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Relevant bibliographies by topics / Employee retention – Zimbabwe – Management

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Dissertations / Theses

Academic literature on the topic 'Employee retention – Zimbabwe – Management'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 February 2022

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Dissertations / Theses on the topic "Employee retention – Zimbabwe – Management"

1

Dewah, Peterson. "Knowledge retention strategies in selected Southern Africa public broadcasting corporations." Thesis, University of Fort Hare, 2012. http://hdl.handle.net/10353/438.

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Knowledge is now regarded as the most important resource surpassing other resources like land and capital. It is a foregone conclusion that knowledge flows out of organizations through various ways such as resignations, retirement and death yet, it does not seem as if organizations are employing strategies to retain such a vital component of production and service delivery. This study investigated the knowledge retention strategies in three Southern Africa Development Community (SADC) public broadcasting organizations of the South African Broadcasting Corporation in South African (SABC), the D

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2

Tanton, S. N. "Talent management in the role of employee retention." Thesis, University of South Africa, 2007. http://hdl.handle.net/10500/142.

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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 em

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3

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

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4

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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5

Karsnia, Elizabeth J. "Best practices for employee engagement." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009karsniae.pdf.

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6

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 second

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7

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

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8

Griner, Charles H. "Small Construction Business Owners' Strategies for Employee Retention." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7871.

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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

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9

Nwabuzor, Nathaniel. "Exploring Employee Retention Strategies in the U.S. Hotel Industry." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5388.

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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 fo

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10

Forgiarini, Ilvo. "Management practices that support retention in South African inbound call centres." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/23865.

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The turnover of call centre agents in South Africa is higher than in most other industries. The costs incurred to retain agents versus the replacement costs of an agent are massive. This research focused on inbound call centre agents and the perception of five management practises which were compared with both managers and agents in two large call centres. The five management practises tested were communication, call centre structure, performance management, recruitment and selection, and training and development. These five practises impacted on the agents’ intention to leave by 36%. A non-pr

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