Retention Practices for Engineering and Technical Professionals in an Australian Public Agency

Rose, Dennis M.; Gordon, Ray

doi:10.1111/j.1467-8500.2010.00693.x

Cited by 12 publications

(15 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Previous research has demonstrated that retention, whether in the private or public sector, is a multi-faceted construct that a number of drivers affect. They include employee commitment, especially affective and normative commitment (Abbott, White & Charles, 2005;Joseph, Ng, Koh & Ang, 2007;Meyer, Allen & Smith, 1993;Samuel & Chipunza, 2009), engagement (Dewhurst, 2009;Frank et al, 2004);communication (DeMarco, n.d.;Perrine, 2009); leadership and interaction (Dyer, 2009;Perrine, 2009;Samuel & Chipunza, 2009); and specific human resource (HR) practices (Bova & Kroth, 2001;Rose & Gordon, 2010;Samuel & Chipunza, 2009). Commitment and engagement correlate negatively with turnover or the intention to leave the organisation.…”

Section: Synthesis and Critical Evaluation Of The Literaturementioning

confidence: 99%

Factors affecting the retention of Generation X public servants: An exploratory study

Masibigiri¹,

Nienaber

2011

SA j. hum. resour. manag.

View full text Add to dashboard Cite

Orientation: Retaining employees, especially Generation Xers, is imperative to ensure the high performance of organisations.Purpose: The purpose of this study was to explore the factors that affect the retention of Generation X public servants.Motivation for the study: Given their unique characteristics, it is a challenge to retain Generation X employees. This problem may be worse in the public sector than in the private sector, as there are fewer financial rewards in the public service than in the private sector.Research design: The interpretivist paradigm is appropriate for this study. It used a qualitative, empirical approach. The researchers obtained the data through purposive sampling and interviews.Main findings: The study showed that the factors affecting the retention of Generation X public servants include work content, utilisation of skills, career advancement, work–life balance, compensation, security needs, leadership and drive.Practical/managerial implications: Employers, like the civil service, can be proactive in retaining Generation X employees because of the factors that affect their retention. Managers can prevent further pressure on service delivery that the skills shortage has caused if they use the skills the employees already have.Contribution: The article fills a gap, as there has been little research on staff retention. This is particularly true of Generation X employees in South Africa. This article adds information that will improve retention strategies for Generation X employees, particularly in the public service.How to cite this article: Masibigiri, V., & Nienaber, H. (2011). Factors affecting the retention of Generation X public servants: An exploratory study. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 9(1), Art. #318, 11 pages. DOI: 10.4102/sajhrm.v9i1.318

show abstract

Section: Synthesis and Critical Evaluation Of The Literaturementioning

confidence: 99%

Factors affecting the retention of Generation X public servants: An exploratory study

Masibigiri¹,

Nienaber

2011

SA j. hum. resour. manag.

View full text Add to dashboard Cite

show abstract

“…Regarding the phenomenon of turnover among ICT professionals or mobile communications industry employees, there is a handful of published research; among these the works of Joseph and Ang (2003) On the other hand, regarding the application of fuzzy models in social, behavioral and management sciences, it should be admitted that they are not widely used for modeling problems of this kind; especially in the field of human resource management and organizational behavior, few studies have been conducted using these models. In fact, most of the papers seeking to explain the relationships or causal links among studied variables in these disciplines and particularly the issue of job turnover, use statistical techniques and especially structural equation modeling; for instance, in a research conducted by Robinson and Beesley (2010), regression analysis has been used to study the relationship between the variable of creativity and turnover intention; in another paper, Shim (2010) has used Logistic Regression Model (LRM) to study the relationship between organizational culture and atmosphere and empl turnover; In another research, Rose and Gordon (2010) have used ANOVA technique in order to study the relationship between the variables of gender and job type and the variable of staying in the organization; in a research, Yan and Zhou (2010) have used structural equation modeling to study the relationship among the factors affecting fear of turnover; in a research conducted by Zheng and Lamond (2009), multiple regression analysis has been used to examine the relationship between a number of variables and turnover in Asian multinational companies; and finally, in a research conducted by Mehregan & Seyed Kalali (2013b), factor analysis has been used to identify and classify the factors affecting turnover.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

A Fuzzy Inference System for Supporting the Retention Strategies of Human Capital

Kalali

2015

Procedia - Social and Behavioral Sciences

View full text Add to dashboard Cite

Planning to retain ICT knowledge workers is one of the main necessities of a successful business in telecommunication industry in Iran and in the world; because in a competitive environment, organizations can hardly retain their specialized and expert human resources and they are constantly exposed to recruitment policies of competing organizations. Considering these conditions, suitable strategies must be implemented to prevent employee turnover. In this regard, the aim of the present research is to design an expert-based fuzzy Therefore, based on the process of decision making in a fuzzy environment which consists of the three phases of fuzzification, fuzzy inference and defuzzification, the system was designed and inference rules were formulated by consulting experts and those involved in this industry. The obtained model makes it possible to predict turnover based on various inputs (variables affecting turnover). Thus, human resources planners and managers in Iranian telecommunication industry can use fuzzy inference system for predicting turnover in order to support decision-making and develop strategies and plans for retention of their knowledge workers.

show abstract

“…The role of the line manager in creating conditions that encourage employee engagement cannot be overemphasised (Cheese et al 2008), especially in the case of Generation X employees (Ahlrichs, 2007;Cordeniz, 2002;Dewhurst, 2009, Dyer, 2009, Graen et al, 1982, Johnson, 2002Kaiser & Hogan, 2010;Perrine, 2009;Pfau & Kay, 2002;Rodriguez, Green & Ree, 2003;Rose & Gordon, 2010;Salopek, 2008;Wheeler et al, 2010). According to these authors factors influencing engagement include trust and integrity of leadership/the line manager, nature of the job, ability to align individual effort with organisational performance, career growth opportunities, pride in the organisation, relationships with co-workers, personal development and the relationship with the immediate manager.…”

Section: Employee Turnovermentioning

confidence: 99%

“…Generation Xers prefer leadership behaviours that are associated with generational themes, especially flexibility, recognition and challenging working conditions where they can use their skills (Cordeniz, 2002;Perrine, 2009;Pfau & Kay, 2002;Rodriguez et al, 2003;Salopek, 2008). Human resource (HR) practices valued by Generation X employees include flexible working arrangements in terms of working time, work and rewards (Cordeniz, 2002;Johnson, 2002;Rose & Gordon, 2010), recognition, including equitable pay (Ahlrichs, 2007;Perrine, 2009), training (including mentoring) and development, given that they are loyal to their skills (Ahlrichs, 2007;Cordeniz, 2002;Rose & Gordon, 2010;Ruch, 2000;Vaughn, 2008) and performance management (including feedback) (Rose & Gordon, 2010;Salopek, 2008;Schachter, 2009;Taylor, 2002;Vaughn, 2008). Generation Xers have no respect for service, title or rank, because their parents had it all but lost their jobs in any event (DeMarco, n.d.).…”

Section: Generation Xmentioning

confidence: 99%

Exploring factors influencing voluntary turnover intent of Generation X public servants: A South African case

Nienaber

Masibigiri

2012

Acta Commercii

View full text Add to dashboard Cite

Purpose: The purpose of this article is to report on the factors perceived to influence the turnover intent of Generation X public servants.The problem: The researcher investigated the factors that Generation X public servants in South Africa perceive as influencing their turnover intent. Design:The problem was studied by way of a case study. The data were collected by means of semistructured interviews. A total of eight purposively selected Generation X public servants participated in this study. Findings:The findings of the study show that the factors influencing the turnover intent of the Generation X public servants correspond to some of those proposed in the literature, including the nature of the job, traditional attitudes, and organisational context, both on the macro-and the microlevels. Furthermore, these factors are also congruent with the drivers of engagement as set out in the literature, specifically content, coping, compensation, community and career. One of the implications of the findings of this study is that although the value of employees to organisations were established as long ago as the Renaissance, organisations still do not capitalise on their most important asset. It is in particular the direct (line) manager that plays a crucial role in optimising the value-add of employees.Value: This study is original as it was the first to investigate the turnover intentions of Generation X public servants. Generation X employees are important as they are deemed to be the knowledge repositories of organisations and they are next in line to support the organisation when the Baby Boomers retire. The perceived turnover intentions correspond to some of the components of the generic turnover model proposed by Holtom et al. (2008). The question that arises is whether the turnover intentions of Generation X are any different from other generations. Conclusions:Given their unique characteristics, Generation X is a turnover risk, which is facilitated by employee mobility. The line manager has control over all the components influencing turnover intent, while engagement is omnipresent in these components. It is the role and responsibility of the line manager to facilitate engaged employees, which would equate to affectively committed employees, by attending to these components. In so doing the line manager can prevent the costly implications of employee turnover while capitalising on their value to the organisation.

show abstract

Retention Practices for Engineering and Technical Professionals in an Australian Public Agency

Cited by 12 publications

References 31 publications

Factors affecting the retention of Generation X public servants: An exploratory study

Factors affecting the retention of Generation X public servants: An exploratory study

A Fuzzy Inference System for Supporting the Retention Strategies of Human Capital

Exploring factors influencing voluntary turnover intent of Generation X public servants: A South African case

Contact Info

Product

Resources

About