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Talent retention in a changing workplace : an investigation of variables considered important to South African talent

Published on Jan 1, 2004in South African Journal of Business Management 0.43
Abstract
In a workplace characterised by market-driven turnover, organisations attempting to retain those employees considered core to their purpose and continued success (referred to as 'talent') face a huge challenge in determining the factors instrumental in minimising turnover amongst this group. This research aimed to identify the variables important to this group of valued employees, with a specific focus on the South African context. In addition, it was aimed to discover the relative importance of intrinsic and extrinsic variables to South African talent, particularly when these are considered as factors in their decisions to leave the organisation. It was found that South African talent placed great importance on intrinsic variables, although market opportunities were also considered highly significant in employees' decisions to leave. The variable of 'Concern with employment equity and affirmative action' was revealed as a specifically South African variable, but it was not ranked as one of the participants' top five most important variables influencing retention.
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Published on Oct 1, 2018in Performance Improvement
Lalatendu Kesari Jena6
Estimated H-index: 6
(Xavier Institute of Management, Bhubaneswar),
Sajeet Pradhan4
Estimated H-index: 4
(International Management Institute, New Delhi)
Published on Sep 3, 2018in Public Integrity
Jeanette Black (University of Wisconsin–Stout), Kelly La Venture (Bemidji State University)
Employees want to work for organizations that provide a sense of purpose. People-centered organizational cultures promote meaningful organizations. In people-centered cultures, all people are important; a strong belief in people shapes the culture, people working together perform at higher levels, and all people benefit. Seven elements these cultures share are people-first core values, leadership, open communication, trust, aligned operations and work environments, change responsiveness, and org...
Published on Mar 14, 2018in Cogent Business & Management
Ali Mahfoozi (IAU: Islamic Azad University), Sanjar Salajegheh (IAU: Islamic Azad University)+ 1 AuthorsAyoub Sheikhi (SBUK: Shahid Bahonar University of Kerman)
The objective of the present research study is to construct a Talent Management model for the public sector from exclusive and inclusive approaches. The authors used a questionnaire survey to collect data from 357 employees at 32 governmental organizations, and then applied structural equation modeling for further analyses. The results revealed that Talent Management model is a multifaceted construct consisting of two main parts (i.e. Talent Management Mindset and Talent Management Strategy) tha...
Published on Dec 1, 2017in Service Business 2.29
Chen-Ya Wang1
Estimated H-index: 1
(NTHU: National Tsing Hua University),
Priyanko Guchait11
Estimated H-index: 11
(UH: University of Houston)
+ 1 AuthorsWan-Ting Weng1
Estimated H-index: 1
(NTHU: National Tsing Hua University)
Labor shortages have long been an issue in the service industry. One pool of potential dedicated and skilled employees that has remained untapped is customers. This study explores the customer to frontline employee (CtFE) phenomenon: customers becoming frontline employees after consumption experience. Through one-on-one, in-depth interviews, we identify factors related to job choice and service experience influencing customers’ CtFE decisions. We also develop propositions and a conceptual framew...
Published on Jun 1, 2017in Polish journal of management studies
Smitha Nayak1
Estimated H-index: 1
(Manipal University),
Suhan (Manipal University)
There is a paradigm shift in the nature of employee –employer bonding in the present dynamic business context. It is moving from a strong long term relationship to an instable short term association. This change is primarily observed among highly skilled knowledge workers of the information technology industry as they seek the best organizational environment that will suit their needs. In the present operating business environment where organizational growth is an outcome of innovative and techn...
Francisco Cesário2
Estimated H-index: 2
,
Maria José Chambel15
Estimated H-index: 15
Purpose This paper aims to explore the extent to which participation in a previous graduate recruitment programme affects graduates’ organisational affective commitment and their desire to remain. Design/methodology/approach With the support of a Portuguese organisation that annually operates a trainee programme to attract the best graduates from top universities, a questionnaire with human resource management (HRM) practices, affective commitment and turnover intention scales was used, with dat...
Published on Jan 30, 2017in Sa Journal of Human Resource Management
Monica Pregnolato1
Estimated H-index: 1
(UCT: University of Cape Town),
Mark Bussin7
Estimated H-index: 7
(UJ: University of Johannesburg),
Anton Schlechter8
Estimated H-index: 8
(UCT: University of Cape Town)
Orientation: Changing workplace demographics and a dearth of employees with scarce skills have forced employers to better understand the various factors that retain talented employees. Research purpose: In this empirical study, the reward preferences and ideal combination of total reward elements (based on an estimation of their relative importance) that retain employees from various demographic groups, including employees of different race, gender and age groups, were investigated. Motivation f...
Published on Oct 1, 2016in Iranian Journal of Management Studies
Solaleh Shahvazian1
Estimated H-index: 1
,
Saeed Mortazavi5
Estimated H-index: 5
+ 1 AuthorsFariborz Rahimnia7
Estimated H-index: 7
IntroductionThe highly competitive business environment requires organizations which have the ability to retain talented people in order to remain competitive. In this regard, according to research by the Harvard Business Review of a million employees' data, more employees left organization after just one year working (Gallo, 2015). Another survey was conducted in 2015 by Deloitte among more than 3,300 HR and business leaders in 106 countries. Although the results illustrated that only 7% rated ...
Published on Feb 29, 2016in Journal of Psychology in Africa 0.51
Johannes Jacobus Redelinghuys1
Estimated H-index: 1
(NWU: North-West University)
This study sought to determine the possible indirect effect of person-environment (PE) fit on intentions to leave via job satisfaction and the moderating effect of leader empowering behaviour on job satisfaction and intentions to leave the work organisation. Participants were 398 employees working for a retail company in Gauteng Province, South Africa (females = 68.6 %, blacks = 58 %; managerial = 5.8 %; age range = under 20 to 60 years +). They completed the Perceived Fit Scale, Job Satisfactio...