Expectations and experiences of talent management across South Africa and the effect on retention
- Authors: Du Randt, Jean
- Date: 2019
- Subjects: Employee retention -- South Africa , Employee selection Manpower planning Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/39556 , vital:35290
- Description: The “war on talent” is intensifying and effective talent management strategies are imperative for business success. This study explores the expectations and experiences of talent management strategies amongst employees across South Africa and their impact on retention. The literature review covers the constructs of talent management, working environment, rewards, leadership, race, age and gender as well as retention. A quantitative survey approach with comparative studies was adopted. A snowball convenience sampling method was used with links to an on-line questionnaire e-mailed to potential respondents. A total of 711 useable responses were received. Statistical analysis included factor analysis, Cronbach alpha reliability testing, mean factor scores, paired samplet-tests, Pearson’s correlations, T-tests and ANOVAs. The study found that leadership was the factor rated as most important followed by working environment and development. Respondents reported significant differences between expectations and employer ratings on all factors, with cash rewards being the greatest source of dissatisfaction. Experiences of work environment, leadership and development indicated stronger correlations to retention than cash rewards. Women, millennials and non-whites demonstrated the highest retention risks. A significant negative correlation was found between the respondents’ reported experience of leadership, work environment and development and the importance they attached to cash rewards. The study supports Hertzberg’s classification of cash rewards as a hygiene factor and Alderfer’s ERG theory’s concept of frustration-regression. This has significant implications for the focus of talent and retention strategies, and it is proposed that improving the quality of leadership, work environments and development opportunities will decrease the current over-reliance on monetary rewards as a retention tool.
- Full Text:
- Date Issued: 2019
- Authors: Du Randt, Jean
- Date: 2019
- Subjects: Employee retention -- South Africa , Employee selection Manpower planning Personnel management
- Language: English
- Type: Thesis , Masters , MA
- Identifier: http://hdl.handle.net/10948/39556 , vital:35290
- Description: The “war on talent” is intensifying and effective talent management strategies are imperative for business success. This study explores the expectations and experiences of talent management strategies amongst employees across South Africa and their impact on retention. The literature review covers the constructs of talent management, working environment, rewards, leadership, race, age and gender as well as retention. A quantitative survey approach with comparative studies was adopted. A snowball convenience sampling method was used with links to an on-line questionnaire e-mailed to potential respondents. A total of 711 useable responses were received. Statistical analysis included factor analysis, Cronbach alpha reliability testing, mean factor scores, paired samplet-tests, Pearson’s correlations, T-tests and ANOVAs. The study found that leadership was the factor rated as most important followed by working environment and development. Respondents reported significant differences between expectations and employer ratings on all factors, with cash rewards being the greatest source of dissatisfaction. Experiences of work environment, leadership and development indicated stronger correlations to retention than cash rewards. Women, millennials and non-whites demonstrated the highest retention risks. A significant negative correlation was found between the respondents’ reported experience of leadership, work environment and development and the importance they attached to cash rewards. The study supports Hertzberg’s classification of cash rewards as a hygiene factor and Alderfer’s ERG theory’s concept of frustration-regression. This has significant implications for the focus of talent and retention strategies, and it is proposed that improving the quality of leadership, work environments and development opportunities will decrease the current over-reliance on monetary rewards as a retention tool.
- Full Text:
- Date Issued: 2019
Attracting and retaining talent: identifying employee value proposition (EVP) drivers of attraction and retention in the South African labour market
- Authors: Knox, Heather Joy
- Date: 2013
- Subjects: Employee retention -- South Africa , Personnel management -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9410 , http://hdl.handle.net/10948/d1020065
- Description: Rapid changes in the business environment as a result of globalisation, mergers and acquisitions, skills shortages and demographic changes in the workplace have led to a greater realisation of the importance of talent management and its role in ensuring a sustainable and successful organisation. Attracting and retaining talent has become one of the most important activities for organisations in order to ensure their competitive advantage. Companies must now differentiate themselves from competitors by offering current and potential employees an employment offering that they value. The employee value proposition (EVP) communicates to the internal and external workforce why they should work for and remain with a particular organisation. Identifying the attributes that employees' value is important in attracting and retaining the best talent. The aim of the study was therefore to identify the EVP drivers that a) attract and b) retain employees as well as those attributes that drive both attraction and retention. The influence of demographic variables, such as age and gender, on attracting and retaining employees was also explored. A structured questionnaire, based on the Corporate Leadership Council‟s EVP model, was developed and respondents were asked to indicate the importance they attach to each EVP attribute. A total of 204 respondents from 13 medium-sized to large-sized organisations in South Africa, participated in the study. The results showed that the quality of senior leadership, quality of managers and the organisation's reputation for managing people were the most important EVP drivers of both attraction and retention. The size of the organisation's workforce was the least important attribute for both attraction and retention. In addition, the results revealed there were no significant differences between EVP attributes that attract and retain males and those that attract and retain females. Furthermore, age plays a significant role in attracting and retaining talent. These results have significant implications for companies as they should design their EVP‟s based on what employees' value and deem to be the most important to them. Organisations need to start focusing on the generational differences that are present in today's business and adapt their EVP‟s accordingly.
- Full Text:
- Date Issued: 2013
- Authors: Knox, Heather Joy
- Date: 2013
- Subjects: Employee retention -- South Africa , Personnel management -- South Africa
- Language: English
- Type: Thesis , Masters , MA
- Identifier: vital:9410 , http://hdl.handle.net/10948/d1020065
- Description: Rapid changes in the business environment as a result of globalisation, mergers and acquisitions, skills shortages and demographic changes in the workplace have led to a greater realisation of the importance of talent management and its role in ensuring a sustainable and successful organisation. Attracting and retaining talent has become one of the most important activities for organisations in order to ensure their competitive advantage. Companies must now differentiate themselves from competitors by offering current and potential employees an employment offering that they value. The employee value proposition (EVP) communicates to the internal and external workforce why they should work for and remain with a particular organisation. Identifying the attributes that employees' value is important in attracting and retaining the best talent. The aim of the study was therefore to identify the EVP drivers that a) attract and b) retain employees as well as those attributes that drive both attraction and retention. The influence of demographic variables, such as age and gender, on attracting and retaining employees was also explored. A structured questionnaire, based on the Corporate Leadership Council‟s EVP model, was developed and respondents were asked to indicate the importance they attach to each EVP attribute. A total of 204 respondents from 13 medium-sized to large-sized organisations in South Africa, participated in the study. The results showed that the quality of senior leadership, quality of managers and the organisation's reputation for managing people were the most important EVP drivers of both attraction and retention. The size of the organisation's workforce was the least important attribute for both attraction and retention. In addition, the results revealed there were no significant differences between EVP attributes that attract and retain males and those that attract and retain females. Furthermore, age plays a significant role in attracting and retaining talent. These results have significant implications for companies as they should design their EVP‟s based on what employees' value and deem to be the most important to them. Organisations need to start focusing on the generational differences that are present in today's business and adapt their EVP‟s accordingly.
- Full Text:
- Date Issued: 2013
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