ABSTRACT

Very little empirical research has been conducted within the South African context and internationally in assessing barriers-to-change specifically. The intended outcome of this research was to develop a framework for proactive change management. A sample of convenience was utilised with 332 respondents. The Barriers-to-Change Questionnaire, developed for and utilised during this study, exists out of 92 items, posted in question format anchored at the extreme sides. The results yielded a single scale with a Cronbach Alpha of 0.983. It is concluded that the domain of “Barriers-to-Change�? was successful measured. The findings and their implications are also discussed

Orientation: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total reward factors, perceived organisational support and perceived supervisor support are distinct but related concepts, all of which appear to influence an employee’s decision to stay at an organisation.Research purpose: The objective of this study was to identify the different total reward components that multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ total reward components, perceived organisational support, and perceived supervisor support.Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management.Research methodology: A quantitative, cross-sectional research design was applied to gather data from employees (N = 303) from different industry sectors in South African organisations.Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors amongst multi-generation groups. Differences between total reward preferences and demographical variables, which include age, gender, race, industry and job level, were found.Practical/managerial implications: Organisations should design their reward packages by taking employees preferences into account. More specifically, organisations should focus on remuneration, performance management and development opportunities in order to retain scarce skills.Contribution/value additions: The results of the study can assist managers to design effective retention strategies, whilst also providing crucial information for the retention and motivation of employees.

<strong>Orientation:</strong> The South African nursing profession is in a crisis as professional nurses leave the country in search of lucrative work overseas.<p><strong>Research purpose:</strong> The purpose of this study was to investigate individual determinants of voluntary turnover to identify a risk-group profile.</p><p><strong>Motivation for the study:</strong> Nursing employers should have a clearer understanding of the dynamics around nurses&rsquo; turnover behaviour and embark on strategies to retain their talent.</p><p><strong>Research design, approach and method:</strong> A survey measuring voluntary turnover was conducted among 262 professional and assistant nurses in three selected hospitals in Gauteng province using the McCarthy, Tyrrell and Cronin (2002) instrument. Pearson&rsquo;s chi square with Yates&rsquo;s continuity correction tested the relationship among the variables presented in a contingency table, in other words the risk group and each of the individual determinants.</p><p><strong>Main findings:</strong> Discontent with salaries was the major determinant of the nurses&rsquo; resignation. Organisational causes were nursing practices, the work environment, physical-emotional costs and employment opportunities after resignation.</p><p><strong>Practical/managerial implications:</strong> Hospital management could indeed establish a good rapport with nursing staff while facilitating respectful and ethical conduct by doctors towards nursing staff. Putting into place effective labour practices and business strategies could improve job satisfaction in the workplace.</p><p><strong>Contribution/value-add:</strong> This study contributed to a greater understanding of the personal and organisational determinants of the turnover of nurses in South African hospitals.</p><p><strong>How to cite this article:</strong><br /> Stanz, K., &amp; Greyling, J. (2010). Turnover of nursing employees in a Gauteng hospital group. <em>SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 36</em>(1), Art. #850, 11 pages. DOI: 10.4102/sajip.v36i1.850</p>