Attrition and Retention of Senior Academics at Institutions of Higher Learning in South Africa: The Strategies, Complexities and Realities

Samuel, Michael O.; Chipunza, Crispen

doi:10.1080/09718923.2013.11893151

Cited by 28 publications

(37 citation statements)

References 14 publications

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“…In addition, a study conducted by Chiboiwa, Samuel and Chipunza (2010) in a private medical company found that employees left their jobs or organizations as a result of poor reward system administration. In higher education sector, similar findings were revealed among senior academic staff members in South African higher learning institutions (Samuel & Chipunza, 2013).…”

Section: Remuneration and Remuneration Administrationsupporting

confidence: 75%

Human resource practices as determinants of employees’ intention to leave: a study from a selected South African institution

Muleya

Ngirande

Rachidi

2016

Investment Management and Financial Innovations

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The success of higher education institutions worldwide lies in the quality of their employees. The study investigated the influence of human resource practices on academic staff members’ intention to leave. The study which was conducted at a selected university in South Africa, consisted of (n = 35 males = 85.7% and female = 14.3%) who completed a questionnaire on their perceptions of human resource practices on employees’ intention to leave. Data was analyzed to determine the human resource practices which have significant influence on employees’ intention to leave. Findings from the correlation analysis indicated a significant relationship between organizational culture, working conditions, remuneration, as well as remuneration administration, and employees’ intention to leave. Keywords: intention to leave, recruitment, organizational culture, remuneration, working conditions, organizational policy. JEL Classification: J63, M12, J31, J81

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Section: Remuneration and Remuneration Administrationsupporting

confidence: 75%

Human resource practices as determinants of employees’ intention to leave: a study from a selected South African institution

Muleya

Ngirande

Rachidi

2016

Investment Management and Financial Innovations

View full text Add to dashboard Cite

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“…Cappelli (1999) indicates that the most common advice is to pay and treat talented employees well. Although some studies show that paying talented employees well does not have a strong effect on employee attraction or retention (Samuel & Chipunza, 2013), favorable payment for talented employees is still an important motivator to attract talented employees (Rynes, Gerhart, & Minette, 2004). Moreover, Nelson (1993) argues that career development and training at work and industryacademia cooperation can influence R&D talent's design and innovation capability.…”

Section: Research and Development (Randd)mentioning

confidence: 98%

Exploring the interoperability of innovation capability and corporate sustainability

Lai

Lin

Wang

2015

Journal of Business Research

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“…Several studies (Furtado, Batista, & Silva, 2011;Forest & Kleiner, 2011) indicated that leadership style is a positive predictor of intent to stay. Samuel and Chipunza (2013) noted that acquiring skilled employees motivates managers to increase employee retention and ensure employees do not leave the organization. Employees ISSN 1941-899X 2018 intend to stay with an organization if the organizational leaders support their well-being; if employees are aware of the employers' expectations of them; if employees felt confident and assured that they are the right candidate for the job; and if the organizational leaders implement excellent employee recognition programs.…”

Section: Role Of Leadership In Employee Intention To Staymentioning

confidence: 99%

Employee Intention to Stay: An Environment Based on Trust and Motivation

Shahid

2018

jmr

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An organization effort to recognize the reasons for employee retention can serve to keep turnover down. No matter what industry it is essential to comprehend what the employees think and sense about the organization and the working culture. A supportive and positive work environment instilled by motivation and trust strengthens the connection between an organization and employee. When organizational leaders naturally respect employees as more than mere work resources, employees reach a high level of performance and will continue with the organization longer. The primary objective of this study was to recognize and promote the factors of trust and motivation influencing a positive working environment and employees intentions to stay with the organization. The study aims to determine elements of employee intent to stay and contribute to the growing body of literature on the significance of trust, motivation and positive working environment.

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Attrition and Retention of Senior Academics at Institutions of Higher Learning in South Africa: The Strategies, Complexities and Realities

Cited by 28 publications

References 14 publications

Human resource practices as determinants of employees’ intention to leave: a study from a selected South African institution

Human resource practices as determinants of employees’ intention to leave: a study from a selected South African institution

Exploring the interoperability of innovation capability and corporate sustainability

Employee Intention to Stay: An Environment Based on Trust and Motivation

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