Skilled labour retention continues to receive attention from researchers as a critical challenge faced by organisations globally. The loss of skilled labour in an organisation contributes to the high labour replacement costs, which may result in an organisation‟s failure to achieve its mandate since it is deprived of its high performance, experienced and knowledgeable labour. Organisations must, therefore, be able to diagnose the factors that contribute to the loss of skilled labour and implement strategies that could assist in the mitigation of such losses. Consequently, an integrated model for skilled labour retention in the Botswana Police Service was developed. The literature study which explored the phenomenon of skilled labour retention, revealed a deficiency of a universal implementation strategy that guides organisations in managing skilled labour retention. However, human resources management literature unanimously concur that in order to implement an effective skilled labour retention strategy, it is necessary for organisations to devise a unique human resources management strategy aimed at addressing their individual causes of skilled labour turnover. This study utilised human resource management best practices, theories and frameworks to develop an integrated skilled labour retention model for the Botswana Police Service. The study followed both the qualitative and quantitative research design. Skilled labour retention factors that should be included in a skilled labour retention model were identified through an analysis of a scholarly literature review, a closed-ended questionnaire and an analysis of official documentation. The identified skilled labour retention factors were included in the proposed retention model. The study also proposed an implementation strategy that should be followed when implementing the proposed skilled labour retention model. The empirical study investigated the validity of the identified retention factors that should be included in the integrated skilled labour retention model for the Botswana Police Service. The retention factors entail: job satisfaction, organisational commitment, work-life balance, remuneration, career development, development opportunities (learning, training and development), work environment, decisionmaking and management style. Before the retention factors could be included in the new retention model, the researcher determined the current arrangements in the organisation to establish the status quo. Interviews were held with senior management in the Botswana Police Service to ascertain the aforementioned. It was established that the current retention arrangements impeded the retention of skilled labour in the organisation, which contextualised the significance to develop the new skilled labour retention model. / PhD (Development and Management), North-West University, Potchefstroom Campus, 2015

This study investigates the role of managers, especially senior managers, with respect to the alignment of individual and institutional performance indicators in the Overstrand Local Municipality. Service delivery is an important issue for South African municipalities and is directly linked to performance management. In order to achieve institutional goals and improve service delivery, the alignment of individual and institutional performance indicators is vital. The managers’ role with respect to alignment is important because they are the driving force behind the institutional performance management system (PMS) in the municipality. A qualitative research methodology is used in this study and includes a literature study and unstructured interviews. The main objective of this research is to determine the role of management in the alignment of individual and institutional performance indicators in the Overstrand Local Municipality using a municipal scorecard model. The secondary objectives include the formulation of descriptions of the theoretical models and principles of performance management, and the principles and legislative requirements for a comprehensive PMS; determining challenges that managers experience in aligning institutional and individual performance indicators using a municipal scorecard model; and proposing recommendations based on best practice examples towards a management framework that will facilitate the effective alignment of individual and institutional performance indicators. The findings of the study were that the alignment of performance indicators in the Overstrand Local Municipality is unsuccessful, especially at the lower levels. Theoretically, alignment is possible, but the practical implementation thereof remains a challenge. The negative perceptions, attitudes and behaviours that employees exhibit in relation to performance management, both institutional and individual, also came to the fore. Furthermore, employees do not understand the concept and importance of institutional performance. This clearly shows a lack of alignment in the municipality and managers have a very important role to fulfil in order to ensure alignment. Additionally, the challenge that managers experience in inculcating a performance culture in the municipality is particularly evident in the manner in which performance planning, communication, leading and monitoring are done. Various recommendations were made to the Overstrand Local Municipality regarding the alignment of performance indicators through the management functions of planning, organising, leading and control. The implementation of these recommendations will enable the municipality’s senior managers to create a positive performance culture, which should be reflected in the manner in which individual performance is managed. Moreover, the recommendations will assist the managers to align individual and institutional performance, positively influence service delivery and ensure organisational responsiveness to community needs. / MA (Public Management and Governance), North-West University, Potchefstroom Campus, 2015

Skilled labour retention continues to receive attention from researchers as a critical challenge faced by organisations globally. The loss of skilled labour in an organisation contributes to the high labour replacement costs, which may result in an organisation‟s failure to achieve its mandate since it is deprived of its high performance, experienced and knowledgeable labour. Organisations must, therefore, be able to diagnose the factors that contribute to the loss of skilled labour and implement strategies that could assist in the mitigation of such losses. Consequently, an integrated model for skilled labour retention in the Botswana Police Service was developed. The literature study which explored the phenomenon of skilled labour retention, revealed a deficiency of a universal implementation strategy that guides organisations in managing skilled labour retention. However, human resources management literature unanimously concur that in order to implement an effective skilled labour retention strategy, it is necessary for organisations to devise a unique human resources management strategy aimed at addressing their individual causes of skilled labour turnover. This study utilised human resource management best practices, theories and frameworks to develop an integrated skilled labour retention model for the Botswana Police Service. The study followed both the qualitative and quantitative research design. Skilled labour retention factors that should be included in a skilled labour retention model were identified through an analysis of a scholarly literature review, a closed-ended questionnaire and an analysis of official documentation. The identified skilled labour retention factors were included in the proposed retention model. The study also proposed an implementation strategy that should be followed when implementing the proposed skilled labour retention model. The empirical study investigated the validity of the identified retention factors that should be included in the integrated skilled labour retention model for the Botswana Police Service. The retention factors entail: job satisfaction, organisational commitment, work-life balance, remuneration, career development, development opportunities (learning, training and development), work environment, decisionmaking and management style. Before the retention factors could be included in the new retention model, the researcher determined the current arrangements in the organisation to establish the status quo. Interviews were held with senior management in the Botswana Police Service to ascertain the aforementioned. It was established that the current retention arrangements impeded the retention of skilled labour in the organisation, which contextualised the significance to develop the new skilled labour retention model. / PhD (Development and Management), North-West University, Potchefstroom Campus, 2015

The humanitarian sector is in need to prioritize its human resources. Inadequate recruitment processes, aid workers that enter the field unprepared, failed interrelationships and team dissatisfaction leads to poorer work quality, poorer health, and a high employee turnover that are costly for the field, and negative on the side of accountability to the beneficiaries of aid. In order to address these problems the study is investigating the use of a personality type system tool developed by the researcher, the 4mpt-system (4 major personality types-system),that tentatively is constructed as a tool to be applied within human resources in the humanitarian sector to access individual preferences and character traits that would facilitate in addressing the issues mentioned above. The data is gathered via in-depth semi-structured interviews of 7 informants working in the international humanitarian sector. The first objective is to study the reliability and validity of the 4mpt-system. The second objective is to study what information that could be accessed via the 4mpt-system tool from the 7 informants participating in the study. The result of the study would demonstrate that all of the informants could be assigned to a specific temperament type via a qualitative data analyze method designed from the 4mpt-system and that the temperaments affected the informants to a large extent (from motivations and skills to organisational preferences and personal belief systems). Further, the answers of the informants matched the theoretical definitions of the traits assigned to the temperament types by Keirsey (1998) and Fisher (2009), which was a positive indication for a good validity of the 4mpt-system. By verifying the similarity between the answers of informants assigned to the same temperament type, validity was further confirmed. The results of the study supported the reliability and validity of the 4mpt -system. The type of information that could be accessed via the 4mpt-system in the study was among other the motivation for beginning in the humanitarian field, work task preferences, professional skills, problem-solving approaches, decision making processes, likes and dislikes with work and work tasks, organisational structure preference, preference for working directly in the field or working from the office, and general outlooks and personal belief systems.

Research report presented to the Unisa School of Business Leadership / The dynamic nature of the university environment is described from a strategic and operational perspective. Council, Senate and Executive Management had a direct role in maintaining corporate governance while the HR department is mandated to manage compliance. This brought about certain challenges since the achievement of HR objectives through innovation allowed a greater degree of freedom in comparison to the degree of control prescribed by compliance management.

This thesis uses an abductive research strategy to discover how individuals in a UK contact centre became first-line managers. Managers play a significant role in organisations as supervisors of staff, yet there is no general agreement as to what they do or how. Adopting an idealist ontology and a constructionist epistemology, this ethnographic project uncovered stories of becoming by using questionnaires, observations and interviews with twelve participants. The context was a private / public sector partnership to provide advice and guidance to a local community. The use by organisations of contact centres is maturing in the private sector and growing in the public sector. It is an especially important arena to explore in the UK economy as currently many contact centres that were outsourced to cheaper, high quality labour markets are returning to the UK. Analysis of data showed clearly that learning to become a first-line manager occurred throughout the life course in three distinct stages; formative development, and reflecting the values and behaviours of parents and teachers; pre-management occupational development, and the experience of being managed; and development actually in the role of a first-line manager. The thesis makes four contributions to the extant literature. Firstly, these three stages were shown to be the route in the transition from legitimate peripheral participation to mastery. Situated learning theory provides no such clarification. Secondly, learning to become a first-line manager did not necessarily change identity as many writers claim. Identities of first-line manager evolved by building on personal and occupational identities that had been developed earlier. Thirdly, teachers made a vital contribution to developing future first-line managers by affirming and strengthening family values. They also encouraged their pupils to recognise the connection between effort and gaining reward for achievement. Finally, the messy terrain of learning theory has been clarified, not as grand theory, but as mid-range theorising through a new conceptual framework. This schema synthesizes learning orientations with learning metaphors and learning viewed as a noun or a verb, and the various influences on learning from structure and agency. The four learning modes are adapt, assimilation, accommodation and aspire.

Det blir allt mer värdefullt för företag att kommunicera ut sitt arbetsgivarvarumärke till sina medarbetare och till framtida potentiella medarbetare. Fenomenet benämns employer branding och diskuteras i de flesta branscher. Modeindustrin är, i detta sammanhang, definitivt inget undantag. Employer branding handlar om att göra ett företag till en attraktiv arbetsplats och erbjuda ett unikt värde till befintliga och framtida medarbetare. Utmaningen inom employer branding framhävs genom den omstridda konkurrensen över att finna de mest lämpade medarbetarna och behålla de rätta medarbetarna i kombination med att kommunicera sina unika förmåner för att tilltala den allt mer specialiserade kompetensen hos arbetssökande. Employer branding kan i många fall stå i relation till sociala medier, som på många och olika sätt kan tilltala den interna sfären och externa intressenter hos ett företag. Med detta som grund utvecklades studiens syfte att undersöka hur employer branding skapar en attraktiv arbetsplats genom att öka motivationen hos anställda och förmedla ett externt informationsvärde. Studien har utgått från en kvalitativ metod där fyra fallföretag har involverats för att få fram relevant information där semistrukturerade intervjuer genomförts med samtliga fallföretag. Fallföretagens intervjuer presenteras under resultat för att tillsammans kunna mynna ut i en analys. Det har visats att fallföretagen arbetar främst internt med sin employer branding med en levande dialog kring företagets vision och värderingar tillsammans med att erbjuda sina medarbetare utveckling, karriärmöjligheter, trivselaktiviteter och se till den enskilde individen. Detta samtidigt som de har blicken mot de externa intressenterna genom att använda sig av sina befintliga medarbetare och sociala medier för att kommunicera sina unika värden. Dock framförde samtliga fallföretag att de måste utveckla sin externa kommunikation så inte en lämpad medarbetare går vidare till ett annat företag. Sammantaget visar studien hur fyra olika svenska modeföretag resonerar kring och använder sig av det allt mer aktuella fenomenet employer branding.

By triangulation of three longitudinal case studies with change leader practitioner survey, this research identified the following seven generative Employee Relationship Planning (ERPII) management strategies: 1. People Strategy 2. Capital Strategy 3. Information Strategy 4. Experience Strategy 5. Opportunity Strategy 6. Crisis Strategy 7. Result/Reward Strategy ERPII management strategies may facilitate development of organisational cultures where management enables employees to become aware of relevant capital, information, experience, opportunity and crisis situations to attain the result/reward of their collaboration and participation in business process reengineering activities for continuous improvements. These ERPI management strategies may facilitate practical application of current approaches in positive leadership, Emotional Intelligence, Spiritual Intelligence, Appreciative Inquiry and Kaizen.

Organizations are facing a distinctive new challenge: the ever-increasing presence of Millennials in the workplace. The Millennial generation, comprised of those born arguably between 1980 and 1998, possess unique attitudes, behaviors, and desires within the workplace, therefore prompting numerous studies on Millennial engagement and retention. This paper contributes to current literature by investigating engagement and retention of Millennial employees specifically within their entry-level experience. By focusing on the unique experiences and needs during this entry-level phase, organizations will have the knowledge necessary to retain their young employees from the start of their career. This qualitative study utilizes interviews with 11 Millennial professionals to give voice to a generation that is predominantly understood through quantitative statistics. This paper outlines the discovered needs and desires of entry-level Millennial employees, how this compares to the current understanding of engagement of the Millennial generation as a whole, and opportunities for organizational improvement within the entry-level experience.

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