as ACCA/CIMA. The employees were mainly employed at the middle management level. - A literature study was conducted to identify talent management strategies that organisations could use to manage key talent. The literature study focused on the talent management process as a whole. Attention was focused on who should take responsibility for talent management, the importance of talent management and talent management strategies related to motivation, leadership and human resource strategies were also highlighted. The three strategies were found to be inter-related. The theoretical study formed the basis for the development of a survey questionnaire to establish the extent to which the strategies revealed in literature were utilised at the bank. The survey was administered to a randomly selected group of middle management employees at BoZ 5 and BoZ 6 levels. iv The empirical results revealed that all the strategies identified were used but that there was room for improvement in some areas. It was evident that many respondents felt that talent management was not a business priority at the bank. Many respondents felt that human resources played an adequate role in talent management but that their direct supervisors and senior management should play a bigger role than was currently the case. It was also evident from the results that most respondents felt that the leadership style of supervisors at the BoZ was effective and supportive. The extent to which some of the human resource strategies were used could lead to low morale and dissatisfaction among people with key talent. Specifically, the results revealed that most respondents felt that performance appraisals were not fairly and consistently applied or linked to incentives. On the basis of the literature study and the results of the empirical study, a talent management model was developed for the effective implementation of retention strategies. However, the effectiveness of these strategies would depend on the support of management. Managers, supervisors and employees themselves have to be involved in talent management.

South African nursing profession is in a crisis as professional nurses leave the country in search of lucrative work overseas. This exodus will have a catastrophic effect on the delivery of health care over the next decade. It is also clear that the shortages of staff due to the turnover problems in hospitals are also creating various other problems such as enormous pressure on existing employees, job stress and job dissatisfaction. Financial constraints to compete with international competitors, exchange rates, tax-free foreign money, the existence of many job opportunities overseas and the tendency that a person’s career is enriched with overseas experience, makes the retention of professional nurses almost uncontrollable for nursing employers in South Africa. The question was therefore asked whether employers should not rather focus their retention strategies on things they can control internally to retain their employees. An alternative approach, to build strategies around the needs and work circumstances of professional nurses, was therefore proposed. The focus of this study was to develop a predictive model with organisational culture and the selected mediating variables, namely knowledge sharing, organisational commitment, organisational citizenship and job satisfaction, as well as various demographic variables (sub-cultures, tenure, age, level of education, gender, race, home language, level of seniority, marital status, number of dependents) of turnover intentions. A General Linear Model approach was adopted to answer the research question. The relationship between organisational culture and turnover intentions was determined, followed by the independent and/or interdependent role of the demographic variables in predicting firstly, organisational culture and secondly, turnover intentions on a bivariate and a multivariate level. Thereafter, the objective was to determine the independent and/or interactive role of the independent variable (organisational culture) and the selected mediating variables (knowledge sharing, organisational commitment, organisational citizenship behaviour, job satisfaction) in explaining turnover intentions. The next objective was to determine whether knowledge sharing, organisational commitment, organisational citizenship behaviour and job satisfaction mediates the relationship between organisational culture and turnover intentions. The final objective was to determine a most parsimonious model by entering all demographic variables, the independent variable and the mediating variables simultaneously into an equation to determine which variables independently and/or interactively emerged to predict turnover intentions. The most important finding was that 49% of the variance in turnover intentions was explained by the proposed model when all the variables were simultaneously entered into the equation. Organisational commitment emerged as the only independent predictor in the final most parsimonious model of turnover intentions. This result support theoretical evidence of the importance of organisational commitment as predictor of turnover intentions. Organisational culture, in interaction with knowledge sharing and job satisfaction, emerged as predictors in the final model decreasing turnover intentions, while organisational culture in interaction with organisational citizenship behaviour increases turnover intentions of professional nurses. Organisational culture also emerged in interaction with white professional nurses, as demographic variable, decreasing turnover intentions. Organisational culture is therefore an important concept in determining turnover intentions, clearly emphasising the responsibility of nursing employers to seriously embark on internal strategies to prevent turnover amongst professional nurses. Various other demographic variables also emerged in interaction to determine turnover intentions in the final model. They are professional nurses in ICU/casualties and 50 years and older, 1-5 years in unit and an incumbent of a chief professional nurse position, 11 years and more in the current hospital and no dependents above 18, being married/co-habitating and no dependents above 18, 50 years and older and no dependents under 18 and working in ICU/Casualties and in possession of a degree. Finally, knowledge sharing, organisational commitment and job satisfaction mediated the relationship between organisational culture and turnover intentions, although only partially, while OCB’s did not mediated this relationship. Various conclusions and recommendations, theoretically, methodologically and empirically, were made as a result of this study. Further theoretical development of the concepts, especially knowledge sharing, the value of General Linear Modelling and further development of turnover models amongst professional nurses and other health professional alike, were recommended. / Prof. Gert Roodt

M.A. / This study aims to investigate career maturity and career developmental tasks of cabin crew and ground personnel in an airline. This study set out to measure the level of career maturity as well as the mastery of different career developmental tasks. Fifty-one subjects partook in the study of which 30 persons are ground staff and 21 cabin crew. By taking career maturity and the mastery of certain career developmental tasks into consideration, the researcher can make certain assumptions about the turnover of personnel. The measuring instruments that will be used in this study include the Career Mastery Inventory (Crites, 1990), the Self-Directed Search (Holland, 1985) and the Career Development Questionnaire (Langley, 1989). Research questions that will be part of this study includes: • what level of career maturity was achieved in each of the occupations; • what developmental tasks were achieved, like organizational ability, position performance, work habits and attitudes, advancement, career choice and plans and co-worker relationships; and • what coping mechanisms like adjustive, integrative and non-adjustive coping skills were used in the solving of problems within the organization. These factors will be taken into consideration to research the possible effect on personnel turnover.

Integrity tests have become a widely used tool in modern-day selection systems. These instruments are generally designed to predict dishonest and counterproductive attitudes/behavior. A group of participants who had quit a job without notice was found to have higher scores on an Integrity/Pessimism scale (indicating low integrity and highly pessimistic attitudes) than an involuntary turnover group of those who had been fired or laid off. Post hoc analyses also found supporting evidence in that the quit without notice group also had higher expressed exit intentions scores (indicating negative attitudes toward current occupation/industry) and shorter average tenure than the involuntary (fired and laid off) group. The potential benefits of developing a predictive Integrity/Pessimism scale are discussed.