This ex post facto study (N = 209) examined the relationships between employer job strategies and job retention among organizations participating in Florida welfare-to-work network programs and associated the strategies with job retention data to determine best practices. An internet-based self-report survey battery was administered to a heterogeneous sampling of organizations participating in the Florida welfare-to-work network program. Hypotheses were tested through correlational and hierarchical regression analytic procedures. The partial correlation results linked each of the job retention strategies to job retention. Wages, benefits, training and supervision, communication, job growth, work/life balance, fairness and respect were all significantly related to job retention. Hierarchical regression results indicated that the training and supervision variable was the best predictor of job retention in the regression equation. The size of the organization was also a significant predictor of job retention. Large organizations reported higher job retention rates than small organizations. There was no statistical difference between the types of organizations (profit-making and non-profit) and job retention. The standardized betas ranged from to .26 to .41 in the regression equation. Twenty percent of the variance in job retention was explained by the combination of demographic and job retention strategy predictors, supporting the theoretical, empirical, and practical relevance of understanding the association between employer job strategies and job retention outcomes. Implications for adult education and human resource development theory, research, and practice are highlighted as possible strategic leverage points for creating conditions that facilitate the development of job strategies as a means for improving former welfare workers’ job retention.

Bakgrund: Employer branding har blivit ett alltmer aktuellt fenomen i den föränderliga värld vi lever i. Det kan ses som ett verktyg för att både rekrytera och behålla anställda. Organisationer behöver ständigt anpassa sina employer branding strategier efter nuvarande förutsättningar, och modifieringar kan behöva göras för att en organisation ska kunna behålla nuvarande anställda. Syfte: Vår studie avser förklara modifiering av employer branding strategier i relation till interna och externa faktorer, i syfte att behålla anställda. Metod: Studien innehar en induktiv ansats där rollen av teori inte lagt grunden. För att förklara modifiering av employer branding strategier och vilka externa och interna faktorer som spelar in, har en fallstudie genomförts med sju informanter. Studien utgår ifrån kvalitativa semistrukturerade intervjuer med både HR-personer och medarbetare inom den valda organisationen. I studien genomförs en tematisk analys för att förstå vilka interna och externa faktorer som påverkar modifiering av employer branding strategier. Slutsats: Studiens resultat förklarar modifiering av employer branding strategier i relation till interna och externa faktorer, både baserat på HR och de anställdas syn. Utifrån resultat och analys har en modelltagits fram som illustrerar samspelet mellan interna och externa faktorer och hur dessa resulterar i modifiering av employer brandig strategier. En slutsats som kan dras är att samspelet mellan interna och externa faktorer är avgörande för en effektiv och hållbar modifiering som i sin tur gör att organisationer lyckas behålla anställda. / Background: Employer branding has become an increasingly well-known phenomenon in the changing world we live in. It can be seen as a tool for both recruiting and retaining employees. Organizations need to constantly adapt their employer branding strategies to current conditions, and modifications may need to be made to enable an organization to retain current employees. Purpose: Our study intends to explain the modification of employer branding strategies in relation to internal and external factors, in order to retain employees. Method: The study has an inductive approach where the role of theory has not laid the foundation. To explain how organizations modify employer branding strategies and which external and internal factors come into play, a case study was conducted with seven informants. The study is based on qualitative semi-structured interviews with both HR-people and employees within the chosen organization. The study conducts a thematic analysis to understand which internal and external factors influence the modification of the employer branding strategies. Conclusion: The results of the study explain the modification of employer branding strategies in relation to internal and external factors, both based on HR and the employees' opinions. Based on results and analysis, a model has been developed that illustrates the interplay between internal and external factors and how these result in modification of the employer branding strategies. A conclusion that can be drawn is that the interplay between internal and external factors is crucial for an effective and sustainable modification which in turn means that organizations succeed in retaining employees.

Employee turnover negatively affects retail organizations and can lead to poor financial performance, a decrease in competitive advantage, loss of productivity, deficiencies in retaining external customers, and economic failures. The purpose of this single case study was to explore strategies that retail store leaders from the Illinois area of the United States use to reduce frontline employee turnover. Herzberg's 2-factor theory provided the framework for the study. Data were collected from documents pertaining to retention methods and through face-to-face semistructured interviews with 7 leaders of a retail company in the Illinois area who had experience with effective employee retention strategies. Data were analyzed using manual coding methods, auto-coding features, and word frequency searches. Three themes emerged from the data analysis: (a) effective communication and transparency-improved employee retention, (b) competitive compensation and benefits-package-improved employee retention, and (c) training-and-development-improved employee retention. Organizational leaders mitigating employee turnover contribute to social change by creating initiatives focused on the recognition of value in people, the company, and the community.

Denna studie undersöker hur unga kunskapsarbetares intention att stanna hos sin arbetsgivare påverkas av strategier arbetsgivare använder för att behålla medarbetare, retention strategies. Studien behandlar teori relaterad till det psykologiska kontraktet, retention strategies och unga kunskapsarbetares arbetsrelaterade preferenser. Studien använder en kombination av semistrukturerade intervjuer och en medarbetarenkät från ett energibolag i Sverige. Resultatet indikerar att retention strategies uppfattas som del av det psykologiska kontraktet och bidrar till att öka intentionen att stanna. Karriärsutveckling identifierades som den viktigaste faktorn. Studien framhåller även betydelsen av företagsvarumärket och chefers stöd som en nyckel i att främja avsikten att stanna, särskilt inom större organisationer. Sammanfattningsvis betonar studien vikten av att arbetsgivare implementerar och kommunicerar effektiva retention strategies med fokus på karriärsutveckling och meningsfullhet.

Inom ramen för denna studie undersöks hur organisationer kan behålla personal med hjälp av kompetensutveckling och karriärmöjligheter i samverkan med det psykologiska kontraktet. Vid implementerandet av kvalitativa intervjuer ämnar undersökningen att bidra till ökad kunskap om hur organisationer kan arbeta för att behålla medarbetare. Med hjälp av sex intervjupersoner som alla arbetar inom en specifik organisation har empiri insamlats för att undersöka problemområdet. Resultatet visar bland annat att kompetensutveckling och karriärmöjligheter uppfattades som centrala aspekter för att medarbetare ska stanna kvar inom sin organisation. Därutöver visade resultatet även vikten av att som organisation sätta rätt förväntningar till sina medarbetare för att inte riskera att de slutar inom organisationen. / Within the framework of this study, it was investigated how organizations can retain their staff with the help of competence development and career opportunities to maintain the psychological contract with the employees. When implementing the qualitative interviews, the interview guide aimed to contribute to an increased understanding of how organizations work to retain their competent employees. With the help of six interviews, empirical data has been collected to investigate the problem and research area. The results that have been discovered include that competence development and career opportunities were perceived as central parts for employees to remain within their organization. In addition, the results also showed the importance of setting the right expectations for their employees as an organization, since that could reduce the risk of the employee’s intention to leave the organization.

Implications for student dropouts include fewer career options and lower earning potential. The purpose of this study was to investigate faculty perceptions of their roles in the student retention process at a Historically Black College and University (HBCU) in the Southeast United States. Guiding the phenomenological study was Lewin's theory of change model. Data were collected using a questionnaire, interviews, and faculty-student intervention logs. The questionnaire was completed by 32 full-time faculty at the study site. Interviews with 5 participants were conducted after the completion of the questionnaire, and 5 participants provided information via a faculty-student intervention log about strategies used to retain students. Data were analyzed through coding of responses and recorded frequencies to identify themes. Participants reported that they should be involved in retention efforts, and primary retention efforts occurred through the student success program, the retention coordinator, first-year experience course, retention committee, and advising. Participants also reported that their role in student retention is as an advisor, and faculty engagement with students inside and outside of class improves student retention. A process change paper with recommendations for improving student retention was shared with the administration of the HBCU. Findings may be used by leadership at HBCUs to increase retention and graduation rates thereby allowing graduates to pursue careers and function effectively in society.

The serious shortage of social workers (nationally) caused by their exodus from the profession at an alarming rate and the resultant classification of social work as a "scare skill" served as motivation for this research project into retention strategies to retain social workers for the profession. A qualitative research approach and an explorative, descriptive and contextual research design was employed to conduct semi-structured interviews with 15 purposely selected participants in the geographically defined boundaries of the Northern Free State and Gauteng. Tesch's (in Creswell, 1994) and Guba's models (in Krefting, 1991) aided the processes of data collection and verification, respectively. The research findings uncovered: general and specific reasons for the social workers' exodus, feelings and emotional reactions of social workers subsequent to the early exodus from the profession, and retention proposals to retain social workers. Based on the findings, recommendation directed to practice, education, policy and further research, were made. / Social Work / M.Diac. (Social Work)

The serious shortage of social workers (nationally) caused by their exodus from the profession at an alarming rate and the resultant classification of social work as a "scare skill" served as motivation for this research project into retention strategies to retain social workers for the profession. A qualitative research approach and an explorative, descriptive and contextual research design was employed to conduct semi-structured interviews with 15 purposely selected participants in the geographically defined boundaries of the Northern Free State and Gauteng. Tesch's (in Creswell, 1994) and Guba's models (in Krefting, 1991) aided the processes of data collection and verification, respectively. The research findings uncovered: general and specific reasons for the social workers' exodus, feelings and emotional reactions of social workers subsequent to the early exodus from the profession, and retention proposals to retain social workers. Based on the findings, recommendation directed to practice, education, policy and further research, were made. / Social Work / M.Diac. (Social Work)