Thesis (Ed.D.) -- Teachers College, Columbia University, 1989. / Typescript; issued also on microfilm. Sponsor: Elaine L. La Monica. Dissertation Committee: Peter C. Cairo. Bibliography: leaves 72-79.

Thesis (M.S.)--University of Wisconsin--Madison, 1963. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 62-64).

Thesis (Ed. D.)--Harvard Graduate School of Education, 1994. / Vita. Includes bibliographical references (leaves 297-331).

Thesis (Ph. D.)--University of Texas at Austin, 1993. / Vita. Includes bibliographical references (leaves 145-155).

Thesis (Ph.D.)--Aberdeen University, 2009. / Title from web page (viewed on Apr. 1, 2010). Includes bibliographical references.

Thesis (Ph. D.)--Management, Georgia Institute of Technology, 2007. / Khorana Ajay, Committee Chair ; Clarke Jonathan, Committee Member ; Li haizheng, Committee Member ; Jayaraman Narayan, Committee Member ; Eun Cheol, Committee Member.

M.Comm. (Business Management) / An exploration into the level of high staff turnover in the recruitment industry and the possible reasons for the turnover. A quantitative study using a survey with carefully considered reasons for why consultants would leave the recruitment industry. Making use of Binary Logistic Regression modelling and Boosted Regression Tree analysis (BRT), the main reasons for why consultants leave the recruitment industry were identified with applicable outcomes and recommendations for future study.

The purpose of this study was to determine factors that impacted on engineering professionals’ decision to seek alternative employment, as well as to determine the decision making processes applied by engineering professionals when seeking alternative employment. A conceptual model was developed to illustrate the impact of various factors on labour turnover and the decision making processes that could be followed by engineering professionals when seeking alternative employment. The factors impacting on labour turnover were organised into four categories, namely external, internal, expectations and personal trait factors. The theoretical study revealed that employees were more likely to leave their present organisations if they perceived that there was ample opportunity for acceptable alternative employment (Bigliardi, Petroni & Dormio, 2005). Zimmerman (2008) stated that employee turnover was a problem faced by all organisations globally. In their study they mentioned that high labour turnover rates have been associated with decreased customer satisfaction, productivity, future revenue growth and profitability. A sense of instability and frustration can also cause work backlogs and slow productivity. At times employees lose faith in their organisations as more individuals seek alternative employment (Drake International, 2010). When the organisation experiences high turnover, burnout also increases and could possibly lead to stayers also seeking alternative employment. Previous studies contain evidence of an extensive poaching of South African engineering professionals (technologists and engineers) by overseas companies (Du Toit & Roodt, 2009). As a result of this mobility and the lack of significant engineering graduates entering the industry, companies competed for a limited number of engineering professionals. This challenge resulted in a higher labour turnover rate among engineers as the demand for engineering professionals was higher than the supply. The skills shortage of engineering professionals in South Africa was one of the perceived contributing factors impacting engineering professionals’ decision to seek alternative employment. Apart from the shortage of skills there were other factors that impacted on engineering professionals’ decision to seek alternative employment. External factors, such as slow recruitment due to the low economy, have been identified as having an impact on labour turnover rates. Bigliardi et al (2005) stated that external factors, also referred to as push factors, such as changes in economic, social and technological conditions,created challenges for retaining engineering professionals. Through developing multivariate models that combine a number of factors contributing to labour turnover and empirically testing these models, researchers have attempted to predict why individuals decide to seek alternative employment (MINTRAC, 2010). The job search process was evaluated and referred to as the process of looking for alternatives to a current job, and the evaluation of those alternatives (Brown, 2009). Various decision making models, including the rational decision making model, Steers and Mowday’s model, image theory and the unfolding path model were studied to provide an understanding of how engineering professionals decided whether to seek alternative employment. Donnell and Quirin (2006) explained two decision making models. These are the image theory and Lee and Mitchell’s unfolding model. According to Zimmerman (2008), the studies carried out did not clearly reflect the impact of individual characteristic factors. An empirical study, by means of a survey and a questionnaire as a data collecting tool, was conducted to determine the factors that impacted on engineering professionals at GIBB to seek alternative employment and the decision making process they applied in seeking alternative employment. This study reflected that personal traits such as openness to new experiences, high levels of competency, the ability to form relationships at work, a general level of commitment, ability to incorporate other people’s views at work and a general positive attitude towards work itself influenced the decision to seek alternative employment. The external, internal, expectancy and personal trait factors that were perceived to be the most influential in impacting on engineering professionals’ decision to seek alternative employment were presented in a revised concept model. This model could be valuable for developing retention strategies at GIBB. Future research that could be beneficial to GIBB and the engineering industry was also identified.

No description available.

Submitted in partial fulfillment of the requirements for the Degree of Masters in Business Administration, Business Studies Unit, Durban University of Technology, 2008. / Telkom SA, over the last decade and a half, has undergone major change in terms of the manner in which it does business. From being a state-owned company to becoming a para-statal, to being run by foreigners and, finally, being run by local leaders within the company, Telkom SA has transformed as a company. The objective of this study was to investigate the impact of change implementation on staff turnover in Telkom SA by reviewing the following key issues: The implementation of change within Telkom SA, benchmarked against international best practices; the communication of change/re-structuring initiatives by management in Telkom SA; the effect of change implementation on staff turnover; and the effect of change implementation on employee morale and retention. The rationale of this study is to allow Telkom SA management to review their current implementation strategy of change management initiatives in Telkom SA. Thereafter, it will provide guidelines for improvements in change implementation for the management of Telkom SA. Staff turnover and employee morale can negatively impact service delivery and financial performance of a company, so these recommendations are aimed at improving service delivery and financial performance. The study was descriptive, cross sectional and quantitative, involving the application of a questionnaire, via e-mail and personal interviews, with a sample of staff from the core planning section in the Network Infrastructure Provisioning division, where a high staff turnover rate existed. The questionnaire focused on assessing the impact of the implementation of change management processes on staff turnover at Telkom SA and was developed from the literature review. Data was analysed using the Statistical Package for the Social Sciences (SPSS), Version 15 for both descriptive and inferential statistics. The findings show that a significant percentage of respondents were v vi dissatisfied with the way management had handled issues related to change implementation, communication, turnover, morale and retention. With this in mind, recommendations on ways to reduce the impact of the key issues on the organisation were made. These included the recommendation of lean methodology in order to deal with the first three key issues, namely, implementation, communication, and turnover. Thereafter the ‘four cores of credibility’ model was recommended to improve employee morale. Finally recommendations were made on ways to improve employee retention. The overarching issue that has come to light is that although management is, to a degree, communicating change implementation, there is a noticeable lack of engagement with employees. The onus, therefore, lies with leadership to lift the levels of engagement with employees, thereby reducing the impact of change implementation on the organisation by increasing the level of transparency in the organisation. Improving communication would lead to improved trust, which would then result in improved employee morale, ultimately leading to a reduction in the staff turnover rate.