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Kaiser, Sally M. "An examination of new employee orientation and training programs in relation to employee retention rates." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006kaisers.pdf.
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Boettcher, Jeromey. "Onboarding a new new-hire orientation process /." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009boettcherj.pdf.
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Easterday, Debora L. "Retention of beginning teachers through comprehensive induction programs." [Denver, Colo.] : Regis University, 2007. http://165.236.235.140/lib/DEasterday2007.pdf.
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Chacko, Mary Laly. "Orientation of Nurses Transitioning into Hospital Specialty Units." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2399.
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Competency-based nurse orientation programs focus on the new nursing graduate and experienced nurse employees' ability to perform skills necessary in a new work setting. The purpose of this project was to develop a learner-focused and competency-based orientation program for new nursing employees at a large urban hospital to enhance patient safety and nurse retention. The Johns Hopkins nursing evidence-based practice model and guideline were used in the selection of articles with higher levels of evidence and research quality for the critical appraisal of literature in support of the program development. The best practices for nursing orientation content and delivery for positive effects on hospital finances, nurse turnover rates, and patient safety were the focus of the literature review. Benner's model of 5 levels of skill development was the theoretical framework for advancing skills of nurses who enter the orientation program with different expertise and skill sets. Nurse orientation materials and processes, comprising a collaborative team approach to orientation and a guideline for preceptor selection, were developed as the essential components for successful orientation at the project hospital. A nursing orientation based on the evidence may provide an infrastructure and operational process for the organization in developing the competencies of all levels of nurses, including experienced nurses transitioning to new units or duties. The social change resulting from the project will be a supportive and seamless transition of nurses into the new practice role and work environment. When implemented, this project is anticipated to increase nurse satisfaction, improve quality of health care delivery, decrease anxiety related to the new nursing role, and improve collegiality among all levels of nurses.
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Smith, Robert G. Grogan Margaret. "An evolving district level induction program for special education teachers." Diss., Columbia, Mo. : University of Missouri--Columbia, 2008. http://hdl.handle.net/10355/6698.
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Title from PDF of title page (University of Missouri--Columbia, viewed on Feb 25, 2010). The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Dissertation advisor: Dr. Margaret Grogan. Vita. Includes bibliographical references.
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Sivakumar, Soumya. "CUSTOMERS BEHAVING BADLY: COMPLIANCE, RETENTION, AND REVENUE CONSEQUENCES OF PROBLEM CUSTOMERS AND FRONTLINE EMPLOYEE PROBLEM SOLVING." Case Western Reserve University School of Graduate Studies / OhioLINK, 2007. http://rave.ohiolink.edu/etdc/view?acc_num=case1171908347.
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Schalow, Dawn L. "Evaluating new employee orientation utilizing employee-valued criterion." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007schalowd.pdf.
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Åberg, Lisa, and Jessica Henry. "Employee Retention : Utifrån ett generationsperspektiv." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-15223.
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Bakgrund: Det finns idag en problematik för kunskapsintensiva företag i Sverige att lyckas bibehålla medarbetare. Detta då den svenska arbetsmarknadens utveckling har resulterat i fler högutbildade medarbetare, vilka generellt känner lite lojalitet gentemot arbetsgivaren. Företags önskan om att bibehålla medarbetare grundar sig i deras strävan att uppnå en låg personalomsättning då det anses positivt för företaget ur flera aspekter. För att studera denna problematik studeras Employee Retention-faktorer utifrån ett generationsperspektiv. Detta då medarbetares jobbvärderingar och därmed preferenser kring viktiga faktorer enligt tidigare forskning till stor del påverkas av generationstillhörigheten. Syfte: Syftet med studien är att utforska vilka faktorer som får medarbetare i olika generationer att stanna inom kunskapsintensiva företag. Detta genom att belysa Employee Retention utifrån ett medarbetarskap- samt generationsperspektiv. Metod: Studien syftar till att undersöka medarbetarnas upplevda verklighet, därför utgår studien från en kvalitativ forskningsmetod. Fallstudiemetoden har tillämpats, då denna är lämplig för att förstå komplicerade sociala företeelser. Ett centralt drag i fallstudier är att kombinera olika datainsamlingsmetoder, därför har 10 semistrukturerade intervjuer samt 25 frågeformulär med medarbetare på valt fallföretag genomförts. En analys av insamlad data har därefter genomförts, vilket resulterat i studiens slutsats. Slutsats: Studien har identifierat de viktigaste Employee Retention-faktorerna inom respektive generation och bekräftar därmed att generationstillhörigheten påverkar de faktorer som får medarbetare att stanna inom kunskapsintensiva företag. Studien har också påvisat att de viktigaste faktorerna som identifierats i respektive generationerna har en tydlig koppling till det psykologiska kontraktet. Om kunskapsintensiva företag tar hänsyn till dessa faktorer och därmed det psykologiska kontraktet, resulterar det i lojalitet och bibehållande av medarbetare.Background: In the last couple of years there has been an ongoing change in the Swedish labor market where the knowledge-intensive companies find it harder to retain employees. This because highly educated employees generally are less experience less loyal towards the employer. Why companies wish to retain employees is because they aim for a low employee turnover, which is considered to be important for companies in several aspects. The study focus on important variables for employees, which makes them stay at a company, using a generation perspective. This perspective is used because employee’s work values and preferences are found to be affected by generational belonging. Purpose: The purpose of this study is to explore which variables that make employees with different generation belongings stay at knowledge-intensive companies. This by illustrating Employee Retention from the employee’s perspective and using a generation perspective. Method: The study applies a qualitative approach since the purpose is to explore the employee’s experienced reality. A case-study method is also applied since it’s suitable for complicated social phenomenon. Fundamental for a case-study is to combine different data collection methods, which is why 10 semi-structured interviews and 25 questionnaires are made within the case-company. The analysis of the data was then made with directions of an analysis strategy, which lead to the conclusion of the study. Conclusion: This study has identified the most important Employee Retention-variables within each generation, which also acknowledge that the generational belonging affects the variables that the employees value and consequently makes them stay at a company. The study has also shown that the most important variables that are identified in the different generations, also are found in the psychological contract. If knowledge-intensive companies identifies these variables and thereby strengthen the psychological contract, the output will be organizational loyalty and Employee Retention.
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Laing, Ann. "Employee Retention Strategies in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7024.
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The nonprofit sector is faced with the business problem of low employee retention rates. Low employee retention rate presents various business challenges, which includes the inability to offer community members much needed social service programs as well as providing a competitive compensation package to their employees. The purpose of this descriptive phenomenological study was to explore the evidence-based best practice strategies in employee retention used in the nonprofit sector. The research included a conceptual framework focusing on Herzberg's Motivation - Hygiene Theory. The conceptual framework utilized in this study included segmentation of different employee retention strategies in nonprofit organizations. Data were collected from semi-structured face-to-face and Skype interviews with 13 leaders in the nonprofit sector. The sample included 8 female and 5 male participants working in the nonprofit sector in Central and South Florida. NVivo 12 software program was utilized to help the researcher interpret the research findings. The findings from coding analysis revealed strategies in motivation, employment status, mentoring, communication, human resource practices, job satisfaction and job security, reward management, and organizational leadership. In some mentoring programs the mentors spend time talking with the mentees about the path they took in achieving their career goals. Job satisfaction includes job security, work-life balance, and a flexible work schedule. Findings may be used to sustain community-based programs in the nonprofit sector. An increase in the employee retention rate may have a positive impact on social change in the community.
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Essel, Bernard. "Employee Retention in Small Retail Businesses." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7924.
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Retail small business leaders face the challenges of retaining their employees. Retail small business leaders are concerned with ineffective retention strategies, which can increase employee turnover and collapse their businesses. Grounded in Herzberg's two-factor theory the objective of this qualitative multiple case study was to explore small retail business leaders' strategies to retain employees. The participants comprised 5 small retail business leaders from Minneapolis, Minnesota, who had 5 to 10 years of employee retention experience. Data were collected from semistructured interviews and business documents. Data were analyzed using Yin's 5-phase process; 5 themes emerged to include frequent communication between management and employees, employee compensation and welfare, employee engagement, employee recognition, and employee advancement. The implications for positive social change include the potential small business leaders to explore effective retention strategies, which can result in stable employment for employees and their families.
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Guma, Pendulwa Vuyokazi. "Organisational factors impacting on employee retention." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1530.
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Organisations must have a constant influx of candidates for potential employment. New employee positions are required as market areas are expanded. Recruitment occurs even in the face of limited growth or decline in service capacity, because individuals with specialised skills or training who leave the organisation must be replaced, and because services or technologies that have been revised or modified must be staffed. The recruitment of personnel plays an important role in assisting the organisation to adapt and remain competitive. The Eastern Cape Department of Economic Development and Environmental Affairs (DEDEA) employs a wide variety of workers. Thus, the sources of applicants and types of methods used to expand the applicant pool vary depending on the occupational classification being considered. It, therefore, becomes self-defeating to invest significant resources in a recruitment effort if such effort is offset by high turnover rates. Retention of employees is as essential as their recruitment. The purpose of this study was to investigate the organisational factors impacting on employee retention at DEDEA. The population for the study included 781 DEDEA employees. The response rate for the emailed questionnaire was 54 percent or 425 respondents. The Likert-type scale instrument consisted of forty questions divided into two sections: Section one looked at the demographic profile of the respondents and section two focused on getting responses on the five organisational impacting on v employee retention, namely: career development; compensation; positive recognition; staff engagement and management. In order to achieve the purpose of this study, the following research design was adopted: Step 1 A literature review was conducted to determine the various organizational factors impacting on employee retention. Step 2 From the literature review, a process model was adopted to assist the researcher in structuring the research questionnaire. Step 3 A questionnaire was constructed according to the principles and guidelines in steps 2 and step 3. Step 4 Empirical data was obtained by means of an email survey. Step 5 The results of the survey were analysed and interpreted. Step 6 The empirical results were integrated with Step 3. Step 7 Conclusions and recommendations were done. The main findings from the study were: - The study revealed a significant relationship between the selected organisational factors and employee retention. - The study also produced a model suitable for use by DEDEA as a guide in determining what initiatives the organisation should embark on to improve employee retention.
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Shelton, Karen. "The effects of employee development programs on job satisfaction and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001sheltonk.pdf.
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Brown, Robert. "Relationship Between Employee Wages, Number of Employee Referrals, and Employee Turnover Intention." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6178.
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Employee turnover is a significant contributor to the overall loss of hundreds of billions of dollars in profitability for many business organizations in the United States and abroad combined. Grounded in Maslow's theory of human motivation, the purpose of this correlational study was to examine the relationship between employee wages, number of employee referrals, and employee turnover intentions. The population was composed of employees working in the Southeastern region of the United States. A convenience sample of 92 participants answered questions regarding their wages, number of employee referrals, and completed the Turnover Intention Scale. Results of the multiple regression analysis indicated the model as a whole was able to significantly predict turnover intentions, F(2, 89) = 5.462, p = .006, R2 = .109. Within the final model, employee wages was a statistically significant predictor (t=-2.769, p=.007) and the number of employee referrals was not a statistically significant predictor (t=-1.712, p=.090). The knowledge gained from the findings in this study could have implications for social change among employees and consumers in society. Satisfied employees in low turnover work environments can provide the foundation for a more enjoyable customer experience. Both non-profit and for-profit organizations can implement business practices that will reduce turnover and increase job satisfaction among employees.
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Lennie, Graeme Mark. "Retention strategies for skilled SARS customs employees." Thesis, Nelson Mandela Metropolitan University, 2008. http://hdl.handle.net/10948/999.
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The South African Revenue Services (SARS) is an amalgamation of the former Departments of Customs and Excise, and the Receiver of Revenue. SARS obtained full autonomy from the Government in October 1997 in order for it to administer its own affairs. SARS has since made great strides in transforming its people and technology, although some growing pains are recently being experienced, i.e. the “retention question”. The problem statement, “What strategies can be implemented for retaining skilled employees within SARS Customs” is derived from a multitude of problematic issues currently being experienced world wide. Problem areas particular to South Africa, include: the mass exodus of white skilled labour; baby-boomers (aged 60 – 65) nearing retirement, affirmative action, employment equity, and a general lack of skills in the employment industry. An employee engagement survey (2007) conducted at SARS, shows figures that further exacerbates the problem. The objectives of the research were therefore, to conduct a literature study of employee retention strategies, investigate the research strategies currently being employed at SARS, the reasons for the low levels of employee engagement and to develop a strategic model for employee retention for use at SARS Customs in the Eastern Cape Region of South Africa The study takes the form of a case study, using quantitative and qualitative methods of research. A questionnaire was distributed to respondents, the results of which were analysed and presented. The findings show that SARS Customs is in a good position with regards to pay and benefits. Areas that require attention though are training, development and career management, effective supervision, and day-to-day activities.
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Muir, Kate Rosemary. "Forest Industry Employees: training, safety and retention." Thesis, University of Canterbury. School of Forestry, 2014. http://hdl.handle.net/10092/10461.
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Forestry employees are the most valuable asset to forest operations. An analysis was completed to determine employee training status, how safe employees feel within their roles and identify major reasons of dissatisfaction.
Through the development of job descriptions and person specifications, it was possible to identify the job requirements along with the personal attributes and qualifications required by employers, to ensure employees were capable of undertaking their role.
There is an identifiable gap within the level of formal education among employees. Over half (55%) of the employees have lower qualifications than those required to have undertaken further forestry on-job training.
A majority of employees’, particularly those in machine operator roles feel safe in their forestry operational roles. A small proportion of employees in breaker out, thin to waste and pruning roles feel unsafe. All employees surveyed except loader operators, felt only moderately safe in their role.
The difficult environment associated with forestry was determined to be the major reason for dissatisfaction (52%) among employees, along pay and length of day. Paradoxically, the environment was also a major reason for satisfaction among those surveyed. By identifying the major reasons of dissatisfaction among forestry employees it is possible to improve job satisfaction and employee retention.
Training forestry employees needs to be from a more practical aspect. This will lead to increase the number of employees that are trained for the roles they are undertaking, by ensuring they are equipped with adequate knowledge, and have the skill to work safely and to a high quality standard.
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Human, Ricardo Ronald. "Retention strategies of technical graded employees at Transnet." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/11080.
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The recruitment and retention of personnel plays an important role in assisting organisations to adapt and remain competitive, thus ensuring their financial sustainability and becoming a leader in the market. It is also a crucial element in assisting organisations in reaching their long and short term goals. The employment and retention of highly skilled employees is a costly exercise and staff turnover impacts negatively, not only on a financial level but also on the organisation as a whole. The immediate implementation of specific strategies that ensures the recruitment and retention of these employees will guarantee a reduction in employee turnover thus ensuring organisational competitiveness. The purpose of this study was to investigate the organisational factors impacting on employee retention at Transnet Freight Rail (TFR). The population group for the study included 34 TFR employees from the G graded salary scale. The response rate for the questionnaire was 100% with the Likert scale instrument consisting of 27 questions divided into two sections: Section one explored the demographic profile of the respondents; Section two focused on getting responses on the five organisational factors impacting on employee retention namely: organisational association; monetary compensation; work satisfaction; work enrichment; career development. The following research design was adopted: Step 1: A literature review was conducted to determine the various organisational factors impacting on employee retention. Step 2: From the literature review the researcher structured the research questionnaire. Step 3: The results of the survey were analysed and interpreted. Step 4: Conclusions and recommendations were done.
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Panoch, Amber. "The relationship between diversity and employee retention." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001panocha.pdf.
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Javed, Basit, and Muhammad Jaffar. "Impact of Succession Planning on Employee Retention." Thesis, Högskolan i Jönköping, Internationella Handelshögskolan, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-43902.
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The rise in the employee turnover rates is increasing the concerns amongst the organizations in retaining the employees in the workplace. The higher turnover rates are threatening the business capability in earning higher profits. Grounded by the leadership and motivational theories, the following study aims explore that how the succession planning strategies could help in retaining the employees in the organization. Swedish organizations are chosen as the area of the study. In order to fulfill the purpose of the research, the data has been gathered from primary and secondary tools. The secondary tools used in the study are past papers related to succession planning and employee retention as well as information collected through SHRM/Globoforce employee recognition survey and OECD statistical data. The primary tools used in the study are semi-structured questionnaire and face to face interviews. The data analysis involved the evaluation of the secondary data, face to face interview and classification of themes on the basis of semi-structured questionnaire. By means of the thematic analysis, four main themes were emerged. The findings showed that in order to retain the employees fruitfully, Swedish organizations should work on planning career development programs, identify and develop the talent pool and offer non-monetary rewards to the employees. This will enable them to be committed with the company and stay with it for a longer time. The implications for the study is that it will bring a positive social change by adapting the effective succession planning practices which will as a result help to increase the morale of employee and enhance the business profits by retaining the talented employees in the organization. The study has some limitations on the basis of which, it is suggested to the future scholars to conduct a quantitative study by taking a longitudinal approach in order to validate the findings on the statistical grounds as well.
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Edwards, Tiffany. "Relationship Between Self-Determination and Employee Retention." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7136.
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Retention of registered nurses (RNs) is essential to the sustainability of quality health care services. More than 55% of hospitals in the United States have not translated retention initiatives into a formal retention strategy. The purpose of this study was to examine the relationship between training programs, new hire onboarding processes, frozen positions, and nurse retention. The self-determination theory was the theoretical framework for this study. Secondary data were collected from the 2016 Texas Hospital Nurse Staffing Survey. Data were analyzed using multiple linear regression. The results of the multiple linear regression were statistically significant, with F(3, 251) = .602, p > .001, R2 = .007. Although the model is significant, length of residency/internship/fellowship, length of new employee training, and total number of direct resident care RN positions frozen does not add significant predictive value to turnover. The results of the multiple linear regression produced correlation of the independent variables with the dependent variable of nurse turnover. Length of residency/internship/fellowship was positively correlated with RN turnover rate at .025, length of new employee training was negatively correlated at .072, and total number of direct resident care RN positions frozen was negatively correlated at .012. The findings of this study might influence positive social change by providing insights into length and content of programs and the effect of understaffing on retention of RNs. An increase in retention of RNs might contribute to improved hospital reputation, financial capability, and organizational balance leading to a positive effect on the economy, sustainability, and quality of life of the surrounding community.
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Shaheen, Ahmad. "Successful Employee Retention Strategies in Childcare Centers." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3005.
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Fifty percent of childcare employees leave their jobs by the close of their 5th year of experience. The purpose of this exploratory single case study was to explore what retention strategies some childcare center directors use to retain their employees in the Columbus, Ohio metropolitan area. The research population consisted of 5 childcare center directors who successfully implemented retention strategies in 5 different childcare centers. The conceptual framework for this study was the Herzberg, Mausner, and Snyderman motivation-hygiene theory. Data were collected via semistructured interviews with the directors and from centers-handbooks and strategic plans. Coding, word frequency, and thematic analysis were conducted, and member checking was employed to bolster the trustworthiness of interpretations. Three main themes emerged: the importance of employee compensation, communication and culture, and education and training to retain childcare center employees. Understanding the strategies to retain employees may help childcare center directors reduce the turnover and ensure stability for employees in that industry. The implications for positive social change include lower unemployment rates and a more stable childcare labor market.
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Singh, Alicia. "Employee Retention Strategies in Trinidadian Small Enterprises." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5782.
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Organizational leaders face obstacles stemming from the lack of employee retention. An ineffective retention strategy can result in the loss of employees and the loss of institutional knowledge. Lack of appropriate retention strategies can negatively impact the reputation of the organization and ultimately affect the financial standing of an organization. Grounded by Herzberg's 2-factor theory, the purpose of this multiple case study was to explore strategies small retail business managers in Trinidad used to retain employees. I collected data through face-to-face semistructured interviews with 5 small business managers and a review of company documents. Data were analyzed using methodological triangulation, thematic analysis, and Hutchinson, Johnston, and Breckon's analytic techniques to identify patterns and themes. Member checking was completed to ensure accuracy and credibility. Five themes emerged from the data: frequent communication improved employee retention, employee engagement motivated employees, compensation considered effective retention strategy, employee recognition enhanced job satisfaction, and advancement decreased job dissatisfaction. The findings from this study may contribute to positive social change by increasing awareness of effective retention strategies. Potential insight into effective retention strategies can benefit leaders and provide stability for employees. Improvement in retention strategies can lead to stabilized employment for employees and their families thus keeping the replacement costs at a minimum and increasing organizational performance.
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White, Gentri Mabelann. "Strategies for Employee Retention in Nonprofit Organizations." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7904.
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Low employee retention is one of the main challenges for managers and negatively impacts an organization's ability to survive and remain competitive. Using Herzberg's two-factor theory, the purpose of this multiple case study was to explore strategies nonprofit sector managers use to retain employees. The participants included 4 managers from 4 Illinois nonprofit organizations who implemented successful strategies for employee retention. Data were collected using semistructured, face-to-face interviews, company documents, and archival records. A thematic analysis was used to analyze the data, which revealed 3 themes: employee fit, workplace culture, and employee feedback. The implications for positive social change include the potential to benefit communities through improvements in unemployment rates and decreased levels of stress on families. The results of this study may also benefit employees of nonprofit organizations through better work environments and encouragement of employee engagement.
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Paz, Jonathan. "Effective Strategies to Increase Employee Commitment and Reduce Employee Turnover." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7323.
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Organizational leaders know that employee turnover negatively impacts an organization's finances and can be a result of a lack of employee commitment. Guided by Yukl's flexible leadership theory, this single case study was used to explore strategies that senior leaders have used to increase employee commitment and reduce employee turnover. Vice presidents and directors from a U.S. Fortune 500 financial firm in New Jersey participated in semistructured interviews. The 5 participants have implemented effective strategies to increase employee commitment and reduce employee turnover. Data collection comprised face-to-face interviews, review of company documentation, external website content, and member checking to explore effective strategies to increase employee commitment and reduce employee turnover. Data analysis involved organizing information and data and coding it appropriately corresponding to a 5-step data analysis process. Using thematic coding, data were organized into topics based on the conceptual framework of flexible leadership theory. Three primary themes emerged from data analysis: effective and truthful communication, effective leadership and feedback, and improving organizational atmosphere and work environment. Leaders can implement effective employee commitment strategies for increased trust and motivation to enhance productivity and performance in an organization and stimulate the economy. The implications of this study for positive social change include the potential to increase job satisfaction and reduce the unemployment rate.
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Karsnia, Elizabeth J. "Best practices for employee engagement." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009karsniae.pdf.
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Dixon, Sherry Ann. "Retention of Information Technology Employees." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3152.
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Business leaders often realize greater profitability when they have strategies to retain IT
employees. However, the cost to replace IT employees creates significant challenges for
business leaders. Given the growing impact of technology on operational costs, retention
of IT employees is imperative. This exploratory single case study sought to identify the
strategies that leaders use to increase IT employee retention. The population was 6
leaders from a military organization in Norfolk, Virginia, responsible for the retention of
IT employees. Herzberg's two-factor theory was the conceptual framework for this study.
The data was collected from semi-structured interviews with 6 leaders along with
organization documents. Data analysis and methodological triangulation included
thematic analysis to identify 7 themes in the study. These 7 themes were quality of life,
telework, leadership, inclusion, and staying abreast of new technology. Implications for
social change include the potential for leaders to save money on recruitment and training.
It also includes organizations becoming profitable through better employee retention
strategies, and it adds to the body of knowledge that leaders could use to provide stable
employment opportunities to individuals. The retention rates among IT employees affect
individuals, families, communities, organizations, and the economy. Implementing
retention strategies may result in improving employee-employer relationships and
organizational profitability.
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Sete, Lerato Virginia. "Staff retention at an institution of higher learning." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/6564.
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The purpose of this study was to investigate staff retention at an institution of higher learning. The University of South Africa (UNISA) was the institution under scrutiny in this study. The reason for conducting the study was that employees at UNISA, and especially those at the College of Science, Engineering and Technology (CSET) with scarce skills, were difficult to attract and retain in their positions. It is thought that this scenario could create an increased workload and lead to stress and job dissatisfaction among remaining staff members in the college. This could resultantly influence the quality of education rendered to students. It was therefore important to identify the reasons behind staff turnover and to consider possible retention strategies that could be employed to retain employees at UNISA. The theoretical study focused on two main facets: factors that influence an employee’s decision to either leave or stay in an organisation; and on retention strategies used by the institution. In addition, interviews were conducted with a senior executive in the Human Resource Department and a senior academic manager in CSET at UNISA, to gain their views on how scarce skills were defined, the reasons for staff turnover and the utilisation of retention strategies to retain employees. A qualitative analysis was applied to the interview responses. In addition, a survey consisting of a self-administered questionnaire was conducted amongst academic staff at CSET and 64 responses were received, which represented a response rate of 30%. The questionnaire focused mainly on turnover intention, factors influencing turnover and retention strategies. The information gathered from the questionnaire was statistically analysed and interpreted. The respondents provided mostly positive responses to personal, job and organisational factors which influence retention compared with market factors, indicating that these factors played a significant role in retention. The results revealed that factors such as: remuneration and packages; recognising academic staff for their contribution; providing a satisfying and stimulating work environment; valuing and engaging employees and empowering supervision could be used to retain employees with scarce skills. The respondents agreed that UNISA could be perceived as an employer of choice and was actively seeking ways to retain employees, but were uncertain of the extent to which a fair compensation system, an attractive value proposition and care for employees with scarce skills were evident. No significant differences were found in terms of length of service, gender or race.
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Harris, Corey. "Employee Retention Strategies in the Information Technology Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5559.
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Productivity declines when employees voluntarily leave an organization. The purpose of this case study was to explore strategies that business leaders use to reduce turnover among their skilled information technology (IT) professionals in the Dallas-Fort Worth area. Six business leaders were selected because they had implemented strategies to retain skilled IT professionals. Herzberg's 2-factor theory was the conceptual framework for this doctoral study. Data were collected from semistructured interviews and review of the organization's policies, procedures, and personnel handbook. Data analysis consisted of assembling the data, organizing the data into codes, compiling the data into themes, and interpreting and disclosing information about the themes. Member checking and methodological triangulation increased the validity and reliability of the study. Three themes emerged from the study: engaging employees and building positive relationships, recognizing and rewarding employees for their contributions, and retaining employees is not related to compensation. Recommendations for action include designing or redesigning strategies to engage and recognize employees for their efforts and achievements. The findings from this study may contribute to social change by supporting business leaders' ability to provide high-quality, affordable services to customers and local communities due to higher retention of skilled employees and reduction of costs associated with employee turnover.
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Cross, Darren. "Employee Retention Strategies in the Fast Food Industry." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3936.
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Voluntary employee turnover in the fast-food industry is 50%. Employee turnover costs fast-food restaurants $10 billion annually. The purpose of this multiple case study was to examine the strategies of 5 fast-food restaurant managers in the Midwestern United States who achieved higher employee retention than did peers in their districts. The conceptual framework was the 8 motivational forces of voluntary employee turnover. Data were collected via semistructured, face-to-face interviews, recruiting materials, retention activities, policy manuals, and overall voluntary termination reports. Data were compiled, disassembled into groups, reassembled into patterns and themes, and interpreted for conclusions, revealing 3 themes that influenced the managers' employee retention: organizational support, communication, and employee training. These findings suggest that proactively developing a culture of support, implementing communication and feedback channels for employees, and maintaining a training and development program can improve employee retention. Findings might contribute to social change by helping managers develop strategies for improving employee retention, and in turn, financial performance. Employees of fast-food restaurants could benefit from improved retention and financial performance, as they could contribute to new employment opportunities and increased career longevity. Society could benefit from expanded aggregate employment and tax revenue.
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Izard-Carroll, Michael D. "Public Sector Leaders' Strategies to Improve Employee Retention." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2157.
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The U.S. Department of Labor and Statistics consistently reports significant employee turnover in the public sector, including the federal, state, and local levels. High turnover results in compromised public goods and services provided to a community. The widespread nature of the problem and the scarcity of literature focusing on employee retention strategies in the public sector merited this case study. Public sector leaders from Western New York who had implemented employee retention strategies in a public organization comprised the population for the study. Cost-benefit theory, human capital theory, and social capital theory provided the conceptual context for developing and executing the study. A total of 7 public sector leaders participated in semistructured interviews, which provided the primary source of data. Data were open coded, resulting in themes of employee development, engagement and empowerment, and positive work experience. The results contribute to social change by identifying practical business strategies that leaders may use to improve retention in their respective organizations. Maintaining a well-qualified, dedicated public workforce may lead to improved government goods and services on which communities rely.
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Chaney, Serrita. "Strategies Used by Healthcare Supervisors for Employee Retention." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6539.
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Healthcare supervisors who lack effective employee retention strategies could negatively affect patient well-being, employee performance, and organizational functions. The purpose of this single case study was to explore strategies that healthcare supervisors used to improve employee retention in 1 health care organization in southeast Georgia. Vroom expectancy theory was the conceptual framework for the study. Data were collected from semistructured interviews with 5 healthcare supervisors in a medium-sized healthcare organization who had hiring responsibilities and a history of implementing successful strategies to improve employee retention. Data were analyzed using coding and word frequency to discern patterns. Three significant themes emerged from analysis of the data: communication, job satisfaction, and compensation. The results of this study might contribute to social change by increasing healthcare supervisors' understanding of employee retention strategies that can improve human and social conditions by maintaining productive healthcare organizations.
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Griner, Charles H. "Small Construction Business Owners' Strategies for Employee Retention." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7871.
Full textAbstract:
Thirty-four percent of people in the United States of America work for businesses that employ fewer than 100 people. However, many small business owners lack the strategies necessary to retain their valuable employees. Businesses that fail to retain valuable employees are as much as 28% less efficient. The purpose of this qualitative multiple case study was to explore strategies small construction business owners use to retain their valuable employees. Contingency theory provided the conceptual framework. The participants were three owners of three small businesses in the construction industry located in Mississippi which implemented successful policies and procedures to retain their employees. The data sources for this study were semistructured interviews, financial statements, newspaper articles, websites, and social media. A thematic analysis was used to analyze the data. Three themes morphed to include challenging employees and reward them accordingly, mitigating unplanned turnover, and treating employees and others fairly. Potential implications for positive social change are that increased profits among small business owners may enable them to provide better benefits and pay and incentive increases to their employees. Small business owners with increased profits may also be better equipped to participate in community-based charitable organizations.
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Tanton, S. N. "Talent management in the role of employee retention." Thesis, University of South Africa, 2007. http://hdl.handle.net/10500/142.
Full textAbstract:
Retention of key productive employees is a major challenge for all organisations
locally and internationally because the resulting churn created by replacing
employees that voluntarily leave the organisation costs the business both directly
and indirectly. The purpose of this study is to determine whether lack of talent
management of employees is one of the causes of job dissatisfaction, to
determine whether lack of talent management of employees contributes to
employees’ intentions to leave an organisation and to determine whether talent
management plays a positive part in retaining employees in an organisation.
Three main themes are focused on in this report to identify and describe reasons
for voluntary employee turnover in business organisations that have a profit
objective, namely low job satisfaction and intent to leave an organisation,
employee retention and talent management.
One of the primary reasons that employees leave their current employer is better
compensation from the new employer, however talent management in the form of
personal development opportunities, opportunities for employees to use their
skills and good career opportunities are important factors influencing an
employee’s decision to stay. Factors contributing to a cumulative process of job
dissatisfaction include perceptions of job inflexibility and control, employees
feeling overworked, excessive workloads, concerns that existing management
may not be able to effectively lead the organisation, lack of challenging work and
not enough recognition for work performed and a poor work/life balance.
Style of leadership plays an important role in affecting the level of job satisfaction
and a more democratic style of leadership leads to better job satisfaction than a
more autocratic leadership style. Job stress is also a major contributor to
voluntary employee turnover as well as negative behaviour by employees feeling
stressed at work.
Effective talent management is essential to achieving organisational excellence
and a driving force for business success. Recruiting the most talented employees may not be the best strategy for effective talent management as high fliers tend
to leave organisations more quickly thereby generating significant employee
turnover costs. Talent development is a more complex activity than many people
responsible for HR in organisations realise.
Coaching and mentoring are business tools of the 21st century and mentors
enhance and can ensure the professional development and success of existing
and new talented employees in organisations.
HR personnel can have a positive impact on the value of an organisation through
effective talent management by way of performance management, succession
planning/decision analytics, targeted selection/talent reviews, development
planning and support, career development, workforce planning and recruiting.
Ignoring the problem of employee turnover is risky and reluctance by employers
to invest resources in order to retain productive talent doesn’t help matters.
Despite findings confirming that employees reach a decision to leave their
current employer for something better, the leaving process remains a very
complex process.
The case study in this report found that job satisfaction of employees was a
function of remuneration, performance appraisal and feedback, work context and
working environment and the affect of leadership. Talent Management of
employees in the case study was a function of motivation for superior
performance, training and development, job enrichment (variety of jobs),
performance reviews and attraction of talent (and opportunities for promotion).
Employee Retention of employees in the case study was a function of leadership,
employment equity and equal opportunity, and influence of manager (direct
superior). All these factors are supported by existing academic findings both
locally and aboard.
Business leaders are increasingly acknowledging that talent does matter, but
finding it difficult to measure precisely how valuable talent is. There are
similarities between the reasons why employees in SA and the US leave organisations of their own accord. In SA there is a significant disconnect between
what young, talented black employees want from their employer and what most
corporate employers were offering leading to the damaging culture of ‘job
hopping’. Money hardly played a role in the decisions of 65 percent of black
employees that changed jobs at least once out of the three preceding years.
Rather, ‘push’ or ‘pull’ factors influenced the employee’s decision such as culture
clash and/or hostility at work and/or lack of recognition and the spirit of being an
entrepreneur and personal growth/new challenge. Local research has found that
the top five variables impacting on talent retention in SA are challenging and
meaningful work, advancement opportunities, manager integrity and quality,
empowerment and responsibility and new opportunities/challenges. Talent and
knowledge management are linked and together form an important source of
competitive advantage in the SA context and talent management should be a
strategic business priority in order to retain employees for sustainable
competitive advantage.
The general conclusion of this report is that talent management in the role of
employee retention cannot be seen in isolation. It needs to be considered along
with factors influencing job satisfaction and employee retention. Results from the
study indicate that organisations need to focus on all the above factors of job
satisfaction, talent management and employee retention to address voluntary
employee turnover in order to curtail the drain of talent from their organisations.
These strategies should achieve outcomes such as preservation of sustainable
competitive advantage, better motivated and effective employees generating
better business results and an increase in value of the organisation as a whole.
The research problem investigated in this study attempted to analyze whether
lack of talent management of employees is a cause of job dissatisfaction and
employee turnover in a specific case study of a regional office of a local South
African bank. Existing literature on the subject of job satisfaction; employee
retention and talent management does not describe the role talent management
plays vis-à-vis other variables.The case study contained in this research could not reach any meaningful
conclusions due to a very low response rate to the questionnaire on which the
case study was based. Despite this limitation, general conclusions were drawn
from existing academic literature and valuable findings extracted from a
qualitative analysis of responses to the questionnaire.
Recommendations are put forward in this report to guide organisations how to
focus on factors that influence job satisfaction, talent management and employee
retention which should assist in addressing employee turnover to curtail the drain
of talent from local organisations.
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Morton, Deborah. "The Relationship Between Authentic Leadership and Employee Retention: Measuring the Perceived Level of Authentic Leadership and the Effect on Employee Retention." Wright State University / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=wright1340722665.
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Anderson, Andrew. "Decreasing Voluntary Employee Turnover in the Hospitality Industry." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6508.
Full textAbstract:
The purpose of this qualitative multiple case study was to explore the strategies general managers of full-service hotels used to reduce voluntary frontline employee turnover. The conceptual framework for this study was Herzberg's motivation-hygiene theory. The 3 participants were hotel general managers in the midwestern region of the United States. Data were collected through semistructured interviews with 3 purposefully selected hotel general managers and by reviewing company documents. Data analysis consisted of gathering the data, coding for emergent themes, compiling the data into common codes, organizing the data into themes, interpreting the meaning, and reporting the themes. Four themes emerged from the data: employee retention, leadership characteristics, effective retention strategies, and ineffective retention strategies. The implications of this study for positive social change include the potential to decrease voluntary employee turnover in the hospitality industry. Positive results of decreasing voluntary employee turnover may include increased success within the hospitality industry, which might positively influence productivity, raise customer satisfaction, and increase organizational profits.
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Ketye, Lungelo. "Retention strategies for knowledge workers at a consulting engineering firm." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/6247.
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The Consulting Engineering industry plays a very critical role in the construction industry. Its primary role is to plan and design projects before they go on to the construction phase. During the construction phase of a project, consulting engineers are responsible for supervising the works and ensuring that construction is done according to design specifications. The selected company, where this study was conducted, provides civil engineering consulting services. The main purpose of the research was to identify retention strategies that could be used by the company in order to reduce staff turnover. To achieve this objective, the researcher completed a literature study. The literature study revealed the characteristics of knowledge workers, and what makes knowledge workers wish to extend their stay with an organisation. The study examined variables that lead to staff turnover i.e. leadership and communication, organizational culture, performance management and job satisfaction. The empirical study was conducted at LK Consulting Engineers. A survey with a questionnaire was administered to all engineering practitioners who were registered with the Engineering Council of South Africa. Interviews were also conducted with three managers. The study demonstrated that leadership and communication, organisational culture, performance management and job satisfaction are important variables leading to retention of knowledge workers. The study also demonstrated that training and financial remuneration is not enough to retain knowledge workers, employees should feel valued and provided with the opportunities to make meaningful contributions to the organisation.
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Wilkens, Michele. "Employee Churn in Afterschool Care| An Evaluation Study of Manager Influences on Employee Retention and Turnover." Thesis, University of Southern California, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10743855.
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This study examined the status of field employee turnover at a national afterschool program provider in relation to its turnover improvement goal and assessed the knowledge, skills, motivation, and organizational influences of those with the greatest impact on retention and turnover—frontline Area Managers (AMs) who directly supervise afterschool staff. Clark and Estes’ (2008) gap analysis served as the general conceptual and methodological framework for the study. A mixed methods convergent parallel study was conducted using document analysis, surveys, interviews, and observations. Document analysis revealed high employee turnover in the school year of study (62%), far surpassing industry norms and prior year performance. However, analysis also found high employee retention (74%), which can coexist with high turnover when most staff are retained, but a smaller segment repeatedly churns over the same period. Specifically, recurring turnover among 37% of the organization’s field employee roles was found to be the source of its high turnover rate, while 63% of roles remained filled and therefore stable across the school year. Gap analysis of quantitative and qualitative survey results triangulated with interview and observation data illuminated barriers to AM success with retention and turnover. Barriers included limited knowledge of factors related to turnover, perception of minimal organizational focus on and resources for retention, significant external locus of control over turnover, and lack of ownership and accountability for turnover. The implications of these findings signal the risk of continued high turnover, where AMs could remain disempowered due to lack of critical knowledge, skills, motivation, and organizational resources for retention. The study concludes with recommendations for context-specific solutions grounded in literature and in the New World Kirkpatrick Model (Kirkpatrick & Kirkpatrick, 2016), as well as an integrated implementation and evaluation plan, strengths and weaknesses of the study, limitations and delimitations, and recommendations for future study.
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Quader, Kazi, and Sisi Jin. "Managing Selection and Retention of Employees : A Case Study on Länsförsäkringar Bergslagen." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12939.
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Research Question: How can a firm such as Länsförsäkringar Bergslagen utilize selection and retention methods to find and keep employees that add value to the organisation? Purpose: The purpose of this thesis is to describe and analyse the process of selection and retention and how it can affect organisations’ ability to select and retain staff that perform well and are an asset to the organisation. Method: Primary information was gathered from a face-to-face interview with the chief of personnel at LFB, as well as from a follow-up e-mail interview. Secondary information was gathered from books, journals and the web. The research is designed as a case study and the approach to analyzing data is qualitative. Conclusion: From the findings the authors conclude that by using selection methods with high predictive validity such as structured interviews, cognitive and personality tests, work samples and assessment centres, while at the same time considering how these methods affect the candidates attitudes and how well they allow for the candidate and employer to exchange views, values and goals, is the way firms can utilize selection methods in order to find staff that will add value to the organisation. LFB is using all these methods, except for work samples. Of the others remaining, structured interviews is the most common in LFB. On the perspective of retention, Länsförsäkringar Bergslagen has developed a performance-based system which takes an essential role on employee motivation, where recognition by offering growth opportunities is most significant in retaining key employees but is also most difficult to be conducted in LFB as growth opportunities are limited.
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Thompson, Nicholas W. "Managing the Millennials: Employee Retention Strategies for Generation Y." Scholarship @ Claremont, 2011. http://scholarship.claremont.edu/cmc_theses/240.
Full textAbstract:
This paper provides a comprehensive analysis of Millennials' beliefs and attitudes and how that will affect their conception of the employer-employee psychological contract. This analysis should provide a greater understanding of how the childhoods of Millennials have affected their attitudes for life and career aspirations. Further, it explores retention strategies for workplace culture, management style, and growth and advancement.
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Rowan, Jeff. "Employee satisfaction and retention at Vigil Health Management Inc." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape2/PQDD_0020/MQ49215.pdf.
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Raz, Adi. "Leadership Strategies for Employee Retention in Small Lodging Establishments." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4249.
Full textAbstract:
In 2015, turnover in the lodging accommodations and food services industry was 72.1%, accounting for 6.5 million incidents of voluntary quits. The purpose of this correlational study was to examine the relationship between antecedent independent variables and employee turnover in bed and breakfasts (B&Bs) and inns. The independent variables were ethical leadership, organizational support, coworker support, work-family conflict, employee empowerment, employee voice, and work schedule. Organizational support theory provided the theoretical framework for the study. Survey data were collected from 105 B&B and inn managers in California, Arizona, Oregon, and Washington. Data analysis included descriptive statistics, a correlation matrix, chi-square tests, and logistic regression. Correlational analysis and chi-square tests indicated significant positive relationships between organizational support and retention, between coworker support and retention, between reduced work-family conflict and retention, between empowerment and retention, and between work hours and retention. The logistic regression was statistically significant, Ï?2(7, N = 583) = 32.507, p < .001, and the independent variables of organizational support, coworker support, work-family conflict, and work schedule significantly predicted employee turnover. The study has implications for social change: when turnover will drop, B&B managers and employees achieve an improved standard of living gained through stability in the workplace, unemployment will drop, and the U.S. economy will see growth.
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Nwabuzor, Nathaniel. "Exploring Employee Retention Strategies in the U.S. Hotel Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5388.
Full textAbstract:
Organizational managers and business leaders struggle to retain hotel employees. The purpose of this qualitative, multiple case study was to explore the strategies that hotel managers use to improve employee retention and reduce turnover. The conceptual framework for this study was Herzberg's motivation-hygiene theory. The 4 cases were 4 different hotels in the midAtlantic region of the United States. Data were collected through semistructured interviews with 4 purposefully selected hotel managers (1 from each hotel) and document review. Data analysis consisted of compiling the data, coding for emergent and apriori codes, disassembling the data into common codes, reassembling the data into themes, interpreting the meaning, and reporting the themes. Five themes emerged from the data: driving forces for motivating employees, management strategies for retaining employees, strategies for improving workers' job performance, strategies for promoting employment commitment to the organization, and strategies for reducing turnover costs and encouraging job satisfaction in the hotel industry. Implications for positive social change include improving employee retention strategies that can lead to improved working relationships between the organization and its employees. Improved employee retention can lead to an improved organizational image among employees and other stakeholders within the community, which can contribute to the growth of local community.
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Merla, Diane Krzan. "Strategies to Reduce Employee Turnover." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5575.
Full textAbstract:
Businesses that fail to retain knowledgeable employees risk remaining competitive in the marketplace. Approximately 25 million people quit their jobs in 2016, overall. This single case study explored strategies business managers use to reduce employee turnover. The population for this study was 5 business managers from a business and technical personnel support organization in the information and solutions industry in the state of New Jersey who had experience with strategies to improve employee retention. The conceptual framework used in this study was systems theory. Data were collected from company archival documents and semistructured face-to-face interviews with 5 business managers. Moustakas' modified van Kaam method was used for data analysis. Member checking helped to ensure credibility and trustworthiness in the interpretation of interviewee responses. Three major themes emerged: workplace environment, safety, and training. Strategies ascertained in this study may be helpful for business managers who develop ways to reduce employee turnover. The implications for positive social change include retaining valuable employees in critical positions, reducing unemployment rates and unemployment compensation, and the potential to disencumber funds to support additional social services.
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Huang, Chuota. "Needs assessment for new employee orientation at UW-Stout." Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006huangc.pdf.
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Frimpong, Jacob. "Relative contribution of satisfaction dimensions to employee service orientation." Thesis, University of Strathclyde, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417974.
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Cooney, Katherine M. "Retention of child care staff understanding predictors of retention with survival analysis /." Online access for everyone, 2008. http://www.dissertations.wsu.edu/Thesis/Spring2008/k_cooney_042108.pdf.
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Tillotson, Kenyon. "An Exploratory Study of Factors Eliciting VA Employee No-Show Behavior In Veterans Affairs Employee Development Courses." Scholar Commons, 2016. http://scholarcommons.usf.edu/etd/6417.
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Recognizing the need for companies and organizations to retain employees, one of the topics given very little attention in the research is non-attendance in face-to-face training. This study presents findings from the analysis of archival data from a 2013 employee education survey. Exploratory factor analyses were conducted on two sets of data exploring barriers to participation in employee-development education classes. Extrinsic factors were identified as ‘more important things take priority’ and ‘circumstances beyond the employee’s control’. Intrinsic factors were identified as ‘personal motivation challenges’. These factors emerged as potential reasons for non-participation or no-show behavior in employee education courses. Possible explanations for the results are discussed and recommendations for future research are presented.
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Padron, Thomas C. "Retention of employees in the Wisconsin restaurant industry." Menomonie, WI : University of Wisconsin--Stout, 2004. http://www.uwstout.edu/lib/thesis/2004/2004padront.pdf.
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Karas, Melissa M. "Recruitment and retention from a to z variables for all organizations to consider /." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 2005. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A. )--Kutztown University of Pennsylvania, 2005.Source: Masters Abstracts International, Volume: 45-06, page: 2945. Typescript. Abstract precedes thesis as 1 leaf ( iii ). Includes bibliographical references (leaves 70-72 ).
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Mbane, Thandokazi. "Employee retention in selected hotels in Cape Town, South Africa." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2534.
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Thesis (MTech (Tourism and Hospitality Management))--Cape Peninsula University of Technology, 2017.The hotel sector has been identified as experiencing the largest numbers of employees leaving their jobs within a short period of employment when compared to other sectors of the economy. The large number of employees leaving hotels within a short period of employment is perceived as detrimental towards business’ success. This research is about testing the strength of the relationship between employee retention variables and employee retention in hotels in Cape Town, South Africa. The researcher firstly consulted literature (secondary data) in order to understand the hotel employee retention phenomenon. From the literature findings, the objectives of this research were formulated. The research objectives were built based on the literature findings in order to assess the strength of relationships between employees’ perceptions of employee development, employee compensation, work engagement, good working relationship between line managers and subordinates, long working hours on the one hand; and employee retention in the hotel sector on the other hand. As the research aimed at testing relationships between variables, a quantitative research method was deemed the appropriate approach. Structured questionnaire surveys, using non-probability sampling, were applied in the form of a convenience approach. Hotels willing to participate in the study were selected, as Cape Town has a large population of hotels. Data for this study was collected over a period of ten months. A bivariate analysis was applied in this research in the form of correlation and Chi-square tests, after descriptive statistics were done. Reliability tests also measured the level of internal relatedness of the variables used to explain employee retention and related constructs. The variables and constructs used in this study were tested for relationships. The major results showed that there are highly significant relationships between employee retention, on the one hand, and employee compensation, employee development, working relationship, work engagement, and working hours, on the other hand.
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Towns, Atiya. "Effective Strategies to Increase Employee Retention in Higher Education Institutions." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6952.
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Many university leaders lack the knowledge necessary to retain skilled employees and decrease employee turnover. The purpose of this multiple case study was to explore strategies that leaders of colleges/universities in the United States used to retain skilled employees. Research participants included 7 leaders in higher education in central Florida who had at least 1 year of managerial experience in academic or human resources administration and were able to provide information on evaluating the effectiveness of approaches to employee retention. The conceptual framework was the behavioral leadership theory of Skinner. Data were collected using semistructured face-to-face interviews, phone interviews, and review of organizational documents. Using the thematic analysis approach, 4 themes emerged from data analysis: open communication, generational gap, work-life balance, and effective implementation of retention strategies. The implications of this study for social change could include the potential for leaders in higher education to improve employee morale and job satisfaction by applying strategies to retain employees and reduce turnover.