Institutional Repository

Employee retention in a higher education institution: an organisational development perspective

Show simple item record

dc.contributor.author Erasmus, B.J.
dc.contributor.author Grobler, Anton
dc.contributor.author van Niekerk, M
dc.date.accessioned 2016-07-08T13:04:19Z
dc.date.available 2016-07-08T13:04:19Z
dc.date.issued 2015
dc.identifier.citation Erasmus,B.J.Grobler,A. and van Niekerk, M,2015,"Employee retention in a higher education institution: an organisational development perspective",Progressio,37(2):32-62 en
dc.identifier.issn 0256-8853
dc.identifier.uri http://hdl.handle.net/10500/20975
dc.description.abstract Talent retention and employee turnover are major concerns for higher education institutions (HEIs) because they are losing highly qualified staff to the private sector and to other HEIs that are able to offer better rewards and benefits. The turnover of talented staff is therefore a major concern for the institution under investigation. The retention and voluntary turnover decisions among a workforce of 4 651 employees was thus investigated. A quantitative cross-sectional study was conducted by means of the objective analysis of organisational data in combination with the structured questionnaire (organisational climate survey). Descriptive and inferential statistics were applied to analyse the data across demographic groups, including age, employment category (academic as well as professional and support), etc. The results indicated that the institution’s turnover rate was acceptable (4.34%) and that dysfunctional turnover was marginal because employees with belowstandard performance ratings had voluntarily resigned. Positive correlations and significant beta (b) values were reported between Organisational citizenship, Leadership, My manager and Compensation and the employees’ intent to stay in or to leave the organisation. These organisational climate factors were found to explain approximately 30 per cent of the variance in the employees’ intent to stay in or to leave the organisation. The article recommends that a talent retention tool be developed. In addition, it contributes to the literature on retention and turnover of high-performing employees, as it underscores the importance of measuring employee turnover. en
dc.language.iso en en
dc.subject causal model en
dc.subject high-performing employees en
dc.subject organisational climate survey en
dc.subject intention to leave en
dc.subject retention en
dc.subject turnover en
dc.subject voluntary turnover en
dc.title Employee retention in a higher education institution: an organisational development perspective en
dc.type Article en
dc.description.department Graduate School of Business Leadership (SBL) en


Files in this item

This item appears in the following Collection(s)

Show simple item record

Search UnisaIR


Browse

My Account

Statistics