Factors affecting the retention of Generation X public servants: An exploratory study

Abstract

The purpose of this study was to explore the factors that affect the retention of Generation X public servants.Motivation for the study: Given their unique characteristics, it is a challenge to retain Generation X employees. This problem may be worse in the public sector than in the private sector, as there are fewer financial rewards in the public service than in the private sector.Research design, approach and method: The interpretivist paradigm is appropriate for this study. It used a qualitative, empirical approach. The researchers obtained the data through purposive sampling and interviews. Main findings:The study showed that the factors affecting the retention of Generation X public servants include work content, utilisation of skills, career advancement, work-life balance, compensation, security needs, leadership and drive.Practical/managerial implications: Employers, like the civil service, can be proactive in retaining Generation X employees because of the factors that affect their retention. Managers can prevent further pressure on service delivery that the skills shortage has caused if they use the skills the employees already have. Contribution/value-add:The article fills a gap, as there has been little research on staff retention. This is particularly true of Generation X employees in South Africa. This article adds information that will improve retention strategies for Generation X employees, particularly in the public service.

The Reciprocal Relationship Between Human Resource Management Professionalism And A Diverse South African Workplace Context

“…In the present study, respondents aged 20-29 years viewed Solution generation, HR metrics, HR service delivery, and HR technology as less important, compared to respondents aged 30-39 years and 40-49 years. These results contradict previous findings that younger generations view HR competencies as more important than other age groups (Barkhuizen, 2014;Masibigiri & Nienaber, 2011). These results are concerning, as younger generations display faster employment turnover than older generations.…”

Retention and Engagement of Generation Y Engineers

“…Hygiene retention factors identified in this study correlate with other findings, for example in terms of monetary reward (see Wright, 2007) promotion and development (Howe & Nadler, 2009;Karlsson, 2008;Martins & Martins, 2012;Petroulas, Brown & Sundin, 2010;Van der Walt & du Plessis, 2010;Vieira, 2010), managerial trust, support and communication (Irvine, 2010;Masibigiri & Nienaber, 2011;Rahman, 2012), and work life balance opportunities (Gilbert, 2011;Vieira, 2010;Wright, 2007).…”

“…In South Africa, as in other countries, retaining young talent is challenging because of skills shortages, employee mobility and the imminent retirement of Baby Boomers (Masibigiri & Nienaber, 2011;Robyn & Du Preez, 2013). The transfer of professional skills and knowledge constitutes a threatening crisis as ageing generational cohorts continue to leave the workforce (National Planning Commission, 2011;Kultalahti & Viitala, 2014;Robyn & Du Preez, 2013).…”

Retention of high-potential employees in a development finance company

“…Effective communication is linked to leadership (Effelsberg, Solga & Gurt, 2012) and is considered one of the best tools for leaders to increase retention (Masibigiri & Nienaber, 2011). Open and honest communication can contribute to employee commitment and thereby promote retention and by reminding employees of their value and importance to an organisation, high commitment can be fostered (Tillott, Walsh & Moxham, 2013).…”