As propriedades rurais brasileiras evoluíram muito nas últimas décadas, obrigando os agricultores a melhorarem sua gestão. Se em diversas áreas da empresa os proprietários rurais conseguiram desenvolver seu negócio, na gestão de pessoas esses ainda possuem vasto espaço para melhorias. Isso tem causado graves problemas, tais como: dificuldade de retenção de pessoas qualificadas, prejuízos na produção e custo elevado de manutenção de máquinas e equipamentos. Tendo isso em vista, o presente estudo visa a identificar os fatores relevantes para retenção de mão de obra rural qualificada nas empresas agrícolas patronais e que utilizam tecnologias avançadas de modo que essas possam melhorar sua gestão de pessoas. Para atingir o objetivo proposto foram aplicados questionários quantitativos com produtores rurais patronais que possuem tecnologias avançadas e com técnicos agrícolas do Rio Grande do Sul. Enquanto os primeiros expressam a perspectiva dos gestores rurais, os segundos representam o tipo de mão de obra demandado pelas empresas rurais. Constatou-se que, segundo os agricultores, para um funcionário ser bem sucedido e permanecer na empresa ele deve, principalmente, ser honesto, ter comprometimento, ter responsabilidade, buscar conhecimento e ser proativo. Esse sujeito da pesquisa considera também que os técnicos agrícolas são mais aptos para trabalhar no meio rural do que os demais funcionários rurais. A grande maioria dos técnicos agrícolas está mais satisfeita trabalhando no meio rural e prefere trabalhar nesse ambiente, contudo quase metade deles prefere residir no urbano. Verificou-se que os agricultores possuem perspectivas muito diferentes dos técnicos agrícolas quanto a maioria dos fatores que podem ou não reter funcionários rurais, principalmente, ao avaliar sua propriedade, já que os agricultores avaliaram essas de forma mais positiva em quase todos os fatores em relação aos técnicos agrícolas. Os três fatores com maior diferença foram valor de o salário recebido ser condizente com a qualificação de cada funcionário, superiores serem capazes de gerir a empresa e funcionários receberem recompensas por desempenho individual; esses representam fatores os quais foram muito bem avaliados pelos produtores rurais e mal avaliados pelos técnicos agrícolas. Com base nos resultados, os produtores não somente sabem que precisam melhorar sua gestão de pessoas, mas também estão cientes de quais são exatamente os fatores que precisam ser repensados e melhorados para que consigam reter a nova mão de obra que tanto necessitam. / Brazilian rural properties’ have evolved significantly in recent decades, forcing farmers to improve their management. Landowners have developed its business in many areas but still have a large room for improvement regarding people management. This has caused serious problems, such as difficulty in retaining qualified people, losses in production and high maintenance costs of machinery and equipment. Therefore, the present study aims to identify the relevant factors for retaining skilled rural labor in unfamiliar agricultural business that uses advanced Technologies so they can improve the workforce management. To achieve this purpose, quantitative questionnaires were applied with rural producers that use advanced Technologies and agricultural technicians from Rio Grande do Sul. As the first express the perspective of rural managers, the latter represent the type of labour demanded by rural businesses. It was found that according to the farmers, for an employee to be successful and stay in business, he should mainly be honest, have commitment, take responsibility, seek knowledge and be proactive. They also believe that agricultural technicians are more suitable to work in rural areas than other rural workers. The vast majority of agricultural technicians are more satisfied working in rural areas and prefer to work in that environment, yet almost half of them prefer to live in urban areas. It was also found out that farmers and agricultural technicians have a very different perspective regarding what may or may not retain rural workers, mainly when assessing property, as farmers evaluated these more positively in almost all factors than the agricultural technicians. As an example, the three factors with the greatest difference were if the wage received is consistent with the qualifications of each employee, if the superior is able to manage the company and if employees receive rewards for individual performance; these represent factors which were very well evaluated by farmers and poorly assessed by agricultural technicians. The main conclusion is that after this research producers not only know they need to improve their people management, but are also aware of exactly which factors need to be rethought and improved so that they can hold the workforce they need.

<p>Many financial organisations are working hard to design a skills management strategy that reflects the overarching national skills need for an institution, in the process of attracting highly skilled Information Technology (IT) specialists. But there are many organisations that are less concerned about mobility across nations and more concerned about the need to retain highly skilled IT staff. The pace and ubiquity of the information technologies&rsquo / (IT) progress means that organisations need to improve on their technologies, and so the skills needed to operate and utilise these technologies. The need for a highly IT skilled workforce is rising and, therefore, organisations will have to move beyond their traditional policies and practices to retain highly skilled IT staff. Organisations are employing and utilising various models, frameworks and strategies to nurture and address the retention of skilled IT staff. Even though these methods are well implemented and coordinated within organisations, skilled IT staff still leave organisations and minimises the level of retaining skilled IT staff. This is a functional shortfall at a management level, since a coherent lack to monitor the impact of external factors on retention strategies are overlooked. The same holds for the financial sector in South Africa. Therefore the aim of this research was to propose effective retention strategies for employers within the financial environment, to retain their skilled IT workforce. In order to fulfil the objectives of this study, the literature review had been performed followed by the empirical field research. The field data were gathered by using twofold data collection technique: disseminating a questionnaire and interviewing participants in this study. The fieldwork followed the University of the Western Cape guidelines on research ethics. The outcomes of the study showed that there is a strong correlation between having good HR retention policies and procedures, and the management of these policies and procedures. The findings suggested the importance of involving employees at all employment levels to provide input on the development of these policies and procedures so that the retention process is well understood across the firm Apart from contributing to the existing academic knowledge area, the study outcomes can beneficially contribute to organisations&rsquo / advantage and ability to retain skilled IT staff on a long-term basis. From a financial services sector perspective, this study will possibly contribute to the existing body of knowledge in the field of Staff Retention especially the area of Information Technology.</p>

<p>Many financial organisations are working hard to design a skills management strategy that reflects the overarching national skills need for an institution, in the process of attracting highly skilled Information Technology (IT) specialists. But there are many organisations that are less concerned about mobility across nations and more concerned about the need to retain highly skilled IT staff. The pace and ubiquity of the information technologies&rsquo / (IT) progress means that organisations need to improve on their technologies, and so the skills needed to operate and utilise these technologies. The need for a highly IT skilled workforce is rising and, therefore, organisations will have to move beyond their traditional policies and practices to retain highly skilled IT staff. Organisations are employing and utilising various models, frameworks and strategies to nurture and address the retention of skilled IT staff. Even though these methods are well implemented and coordinated within organisations, skilled IT staff still leave organisations and minimises the level of retaining skilled IT staff. This is a functional shortfall at a management level, since a coherent lack to monitor the impact of external factors on retention strategies are overlooked. The same holds for the financial sector in South Africa. Therefore the aim of this research was to propose effective retention strategies for employers within the financial environment, to retain their skilled IT workforce. In order to fulfil the objectives of this study, the literature review had been performed followed by the empirical field research. The field data were gathered by using twofold data collection technique: disseminating a questionnaire and interviewing participants in this study. The fieldwork followed the University of the Western Cape guidelines on research ethics. The outcomes of the study showed that there is a strong correlation between having good HR retention policies and procedures, and the management of these policies and procedures. The findings suggested the importance of involving employees at all employment levels to provide input on the development of these policies and procedures so that the retention process is well understood across the firm Apart from contributing to the existing academic knowledge area, the study outcomes can beneficially contribute to organisations&rsquo / advantage and ability to retain skilled IT staff on a long-term basis. From a financial services sector perspective, this study will possibly contribute to the existing body of knowledge in the field of Staff Retention especially the area of Information Technology.</p>

As propriedades rurais brasileiras evoluíram muito nas últimas décadas, obrigando os agricultores a melhorarem sua gestão. Se em diversas áreas da empresa os proprietários rurais conseguiram desenvolver seu negócio, na gestão de pessoas esses ainda possuem vasto espaço para melhorias. Isso tem causado graves problemas, tais como: dificuldade de retenção de pessoas qualificadas, prejuízos na produção e custo elevado de manutenção de máquinas e equipamentos. Tendo isso em vista, o presente estudo visa a identificar os fatores relevantes para retenção de mão de obra rural qualificada nas empresas agrícolas patronais e que utilizam tecnologias avançadas de modo que essas possam melhorar sua gestão de pessoas. Para atingir o objetivo proposto foram aplicados questionários quantitativos com produtores rurais patronais que possuem tecnologias avançadas e com técnicos agrícolas do Rio Grande do Sul. Enquanto os primeiros expressam a perspectiva dos gestores rurais, os segundos representam o tipo de mão de obra demandado pelas empresas rurais. Constatou-se que, segundo os agricultores, para um funcionário ser bem sucedido e permanecer na empresa ele deve, principalmente, ser honesto, ter comprometimento, ter responsabilidade, buscar conhecimento e ser proativo. Esse sujeito da pesquisa considera também que os técnicos agrícolas são mais aptos para trabalhar no meio rural do que os demais funcionários rurais. A grande maioria dos técnicos agrícolas está mais satisfeita trabalhando no meio rural e prefere trabalhar nesse ambiente, contudo quase metade deles prefere residir no urbano. Verificou-se que os agricultores possuem perspectivas muito diferentes dos técnicos agrícolas quanto a maioria dos fatores que podem ou não reter funcionários rurais, principalmente, ao avaliar sua propriedade, já que os agricultores avaliaram essas de forma mais positiva em quase todos os fatores em relação aos técnicos agrícolas. Os três fatores com maior diferença foram valor de o salário recebido ser condizente com a qualificação de cada funcionário, superiores serem capazes de gerir a empresa e funcionários receberem recompensas por desempenho individual; esses representam fatores os quais foram muito bem avaliados pelos produtores rurais e mal avaliados pelos técnicos agrícolas. Com base nos resultados, os produtores não somente sabem que precisam melhorar sua gestão de pessoas, mas também estão cientes de quais são exatamente os fatores que precisam ser repensados e melhorados para que consigam reter a nova mão de obra que tanto necessitam. / Brazilian rural properties’ have evolved significantly in recent decades, forcing farmers to improve their management. Landowners have developed its business in many areas but still have a large room for improvement regarding people management. This has caused serious problems, such as difficulty in retaining qualified people, losses in production and high maintenance costs of machinery and equipment. Therefore, the present study aims to identify the relevant factors for retaining skilled rural labor in unfamiliar agricultural business that uses advanced Technologies so they can improve the workforce management. To achieve this purpose, quantitative questionnaires were applied with rural producers that use advanced Technologies and agricultural technicians from Rio Grande do Sul. As the first express the perspective of rural managers, the latter represent the type of labour demanded by rural businesses. It was found that according to the farmers, for an employee to be successful and stay in business, he should mainly be honest, have commitment, take responsibility, seek knowledge and be proactive. They also believe that agricultural technicians are more suitable to work in rural areas than other rural workers. The vast majority of agricultural technicians are more satisfied working in rural areas and prefer to work in that environment, yet almost half of them prefer to live in urban areas. It was also found out that farmers and agricultural technicians have a very different perspective regarding what may or may not retain rural workers, mainly when assessing property, as farmers evaluated these more positively in almost all factors than the agricultural technicians. As an example, the three factors with the greatest difference were if the wage received is consistent with the qualifications of each employee, if the superior is able to manage the company and if employees receive rewards for individual performance; these represent factors which were very well evaluated by farmers and poorly assessed by agricultural technicians. The main conclusion is that after this research producers not only know they need to improve their people management, but are also aware of exactly which factors need to be rethought and improved so that they can hold the workforce they need.

As propriedades rurais brasileiras evoluíram muito nas últimas décadas, obrigando os agricultores a melhorarem sua gestão. Se em diversas áreas da empresa os proprietários rurais conseguiram desenvolver seu negócio, na gestão de pessoas esses ainda possuem vasto espaço para melhorias. Isso tem causado graves problemas, tais como: dificuldade de retenção de pessoas qualificadas, prejuízos na produção e custo elevado de manutenção de máquinas e equipamentos. Tendo isso em vista, o presente estudo visa a identificar os fatores relevantes para retenção de mão de obra rural qualificada nas empresas agrícolas patronais e que utilizam tecnologias avançadas de modo que essas possam melhorar sua gestão de pessoas. Para atingir o objetivo proposto foram aplicados questionários quantitativos com produtores rurais patronais que possuem tecnologias avançadas e com técnicos agrícolas do Rio Grande do Sul. Enquanto os primeiros expressam a perspectiva dos gestores rurais, os segundos representam o tipo de mão de obra demandado pelas empresas rurais. Constatou-se que, segundo os agricultores, para um funcionário ser bem sucedido e permanecer na empresa ele deve, principalmente, ser honesto, ter comprometimento, ter responsabilidade, buscar conhecimento e ser proativo. Esse sujeito da pesquisa considera também que os técnicos agrícolas são mais aptos para trabalhar no meio rural do que os demais funcionários rurais. A grande maioria dos técnicos agrícolas está mais satisfeita trabalhando no meio rural e prefere trabalhar nesse ambiente, contudo quase metade deles prefere residir no urbano. Verificou-se que os agricultores possuem perspectivas muito diferentes dos técnicos agrícolas quanto a maioria dos fatores que podem ou não reter funcionários rurais, principalmente, ao avaliar sua propriedade, já que os agricultores avaliaram essas de forma mais positiva em quase todos os fatores em relação aos técnicos agrícolas. Os três fatores com maior diferença foram valor de o salário recebido ser condizente com a qualificação de cada funcionário, superiores serem capazes de gerir a empresa e funcionários receberem recompensas por desempenho individual; esses representam fatores os quais foram muito bem avaliados pelos produtores rurais e mal avaliados pelos técnicos agrícolas. Com base nos resultados, os produtores não somente sabem que precisam melhorar sua gestão de pessoas, mas também estão cientes de quais são exatamente os fatores que precisam ser repensados e melhorados para que consigam reter a nova mão de obra que tanto necessitam. / Brazilian rural properties’ have evolved significantly in recent decades, forcing farmers to improve their management. Landowners have developed its business in many areas but still have a large room for improvement regarding people management. This has caused serious problems, such as difficulty in retaining qualified people, losses in production and high maintenance costs of machinery and equipment. Therefore, the present study aims to identify the relevant factors for retaining skilled rural labor in unfamiliar agricultural business that uses advanced Technologies so they can improve the workforce management. To achieve this purpose, quantitative questionnaires were applied with rural producers that use advanced Technologies and agricultural technicians from Rio Grande do Sul. As the first express the perspective of rural managers, the latter represent the type of labour demanded by rural businesses. It was found that according to the farmers, for an employee to be successful and stay in business, he should mainly be honest, have commitment, take responsibility, seek knowledge and be proactive. They also believe that agricultural technicians are more suitable to work in rural areas than other rural workers. The vast majority of agricultural technicians are more satisfied working in rural areas and prefer to work in that environment, yet almost half of them prefer to live in urban areas. It was also found out that farmers and agricultural technicians have a very different perspective regarding what may or may not retain rural workers, mainly when assessing property, as farmers evaluated these more positively in almost all factors than the agricultural technicians. As an example, the three factors with the greatest difference were if the wage received is consistent with the qualifications of each employee, if the superior is able to manage the company and if employees receive rewards for individual performance; these represent factors which were very well evaluated by farmers and poorly assessed by agricultural technicians. The main conclusion is that after this research producers not only know they need to improve their people management, but are also aware of exactly which factors need to be rethought and improved so that they can hold the workforce they need.

Magister Commercii - MCom / Many financial organisations are working hard to design a skills management strategy that reflects the overarching national skills need for an institution, in the process of attracting highly skilled Information Technology (IT) specialists. But there are many organisations that are less concerned about mobility across nations and more concerned about the need to retain highly skilled IT staff. The pace and ubiquity of the information technologies’ (IT) progress means that organisations need to improve on their technologies, and so the skills needed to operate and utilise these technologies. The need for a highly IT skilled workforce is rising and, therefore, organisations will have to move beyond their traditional policies and practices to retain highly skilled IT staff.Organisations are employing and utilising various models, frameworks and strategies to nurture and address the retention of skilled IT staff. Even though these methods are well implemented and coordinated within organisations, skilled IT staff still leave organisations and minimises the level of retaining skilled IT staff. This is a functional shortfall at a management level, since a coherent lack to monitor the impact of external factors on retention strategies are overlooked. The same holds for the financial sector in South Africa. Therefore the aim of this research was to propose effective retention strategies for employers within the financial environment, to retain their skilled IT workforce. In order to fulfil the objectives of this study, the literature review had been performed followed by the empirical field research. The field data were gathered by using twofold data collection technique: disseminating a questionnaire and interviewing participants in this study. The fieldwork followed the University of the Western Cape guidelines on research ethics.The outcomes of the study showed that there is a strong correlation between having good HR retention policies and procedures, and the management of these policies and procedures. The findings suggested the importance of involving employees at all employment levels to provide input on the development of these policies and procedures so that the retention process is well understood across the firm Apart from contributing to the existing academic knowledge area, the study outcomes can beneficially contribute to organisations’ advantage and ability to retain skilled IT staff on a long-term basis.From a financial services sector perspective, this study will possibly contribute to the existing body of knowledge in the field of Staff Retention especially the area of Information Technology.

Yes / The high-performance liquid chromatography (HPLC) method employing stationary phases immobilized with plasma proteins was used for this study to investigate the structural properties governing drug-plasma protein binding. A set of 65 compounds with a broad range of structural diversity (in terms of volume, hydrogen-bonding, polarity and electrostatic force) were selected for this purpose. The Abraham linear free energy relationship (LFER) analyses of the retention factors on the immobilized HSA (human serum albumin) and AGP (α1-acid glycoprotein) stationary phases showed that McGowan’s characteristic molecular volume (V), dipolarity/polarizability (S) and hydrogen bond basicity (B) are the three significant molecular descriptors of solutes determining the interaction with immobilized plasma proteins, whereas excess molar refraction (E) is less important and hydrogen bond acidity (A) is not of statistical significance in both systems, for electrically neutral compounds. It was shown that ionised acids, as carboxylate anions, bind very strongly to the immobilized HSA stationary phase and that ionised bases, as cations bind strongly to the AGP stationary phase. This is the first time that the effect of ionised species on plasma protein binding has been determined quantitatively; the increased binding of acids to HSA is due almost entirely to acids in their ionised form.

The objectives of the study were: (1) to determine the relationship between organisational commitment (measured by the Organisational Commitment Scale), retention factors (measured the Retention Factor Scale) and job embeddedness (measured by the Job Embeddedness Questionnaire), and (2) to determine whether employees from different gender, age, race, marital status, tenure and job level groups differ significantly in their levels of organisational commitment, retention factors and perceived job embeddedness. A quantitative survey was conducted on a purposive sample (N = 206) of medical and IT service staff in the South African client service sector. Correlational and inferential statistical analyses revealed significant relationships between organisational commitment, retention factors and perceived job embeddedness. Significant differences between gender, age, race, marital status, tenure and job level groups were also found. The findings contribute valuable insight and knowledge to the field of Career Psychology that can be applied in the retention of employees in the medical and IT industry. The study concludes with recommendations for future research and practice. / Industrial and Organisational Psychology / (M.Comm. (Industrial and Organisational Psychology))

The objectives of the study were: (1) to determine the relationship between organisational commitment (measured by the Organisational Commitment Scale), retention factors (measured the Retention Factor Scale) and job embeddedness (measured by the Job Embeddedness Questionnaire), and (2) to determine whether employees from different gender, age, race, marital status, tenure and job level groups differ significantly in their levels of organisational commitment, retention factors and perceived job embeddedness. A quantitative survey was conducted on a purposive sample (N = 206) of medical and IT service staff in the South African client service sector. Correlational and inferential statistical analyses revealed significant relationships between organisational commitment, retention factors and perceived job embeddedness. Significant differences between gender, age, race, marital status, tenure and job level groups were also found. The findings contribute valuable insight and knowledge to the field of Career Psychology that can be applied in the retention of employees in the medical and IT industry. The study concludes with recommendations for future research and practice. / Industrial and Organisational Psychology / (M.Comm. (Industrial and Organisational Psychology))

The research focuses on investigating the relationship between individuals’ career adaptability, employability attributes and retention factors within the context of talent retention in the 21st century workplace. A quantitative research approach was followed, and a probability sample of (N = 337) of single (42.7%), African (53.4%), female (65.9%), individuals between the ages of 26-40 years (57.4%), who are part time employees (50.7%), mostly at staff level (54.0%) were utilised. Correlational analysis indicated differences between the variables of CAI, EAS and RFMS. Inferential statistics showed a strong relationship between the variables of career adaptability, employability attributes and retention factors. Stepwise hierarchical regression analysis showed that age, gender, race, marital status and job level, their career adaptability and employability attributes significantly and positively predict retention factors. Test for mean differences revealed that males and females differed significantly in terms of their career adaptability, employability attributes and retention factors. Recommendations are suggested for use by human resource professionals in terms of retention practices. / Business Management / M. Com. (Business management)