The impact of recognition on retention of good talent in the workforce

Mngomezulu, Nonhlanhla; Challenor, Martine; Munapo, Elias; Mashau, Pfano; Chikandiwa, Christopher Tarisayi

doi:10.22495/jgr_v4_i4_c3_p2

Cited by 19 publications

(15 citation statements)

References 9 publications

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“…The lack of deliberate policy geared towards the creation of a workforce heightened the depletion of human resources and slowed down the pace of work. Creating a workforce plan can help monitor strategies on the attraction and retention of talent [ 51 , 52 ]. These strategies include recruitment, induction, performance management, professional development, and succession planning [ 32 ].…”

Section: Discussionmentioning

confidence: 99%

Management practices in community-based HIV prevention organizations in Nigeria

Akeju

Nance

Salas-Ortiz

et al. 2021

BMC Health Serv Res

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Background Nigeria has one of the largest Human Immunodeficiency Virus (HIV) epidemics in the world. Addressing the epidemic of HIV in such a high-burden country has necessitated responses of a multidimensional nature. Historically, community-based organizations (CBOs) have played an essential role in targeting key populations (eg. men who have sex with men, sex workers) that are particularly burdened by HIV. CBOs are an essential part of the provision of health services in sub-Saharan Africa, but very little is known about the management practices of CBOs that provide HIV prevention interventions. Methods We interviewed 31 CBO staff members and other key stakeholders in January 2017 about management practices in CBOs. Management was conceptualized under the classical management process perspective; these four management phases—planning, organizing, leading, and evaluating—guided the interview process and code development. Data analysis was conducted thematically using Atlas.ti software. The protocol was approved by the ethics committees of the National Institute of Public Health of Mexico (INSP), the National Agency for the Control of AIDS in Nigeria (NACA), and the Nigerian Institute for Medical Research (NIMR). Results We found that CBOs implement variable management practices that can either hinder or facilitate the efficient provision of HIV prevention services. Long-standing CBOs had relatively strong organizational infrastructure and capacity that positively influenced service planning. In contrast, fledgling CBOs were deficient of organizational infrastructure and lacked program planning capacity. The delivery of HIV services can become more efficient if management practices are taken into account. Conclusions The delivery of HIV services by CBOs in Nigeria was largely influenced by inherent issues related to skills, organizational structure, talent retention, and sanction application. These, in turn, affected management practices such as planning, organizing, leading, and evaluating. This study shows that KP-led CBOs are evolving and have strong potentials and capacity for growth, and can become more efficient and effective if attention is paid to issues such as hierarchy, staff recruitment, and talent retention.

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Section: Discussionmentioning

confidence: 99%

Management practices in community-based HIV prevention organizations in Nigeria

Akeju

Nance

Salas-Ortiz

et al. 2021

BMC Health Serv Res

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“…Furthermore, a number of academic studies have found that motivation, reward, recognition, passion, and effective talent management are some of the factors that leaders consider to be effective businesses must address in order to mitigate turnover rate and retain talented employees in the organization. [21]. Through previous studies, we have clarified the impression in a type of leadership on reward and recognition and shown the correlation between reward and recognition and talent retention.…”

Section: B Leadership Styles and Talent Retention Through Mediating R...mentioning

confidence: 88%

Leadership Styles and Talent Retention from Higher Education Institutions in Viet Nam. A Conceptual Framework

Truyen¹,

Trang²

2022

Proceedings of the International Conference on Research in Management &Amp; Technovation

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In recent years, several universities have implemented the accomplishments of the industrial revolution (4.0) in education. This demonstrates the importance of talent retention in the workplace, and brilliant individuals are seen as one of competitive advantage. Managers should have suitable talent management plans because talented individuals are scarce, valuable, and hard to substitute. Through the characteristics that leadership styles will affect, such as reward and recognition, learning orientation, and organizational justice, it will provide the organization with a perspective on the members' feelings about the factors affecting the intention to work longterm at higher education institutions. As a result, the authors propose exploring the talent retention model through leadership styles, which will impact the aspects that employees in an organization feel would be interesting and relevant to them. The authors to guide this study will conduct two phases: qualitative research and quantitative research. To investigate the fundamental factors of leadership style behavior, relating to the talent retention strategy of university leaders in Vietnam, qualitative research will be conducted on 8 universities in three regions. North, Central, and South of Vietnam by semi-structured interview method after interview questions with 8 leaders representing higher education institutions. Quantitative research will be conducted by gathering data from lecturers, researchers from organizations in order to test hypotheses based on the findings of qualitative research.

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“…ER has been shown to be critical for the development and achievement of the objectives of the organization, especially in building a competitive edge over other organisations (Bussin & Toerien, 2015). ER is defined as a management effort to keep employees from leaving the organisation, to reward them for doing a good job, to guarantee AGJSR 40,1 friendly working relationships between managers and employees and maintain a safe working environment (Mngomezulu, Challenor, Munapo, Mashau, & Chikandiwa, 2015;Hytter, 2007). ER refers to a company's efforts to keep desirable personnel with the specific goal of attaining corporate goals (Kaur, 2017;Dutta & Banerjee, 2014).…”

Section: Literature Review Theoretical Framework and Hypotheses Devel...mentioning

confidence: 99%

Testing the nexus between reward system, job condition and employee retention through intervening role of employee engagement among nursing staff

Kamselem

Nuhu

Lawal³

et al. 2022

AGJSR

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PurposeThis study investigated the effects of reward system (RS) and job conditions (JC) on employee retention (ER). In particular, this study addressed the mediating effect of employee engagement (EE) on the relationship between RS, JC and ER.Design/methodology/approachThis paper employed descriptive survey approach and the unit of analysis consisted of public hospital nursing staff. Data were collected using questionnaires with a sample of 370 nurse respondents. Structural equation modelling with Smart-Partial Least Squares (PLS) 3.3.8 was used in a statistical analysis.FindingsThe results revealed that RS and JC significantly related to ER. The study also showed the direct effect of RS and JC on EE. These findings indicate that (EE) has a partial mediating role in the relationship between RS, JC and ER.Practical implicationsThe study offers important policy insights for public nursing stakeholders who seek to increase retention of skills among their nursing staff. The findings are also crucial because they may help the health sector improve their ER strategies, especially in dynamic and competitive business situations where organisations are challenged to retain personnel from a limited skilled workforce.Originality/valueThe findings of this study contribute to the literature on retention of nursing employees by enhancing the understanding of the influences of EE, RS and JC on ER among public hospitals.

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The impact of recognition on retention of good talent in the workforce

Cited by 19 publications

References 9 publications

Management practices in community-based HIV prevention organizations in Nigeria

Management practices in community-based HIV prevention organizations in Nigeria

Leadership Styles and Talent Retention from Higher Education Institutions in Viet Nam. A Conceptual Framework

Testing the nexus between reward system, job condition and employee retention through intervening role of employee engagement among nursing staff

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