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 |