Factors Affecting Recruitment And Retention

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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
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