Macro and micro challenges for talent retention in South Africa

Kerr-Phillips, Berenice; Thomas, Adèle

doi:10.4102/sajhrm.v7i1.157

Cited by 24 publications

(21 citation statements)

References 31 publications

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“…Which of these personality factors matter more?). The context of the study seems particularly relevant, as literature suggests job insecurity in South Africa is increasing (Bezuidenhout, Khunou, Mosoetsa, Sutherland, & Thoburn, 2007;Forrest, 2014;Kritzinger, Barrientos, & Rossouw, 2004), and contributing to the emigration of skills and talent (Kerr-Phillips, & Thomas, 2009).…”

Section: Introductionmentioning

confidence: 99%

Work locus of control and sense of coherence as antecedents of job insecurity

Pienaar

Witte²

2016

SAJBM

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Previous research has highlighted various antecedents of job insecurity, both in cross-sectional research and in a recent meta-analysis. A review of this literature indicates that work locus of control actually is the only personality antecedent that has received considerable attention, while sense of coherence may also be an important factor to consider. Data on biographical variables, cognitive and affective job insecurity, work locus of control and sense of coherence were gathered from employees across 3 organisations (N=718), presenting two different sectors (chemical industry and financial services), by means of anonymous surveys. Data were analysed by means of correlations and regression analyses. Results indicate that both work locus of control and sense of coherence play a role in predicting job insecurity, even after controlling for biographical variables. Considering their individual contributions, it is suggested here that sense of coherence may be even more important than work locus of control as a personality antecedent of job insecurity.

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Section: Introductionmentioning

confidence: 99%

Work locus of control and sense of coherence as antecedents of job insecurity

Pienaar

Witte²

2016

SAJBM

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“…The questionnaire content consists mostly of job characteristics variables related to employee motivation, and obstacles to teaching and learning objectives. The variables used in the questionnaire were extracted from previous empirical studies (such as Cameron 2011;Johnson et al 2012;Kerr-Phillips and Thomas 2009;Koch 1998;Luthans 2002;Skalli et al 2008;Wushishi et al 2014). Variables were measured along a 5-point Likert scale (1-extremely unimportant/ never; 5-extremely important; always).…”

Section: Methodsmentioning

confidence: 99%

Achieving Quality Education by Understanding Teacher Job Satisfaction Determinants

Iwu

Ezeuduji

Iwu³

et al. 2018

Social Sciences

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Abstract:The issue of quality education in Nigeria has come up in a number of studies. In particular, the teacher has been identified as a major resource in achieving the very important objective of quality basic education. This comes against the backdrop that teachers are perceived to be in a better position to influence the performance of learners. However, how can they positively influence student performance if they themselves are not motivated? A total of 547 teachers in 23 schools (pre-nursery to senior high schools) in the Ibadan South-West Local Government Area in Oyo state, Nigeria participated in the study. SPSS software version 22 was used for data analysis. Descriptive analysis (mean and standard deviation) was done at the first stage and factor analysis at the second stage. The Kaiser's criterion technique was also applied to determine the factors (components) to be retained for the factor analysis. Only factors with an Eigen value of 1.0 or more were retained for analysis. Kolmogorov-Smirnov's and Shapiro-Wilk's tests of normality were also used to test if the generated components (factors) are normally distributed, and the p-values of less than 0.001 for all the components indicated no normal distribution. Overall, the results suggest that teachers' pay or salary, growth opportunities and responsibilities attached to work are the top three job characteristics variables that contribute to teacher job satisfaction.

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“…Having and maintaining a strong organisational culture is imperative for retaining talented employees (Kerr-Phillips & Thomas 2009;Tansley 2011). Organisational culture is a reflection of how employees perceive and feel about the organisation (Van Dyk & Coetzee 2012), is developed over time and is seen as a long-term strategy that influences the dynamics of the organisation .…”

Section: Strategies To Retain Talentmentioning

confidence: 99%

“…It has been recommended, particularly in South Africa, that HR professionals should focus on creating a culture that accommodates and supports the diversity of the workforce in order for employees to feel a sense of acceptance and belonging and to avoid feelings of isolation (Edwards & Cable 2009;Kerr-Phillips & Thomas 2009). A culture that embraces employees helps to create a sense of organisational identification that complements employee retention strategies (Edwards & Cable 2009).…”

Section: Strategies To Retain Talentmentioning

confidence: 99%

“…Trust also underlies the concept of ethical leadership that is important for employee retention; increased employee turnover intention is caused by poor ethical leadership and unethical actions in organisations (Avey, Wernsing & Palanski 2012;Kerr-Phillips & Thomas 2009). Leaders should prioritise retention, provide executive support and appreciation, as well as model trusting and ethical behaviour (Avey et al 2012).…”

Section: Strategies To Retain Talentmentioning

confidence: 99%

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Perceptions of human resource professionals of challenges to and strategies for retaining managers

2018

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Orientation: Retaining and developing talented top- and middle-level managers who possess organisational-specific skills and experience promotes competitive advantage for organisations and is a long-term investment.Research purpose: The purpose of this study was to explore challenges to retention and effective retention strategies for top- and middle-level managers.Motivation for the study: Human resource (HR) managers are facing difficulties retaining managers as a result of ineffective retention strategies. This study aims to provide insight into suggested strategies to retain such managers.Research design, approach and method: A cross-sectional survey, using an instrument developed from the literature, was completed by 97 HR management professionals registered with the South African Board of People Practices. An exploratory factor analysis was conducted as well as group comparisons.Main findings: Results revealed that leadership and performance management practices are considered to be effective retention strategies for top- and middle-level managers.Practical and managerial implications: Having a deeper understanding of effective retention strategies for top- and middle-level managers can assist HR professionals in retaining these employees.Contribution or value add: This study adds to the insights of HR professionals, line managers and leaders in organisations regarding retention challenges and effective retention strategies for top- and middle-level managers.

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Macro and micro challenges for talent retention in South Africa

Cited by 24 publications

References 31 publications

Work locus of control and sense of coherence as antecedents of job insecurity

Work locus of control and sense of coherence as antecedents of job insecurity

Achieving Quality Education by Understanding Teacher Job Satisfaction Determinants

Perceptions of human resource professionals of challenges to and strategies for retaining managers

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