INTRODUCTION
There is a growing global interest in matters of recruitment and staff retention in higher education institutions and South Africa is no exemption. Invariably, all tertiary institutions are confronted with the tremendous challenge of identifying, recruiting and retaining high caliber staff, particularly lecturers.
Recruitment and retention are affected by the whole employment package (the rewards and dis benefits of the job) relative to other employment. These include pay and fringe benefits, intrinsic aspects of the job (e.g., for academics, teaching), job security, work organisation, autonomy, progression, family-friendly practices, congeniality of colleagues and the working environment etc. The more attractive the overall package, the more likely it will attract applicants and retain employees. The relative importance of these factors differs for recruitment and retention, due to informational differences between those in a job and potential recruits. Applicants (particularly those entering the sector) have less knowledge and the factors influencing recruitment tend to be those on which information is more easily available. This means that pay tends to loom larger for recruitment than retention. Moreover,
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It starts with a description of what human resource managers and, from the case study universities, Heads of department consider to affect recruitment and retention. It then turns to evidence based on employees’ views and behavior. Much of the evidence relies on staff views on how certain factors affect their satisfaction. Whilst there is a strong link between overall job satisfaction and turnover, it cannot be assumed that specific factors with which employees are satisfied or dissatisfied affect turnover. Without verification of the link between these factors and behavior, this evidence should be treated with
In future years the work we know and do will be changed. With current emerging technologies, such as the 3D printer, Wi-Fi, or mobile devices, jobs have already been impacted from what was done in the ‘olden days’ or before the introduction of these advancements. Three careers have been chosen to display how this information technology (IT) impacts on work, these careers being medicine, education, and journalism. They have been chosen based on how their careers have largely been positively impacted and changed because of these advancements. The examples below will demonstrate how IT has shown to be an overall positive addition to the work industry.
Here are some the factors below which can affect an organisations approach; Demographic factors: Demography is the investigation of the human populace as far as sex, age, religion, occupation, ethnicity and structure and so on. The statistic factors impact the enlistment procedure inside the association. Labour Market: Labour market constitutes the force of demand and supply of labour. For instance, if the demand for a particular skill is highly relative for that particular role, the recruitment process evolves more
Using Problem Solving to Address Challenges Turnover is a significant problem in many long-term care (LTC) facilities. In fact, the typical turnover rates in LTC range from 55% to 75% for nurses (Barbera, 2014). Maple Manor was no exception.
Healthcare organizations (HCOs) face a number of difficulties within its organization each day, including patient acquisition and patient retention. It is commonly believed that getting individuals to their healthcare facility is the most challenging aspect that HCOs face. Of course, new patient acquisition could be a challenge without an efficient marketing strategy, but the challenge does not stop there. One of the biggest challenges for many practices today is maintaining a high patient retention rate. Pushing a patient from a one-time-visitor to becoming a frequent visitor of a specific healthcare organization involves much more effort than expected.
Study results showed increased employee satisfaction and a reduction in employee turnover rate. (Brunges, M., & Foley-Brinza, C.,
Nurse turnover is a recurring problem for health care organizations. Nurse retention focuses on preventing nurse turnover and keeping nurses in an organization’s employment. However, decisions about nurse turnover and retention are often made without the support of full and complete knowledge of their associated costs and benefits. This article identifies common nurse turnover and retention costs and benefits, discusses the use of benefit-cost and cost-effectiveness analysis relevant to nurse turnover and retention, and calls for the construction of a business case for nurse retention. It also provides a foundation for including the costs and benefits of nurse turnover and retention in estimating the economic value of nursing.
The importance of staff retention Nurse retention is to provide staff with implements that will empower them in the workplace. Empowerment in organizational structures include power and opportunity. Employees with high levels of power are included in lines of information, support, resources and opportunities to learn and grow (Schwinger ET AL., 2010). In additional employees who have high levels of opportunity in their jobs tend to be more proactive problem solvers and accept change. When staff have opportunity and power, they are motivated, feel more in control, have increased wellbeing and have greater job satisfaction (Schwinger ET AL., 2010).
Consequently, this understanding of these principals increases the chances of obtaining well paying jobs. This attribute is
Primary auspice, primary function, experience, ethnicity, and geographic location on salary. After conducting ANOVA, they found that all factors were important in finding salary except for geographic location (Gibelman & Schervish,
The Retention Practices at Marks & Spencer By: Anika Raisa Khan 213325337 Staffing Organizations, HRM 6100 – Fall 2014 Dr. Christa Wilkins York University December 12, 2014 Abstract This paper outlines the reasons behind the high rate of turnover at Marks and Spencer and analyzes the issues with retention bonus and succession planning as their retention strategies. Furthermore, this paper gives suggestions and recommendations to M&S in order retain their key talents by introducing family friendly policies, ensuring competitive salary and benefits, career advancement and professional growth, using evidence based practices for recruitment and selection decisions, feedback mechanisms and lastly training and development opportunities.
This section reviews theories on employee retention. 2.2.1 Herzberg Two Factor Theory Frederick Herzberg (1959) two-factor theory is also known as the motivation-hygiene or the dual-factor theory. Herzberg’s theory states that certain factors in the organization related to the contentment of the job which provides satisfying experience for employees while separate set of hygiene factors cause dissatisfaction among employees in the workplace. The former factors are called motivators or satisfiers and include achievement, recognition, the work itself, responsibility, opportunity to do something meaningful, sense of importance, advancement and growth while the former factors are known as hygiene factors such as job security, fringe benefits, salary paid
THEORETICAL BACKGROUND OF THE STUDY: 3.1 RECRUITMENT & SELECTION Recruitment and selection is one of the most important management functions. The whole process represents a significant investment in both financial and other resources. Recruitment and selection are two of the most important functions of personnel management. Recruitment procedure selection and helps in selecting a right candidate.
Introduction Employees are crucial to any business, and so it is extremely important for an organisation to have a great understanding to the recruitment and selection process. This process is used to make sure the right candidate is chosen for the job. The aim of the research is to create a better understand of the recruitment and selection process and what takes organisation to recruit new employees. The recruitment and selection process has so many different elements to think about, and this essay reflects on how the organisation searches for possible candidates to recruit. Recruitment and selection process is dealt with mostly the human resource (HR) department, although in many organisations it is common for other heads of department to be involved in the process to make sure that technical considerations are assessed during recruitment and selection so that no faults are made.
The research noted that recruitment procedures that provide a large pool of qualified applicants, paired with a
P2) Explain the Strengths and weaknesses of different approaches to Recruitment and Selection Recruitment and Selection Recruitment can be defined as searching for and obtaining a pool of potential candidates with the desired knowledge, skills and experience to allow an organisation to select the most appropriate people to fill job vacancies against defined position descriptions and specifications. (Ref-Green, Paul C. Building Robust Competencies: Linking Human Resource Systems to Organizational Strategies. Jossey-Bass, 1999.) External recruitment brings new blood, new face to the organization.