It is important to have well-trained and qualified laboratory professionals. Seventy percent of patient care is based on decisions made from laboratory results, yet there is a growing shortage of medical technologists. Although some baby boomers are delaying retirement, worsening of the shortage crisis is inevitable. Retention of medical technologists has become more important than recruitment. The purpose of this study was to identify and evaluate innovative retention strategies used by clinical laboratory managers throughout the United States. A significant finding of this study was the lack of qualified medical technologists entering the ranks of laboratory managers. This study identified a need for a more defined career path and more recognition of the importance of laboratory scientists. It is recommended that studies be undertaken to examine the opinions of hospital and medical group practice administrators as well as the view of medical technologists regarding retention strategies that are proven to be effective.

Previous research has individually assessed parallel analysis and minimum average partial for factor retention in exploratory factor analysis using ordinal variables. The current study is a comprehensive simulation study including the manipulation of eight conditions (type of correlation matrix, sample size, number of variables per factor, number of factors, factor correlation, skewness, factor loadings, and number of response categories), and three types of retention methods (minimum average partial, parallel analysis, and empirical Kaiser criterion) resulting in a 2 × 2 × 2 × 2 × 2 × 3 × 3 × 4 × 5 design that totals to 5,760 condition combinations tested over 1,000 replications each. Results show that each retention method performed worse when utilizing polychoric correlation matrices. Moreover, minimum average partials are quite sensitive to factor loadings and overall perform poorly compared to parallel analysis and empirical Kaiser criterion. Empirical Kaiser criterion performed almost identical to parallel analysis in normally distributed data; however, performed much worse under highly skewed conditions. Based on these findings, it is recommended to use parallel analysis utilizing principal components analysis with a Pearson correlation matrix to determine the number of factors to retain when dealing with ordinal data.

Yes / Challenges in the recruitment and retention of care workers is a long-standing issue [1]. However, these challenges have worsened during the Covid-19 pandemic. In October 2021, there was an average staff vacancy rate of 17% [2], and in November 2021, care homes feared they would lose around 8% of their care home staff as a direct result of the policy of vaccination being a condition of deployment in care homes [3]. This has profound impacts, not only on those in care homes and receiving care at home, but on the health service as a whole, with 33% of social care providers limiting or stopping admissions from hospital [2]. Therefore, this review was undertaken to identify learning about how to support recruitment and retention of care workers during the pandemic. Methods: To identify strategies that are currently being used to support recruitment and retention of care workers, a Google search was undertaken, combining termsthat referred to the setting or role (“social care”, “care worker”) and the topics of interest (recruitment, retention), and for some searches adding in terms that referred to the type of literature being sought (“case study”). Through this, we identified that research on recruitment and retention of care workers since the pandemic was already being published and so a search was also undertaken on Google Scholar for research published since 2020. This was supplemented by a review of websites recommended by an expert working in the area: Care England, National Care Forum, Care Forum, Care Choices, Care Workers Charity, National Association of Care & Support Workers, and Skills for Care. We also reviewed the websites of NHS Confederation, NHS Employers, and the Local Government Association. Inclusion criteria were reports that included recommendations and/or examples of strategies to recruit and retain the social care workforce. While we focused on reports published since the start of the pandemic, given that recruitment and retention of care workers is a long-standing challenge, we also included some significant reports that were published before then. A number of the documents included did not provide a publication date. While many of the reports identified discussed the problems that have led to the social care workforce crisis, we limit our discussion of these in this report, instead focusing on possible solutions. Findings: From the Google and Google Scholar searches, 190 records were screened and 22 potentially relevant documents were reviewed in detail for possible inclusion. Alongside this, seven potentially relevant documents from the websites listed above were reviewed in detail for possible inclusion. From this, 21 relevant documents were identified and included in this review. These included seven documents reporting case studies, one Government report, one report based on a survey of employers, four reports based on surveys of care workers, two reports based on interviews with stakeholders, one report based on interviews and focus groups with care workers, managers, and commissioners, and one based on interviews with care workers. It quickly became apparent that potential strategies for improving recruitment of care workers were closely interlinked with strategies for improving retention of care workers. Below we consider those strategies relevant to both, before moving on to consider specific recruitment strategies and strategies focused specifically on increasing retention.

The primary objective of the study was to explore the relationship between career anchors, job satisfaction and organisational commitment using a sample of 86 employees at four Information Technology companies in South Africa. A secondary objective was to determine whether individuals from various gender, race, position and age groups differed significantly regarding their career anchors, job satisfaction and organisational commitment. The instruments used were the Career Orientations Inventory (COI), Job Satisfaction Survey (JSS) and Organisational Commitment Questionnaire (OCQ). The research findings indicated that career anchors are partially related to participants’ job satisfaction and organisational commitment and participants’ levels of job satisfaction and organisational commitment are significantly related. The findings also showed that demographic groups differ significantly regarding their career anchors, job satisfaction and organisational commitment. It is recommended that interventions aimed at improving individual career decision making and organisational retention practices take cognisance of how these variables relate to individuals’ career anchors, job satisfaction and organisational commitment. The study is concluded with recommendations for Industrial and Organisational Psychology practices and further research.

The primary objective of the study was to explore the relationship between career anchors, job satisfaction and organisational commitment using a sample of 86 employees at four Information Technology companies in South Africa. A secondary objective was to determine whether individuals from various gender, race, position and age groups differed significantly regarding their career anchors, job satisfaction and organisational commitment. The instruments used were the Career Orientations Inventory (COI), Job Satisfaction Survey (JSS) and Organisational Commitment Questionnaire (OCQ). The research findings indicated that career anchors are partially related to participants’ job satisfaction and organisational commitment and participants’ levels of job satisfaction and organisational commitment are significantly related. The findings also showed that demographic groups differ significantly regarding their career anchors, job satisfaction and organisational commitment. It is recommended that interventions aimed at improving individual career decision making and organisational retention practices take cognisance of how these variables relate to individuals’ career anchors, job satisfaction and organisational commitment. The study is concluded with recommendations for Industrial and Organisational Psychology practices and further research.

The aim of this research was to determine the factors that influence retention of personnel at Cor Jesu College in the Philippines and establish guidelines for effective staff retention. A qualitative research design involving the descriptive sample survey method to collect data by means of self- administered structured questionnaire was adopted. The sample consisted of 70 Cor Jesu personnel. The information was statistically analysed with the aid of a computer after which it was interpreted. Results indicated that teachers were not satisfied with their jobs and that their retention was affected by several aspects of their work. Working conditions emerged as the major source of dissatisfaction while interpersonal relations were a principal retention factor. / Educational Studies / M.A. (Education Management)

In the 21st century, retaining information technology (IT) professionals is critical to a company's productivity and overall success. Senior IT leaders need effective strategies to retain skilled IT professionals. Guided by the general systems theory and the transformational leadership theory, the purpose of this qualitative exploratory case study was to explore the retention strategies used by 2 senior IT leaders in Atlanta, Georgia to retain IT professionals. Semistructured interviews were employed to elicit detailed narratives from these IT leaders on their experiences in retaining IT professionals. A review of company documents, as well as member-checking of initial interview transcripts, helped to bolster the trustworthiness of final interpretations. Those final interpretations included 4 main themes: (a) job-related benefits and compensation; (b) people-related approaches such as promotion, rewards, and recognition; (c) management, organizational, and leadership essentials that include recruiting, hiring, and retaining employees; and (d) barriers, critical factors, and ineffective strategies affecting the retention of IT professionals. By implementing supportive management practice and encouraging employees to embrace the organization culture, company leaders can succeed in retaining key IT staff. These findings may influence social change by uncovering strategies to retain IT professionals within the company and help IT professionals understand leaders' retention strategies.

Employee turnover affects the profitability, performance, and customer service of an organization. The purpose of this multiple case study was to explore strategies that leaders in the hotel industry used to maintain a low rate of employee turnover. Motivation-hygiene theory was the conceptual framework for the study. The study population included 9 hotel leaders from 2 international hotels operating in Jamaica. Methodological triangulation involved the comparison of data from observation of hotel facilities and leaders' interactions with employees, review of company documents, and semistructured interviews. Data were analyzed into emerging themes using a Gadamerian hermeneutics framework of interpretation. Four major themes emerged from the data analysis: effective leadership strategies, favorable human resource management practices, good working conditions, and a family-oriented organizational culture. Analysis of the data showed that hotel industry leaders used a combination of these strategies to maintain low rates of employee turnover. The findings and recommendations may contribute to positive social change by providing hotel leaders with effective retention strategies, resulting in increased profitability and potential income continuity, thereby decreasing unemployment and moderating poverty.

The present knowledge of factors associated with older adults’ physical activity behaviour is limited. Therefore, this study trialled an innovative physical activity program for older adults, investigating effective recruitment and retention strategies, and exploring the adults’ perceptions of physical activity. A total of 573 subjects were recruited into the quasi-randomised controlled trial, located in 30 intervention and 30 control neighbourhoods in the Perth metropolitan area. The initial response rate was 74% (260/352) in the intervention group and 82% (313/382) in the control group. Self-reported questionnaires administered at three time points (baseline, 3-months, 6-months) measured physical activity levels, personal and demographic information, including perception of financial struggle, proximity to friends, and other psychosocial data. Descriptive statistics, repeated measure analysis of variance, logistic regression and generalised estimating equations were used in the analysis. Qualitative data on the participants’ perceptions of physical activity were collected through one-on-one interviews (n=16). The results showed that: 1. This cost-effective recruitment procedure facilitated the selection of a reasonably representative sample of 65 to 74 year olds from the Perth metropolitan area. Names of 7378 older adults were obtained from the Federal Electoral Roll, then 6401 potential subjects were matched to telephone numbers and phoned with subjects meeting the screening criteria invited to join the program (n = 4209). From this sample, 573 subjects were recruited. More females (63%) than males (37%) were recruited. / The study attracted a greater proportion of ‘obese’ older adults (27%) relative to state averages. 2. Over the intervention period there was a significant increase in participants’ total physical activity of 2.25 hours per week (p >.001). The General Estimating Equation analysis confirmed significant increase in physical activity from baseline to midpoint (p=.002) and to post intervention (p=.0031). Perceptions of financial struggle (p=.020) were positively correlated with physical activity time spent by participants, whereas having friends or acquaintances living nearby (p=.037) had a significant negative correlation with physical activity time. 3. At the end of the intervention, 32% of the intervention group and 25% of the control group had dropped out, resulting in an overall drop out rate of 28%. Most of the attrition occurred in the first 3 months (77%). Characteristics of individuals lost to attrition (n=86, 35%) were compared with program completers (n=162, 65%). Logistic regression analysis showed that those lost to attrition came from areas of lower socio-economic status, were overweight, were less physically active, and had a lower walking self-efficacy score and a higher loneliness score. The results suggest that to improve retention and to avoid potential bias, early assessment of these characteristics should be undertaken to identify individuals at risk of attrition. 4. Based on the finding of this research, future intervention studies should consider: the role of tertiary students as a skilled resource; the use of volunteers to contain costs; the importance of a tailored program; the appropriateness of walking as a form of physical activity for this age group; the enjoyment associated with a walking group; and the usefulness of social support. / This practical program is potentially effective and sustainable for mobilizing physically inactive older people. 5. Qualitative research highlighted the need for older adults to receive more specific information on: the benefits of physical activity; the role of pain management in physical activity; and the concept that involvement in physical activity in younger years leads to involvement when older. The older adults also expressed a desire to engage in less age appropriate activities. These results suggest that the intervention was successful in recruiting older adults into and retaining them in the intervention, documenting a need for early identification of individuals at risk of attrition. The program significantly increased the participants’ weekly mean time for physical activity and identified factors that affect their commitment to physical activity programs. This program was practical and could be used as a model for physical activity programs aimed at older adults.

The aim of this research was to determine the factors that influence retention of personnel at Cor Jesu College in the Philippines and establish guidelines for effective staff retention. A qualitative research design involving the descriptive sample survey method to collect data by means of self- administered structured questionnaire was adopted. The sample consisted of 70 Cor Jesu personnel. The information was statistically analysed with the aid of a computer after which it was interpreted. Results indicated that teachers were not satisfied with their jobs and that their retention was affected by several aspects of their work. Working conditions emerged as the major source of dissatisfaction while interpersonal relations were a principal retention factor. / Educational Studies / M.A. (Education Management)