Academics Attraction and Retention Trends at a South African University

Makondo, Livingstone

doi:10.1080/09766634.2014.11885621

Cited by 12 publications

(11 citation statements)

References 2 publications

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“…Employment equity and remuneration practices are important factors in attraction and retention of new academics, especially from historically disadvantaged groups in South Africa (Mapesela & Strydom, 2005). However, the organisational brand of academic institutions continues to be hindered by unattractive remuneration practices (Makondo, 2014) and a lack of adequate incentives for knowledge production (Wangenge-Ouma, Lutomiah & Langa, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Management perceptions of a higher educational brand for the attraction of talented academic staf

Saurombe

Barkhuizen

Schutte

2017

SA j. hum. resour. manag.

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Orientation: Academic staff members have a crucial role in the success of higher education institutions (HEIs). Therefore, it is imperative to cultivate an appealing organisational brand that will attract them to HEIs as an employer of choice.Research purpose: The main objective of this study was to explore management perceptions on a higher educational institution as a brand for the attraction of talented academic staff.Motivation for the study: Although a substantial amount of research has been conducted on organisational branding, not much has emphasised the higher educational sector.Research approach, design and method: A qualitative research approach was adopted, using semi-structured interviews to collect data from management (N = 12) of a merged South African HEI.Main findings: The findings revealed six themes that should form the core of a higher educational brand for academic staff: reputation and image, organisational culture and identity, strategic vision, corporate social responsibility and work and surrounding environment.Practical/managerial implications: The findings of the study will assist higher education management to create a compelling organisational brand and work environment to attract and retain talented academic staff members.Contribution/value-add: This research makes a valuable contribution towards creating new knowledge in the key that should form part of an appealing higher education brand that will attract and retain current and future talent.

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Section: Introductionmentioning

confidence: 99%

“…Amzat (2015) explains that branding is important for the sustainability of HEIs and the offering of products that are superior to their competitors. Therefore, HEIs should attract qualified academic staff who can ensure sustainability and quality over the long term (Makondo, 2014;Pienaar & Bester, 2008).…”

Section: Introductionmentioning

confidence: 99%

Management perceptions of a higher educational brand for the attraction of talented academic staf

Saurombe

Barkhuizen

Schutte

2017

SA j. hum. resour. manag.

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“…Online ISSN: 2052-6407(Online) 3 Besides, unattractive remuneration procedures continue to impede the institutional brand of African universities as noted by Makondo (2014). In this context, the present study attempted to investigate management members' opinions on a technical university as a brand to attract quality lecturers.…”

Section: Published By Ecrtd-ukmentioning

confidence: 99%

“…Consequently, the universities need to attract skilled lecturers capable of ensuring long-term sustainability and quality (Makondo, 2014). As lecturers play a crucial role in a university's success, it is important to nurture an attractive organizational brand that would attract them to the institutions.…”

Section: Introductionmentioning

confidence: 99%

Creating a Compelling Brand for Ghanaian Technical Universities to Attract Qualified Lecturers: Management’s Perspective

2020

IJBMR

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This study aimed at exploring management members' views on branding Ghanaian technical universities to attract qualified lecturers. The justification for the study stems from the fact that although a considerable amount of organizational branding studies have been conducted, not much has focused on Ghanaian technical universities. A qualitative approach is applied, adopting semi-structured interviews to collect data from seven (N=7) management members of Sunyani Technical University. The study discovered five themes that attract high-quality lecturers to the institutional brand of technical universities. The practical implications of this study are that the findings will assist technical university management and by extension all other higher learning institutions in creating a compelling organizational brand that attracts and retains quality lecturers. This study contributes significantly to the creation of new knowledge in strategic areas that constitute an attractive brand of technical universities to attract and maintain quality lecturers.

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“…The emphasis on higher education rankings is forcing universities to make earnest efforts towards building and developing a formidable workforce. This is in light of the realisation that it is an organisation"s talent that distinguishes it from another with regards to the putative competitive race (Makondo, 2014). Issues of employee turnover, poor compensation and undesirable working conditions have been identified as the major challenges frustrating the talent management efforts of many tertiary education institutions including the institution under study (Samuel & Chipunza, 2013).…”

Section: Introductionmentioning

confidence: 99%

Perceived Challenges of Implementing An Integrated Talent Management Strategy at A Tertiary Institution in South Africa

Mukwawaya¹,

Proches²,

Green³

2021

IJHE

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The aim of this study was to investigate and delineate the perceived challenges of implementing an integrated talent management strategy at a South African tertiary institution. The study was conducted at a relatively new university that opened its doors on the 1st of January 2015. Since the inception of the university under study, the institution has grown considerably but without proper policies and strategies in place to ensure its competitiveness and sustainability within the current Higher Education and Training sector in the country. A qualitative research methodology in the form of semi-structured interviews conducted with a convenience sample of 10 participants was employed to execute the study. The sample was drawn from the population of directors and official representatives of administrative, academic and support staff. The inclusion of these participants was premised on the idea that by virtue of their job description, they would be most exposed to talent management issues. Results of the study indicate that the major challenges experienced in implementing an integrated talent management strategy at the university include lack of management commitment and budget, as well as unionism and resistance to change amongst staff. As such, the primary recommendations of this study are for demonstrated commitment by university management towards accessing adequate finances to facilitate the implementation of a sound talent management strategy that will assist in promoting both the quality and longevity of the tertiary education institution in question.

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Academics Attraction and Retention Trends at a South African University

Cited by 12 publications

References 2 publications

Management perceptions of a higher educational brand for the attraction of talented academic staf

Management perceptions of a higher educational brand for the attraction of talented academic staf

Creating a Compelling Brand for Ghanaian Technical Universities to Attract Qualified Lecturers: Management’s Perspective

Perceived Challenges of Implementing An Integrated Talent Management Strategy at A Tertiary Institution in South Africa

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