Psychology of Retention (eBook)

Melinde Coetzee (DL itt et Phil) is a professor in the Department of Industrial and Organisational Psychology at the University of South Africa. She has 14 years of experience in organisational development, skills development and HR management in the corporate environment and has been lecturing subjects such as Personnel, Career, Organisational and Managerial Psychology since 2000 at undergraduate, honours and masters levels. She also presents short learning programmes in skills development facilitation through Unisa’s Centre for Industrial and Organisational Psychology. Melinde is a professionally registered Industrial Psychologist with the Health Professions Council of South Africa (HPCSA) and a master human resource practitioner with the South African Board for People Practice (SABPP). She is Chief Editor of the South African Journal of Industrial Psychology and also the author, co-author and editor of a number of academic books. She has published in numerous accredited academic journals. She has also co-authored and contributed chapters to books nationally and internationally. She has presented numerous academic papers and posters at national and international conferences.  Ingrid Potgieter (DCom) is an Associate Professor in Human Resource Management at the Department of Human Resource Management at UNISA. She is a registered industrial psychologist at the Health Professions Council of South Africa (HPCSA) since 2009 and also a registered human resource practitioner and the South African board for people practices (SABPP). She is also an author and co-author of several published articles in local and international journals. In addition, she presented several papers at national and international conferences. Nadia Ferreira (DCom) is an Associate Professor in Human Resource Management at the Department of Human Resource Management at UNISA. She is a registered human resource practitioner with the South African Board for People Practices (SABPP). She is also an author and co-author of several published articles in local and international journals. In addition, she presented several papers at national and international conferences.

Preface 6
Introduction and Overview of the Book 6
Acknowledgements 10
Contents 11
Editors and Contributors 14
Conceptual Lenses in Viewing the Psychology of Retention in the VUCA World of Work 17
1 A Job Demands—Resources Framework for Explaining Turnover Intentions 20
Abstract 20
Introduction 20
Contextual (Environmental) Factors 22
Perceived Organisational Support 23
Quality of Supervisor Relationship 24
Work Load (Overload and Underload) 24
Task Identity 25
Perceived External Prestige (PEP) 25
Perceived Team Climate 26
Contract Breach 26
Advancement Opportunities 27
Growth Opportunities 28
Work—Family Conflict/Balance 28
Job Insecurity 29
Individual Dispositions 30
Sense-Making and the Meaning of Work 30
Personal Resources (Hope Efficacy
Self-regulation Theory/Self-determination Theory 32
Personal Agency 33
The JD-R Model as Basis for the Dynamic Dual Process Framework 34
Proximate and Distal Job Resources (Pull Factors/Facilitators) 35
Proximate and Distal Job Demands (Push Factors/Inhibitors) 35
Individual Dispositional Factors 35
Dual Intermediate Outcomes (Work Engagement—Disengagement) 36
Dual Final Outcomes: Intentions and Decisions to Finally Leave or Stay 36
Conclusions and Implications for Retention Practice and Research 37
Summary 39
References 39
2 The Flow@Work Model as a Talent Retention Framework for the Knowledge Economy 49
Abstract 49
Introduction 50
Defining the Concept of Psychological Work Immersion 50
Theoretical Foundation of the Flow@Work Model 51
The Flow@Work Model 53
People-Effectiveness Enablers 54
Applying the Model in Practice 58
Implications of the Model for Future Research and Talent Retention Practices 63
Summary 63
References 64
External Organisational Context: Emerging World of Work 67
3 Digital Employee Experience Engagement Paradox: Futureproofing Retention Practice 69
Abstract 69
Introduction 69
The Digital Disruption of Everything 70
Future of Work and Work of the Future 73
Futureproofing Retention and Engagement via the (Re) Design of Next Generation Employee Experience 78
Design Thinking, Robust Workplace Analytics and an Agile Mind-Set are Enabling Centrepieces of Digital Transformation Roadmap 82
Summary 85
References 86
4 The Relevance of the Employee Value Proposition for Retention in the VUCA World of Work 88
Abstract 88
Introduction 89
Defining the EVP 91
Challenges in the EVP Landscape 93
Implementing the EVP in Practice 94
Phase 1: Research and Gathering Insights 95
Phase 2: EVP Articulation and Sense-Checking 95
Phase 3: Implementation 96
Phase 4: Monitoring and Adjustment 96
The Implementation of an EVP at MMI Holdings Limited 97
Context and Background 97
The Brief from the MMI Leadership Team 97
Phase I—Research and Gaining Insights 98
Phase II—Designing the MMI EVP Framework 98
Phase III—Implementation 100
Conclusions and Implications for Retention 100
Summary 101
Acknowledgements 101
References 101
Internal Organisational Context 103
5 Job Embeddedness Theory as a Tool for Improving Employee Retention 106
Abstract 106
Introduction 106
Discussion 107
Theoretical Background 108
Key Predictive Relationships 111
Future Research 112
On-the-Job and Organizational Embeddedness 112
Occupational Embeddedness 113
Family Embeddedness in the Community 113
Antecedents to Embeddedness Foci 114
Organizational Practices 114
Off-the-Job Characteristics 115
Embeddedness Foci and Work-Related Outcomes 115
Direct Effects of Embeddedness Foci 116
Time Dynamics 119
Implications for Retention Theory and Practice 119
Beyond an Organization-Focused Approach 120
Supplementing Skill-Development with Opportunity-Enhancement 120
Supplementing Motivation-Enhancement with Opportunity-Enhancement 121
The Possible Downside of Off-the-Job Embeddedness 121
Conclusion and Implications for Retention 121
Summary 123
References 123
6 Job Demands-Resources, Person-Job Fit and the Impact on Turnover Intention: Similar Across Professional and Administrative Job-Types? 129
Abstract 129
Introduction 129
Theoretical Background 130
Retention, Turnover Intention and Person-Job Fit 130
Professional and Administrative Occupations 132
The Job Demands-Resources Model 133
Research Method 134
Approach 134
Participants 135
Measures 136
Analysis 136
Results 136
Model Fit 136
Correlations 137
Path Analysis 137
Discussion 138
Conclusion and Implications for Retention 140
Summary 141
References 141
7 School Principal Support, and Teachers’ Work Engagement and Intention to Leave: The Role of Psychological Need Satisfaction 147
Abstract 147
Introduction 147
Principal Support and Psychological Need Satisfaction 149
Principal Support, Basic Needs Satisfaction, and Work Engagement 150
Aim and Hypotheses 151
Method 152
Setting and Participants 152
Measuring Instruments 153
Data Analysis 154
Research Procedure 155
Results 155
Testing the Measurement Model 155
Testing the Structural Model 156
Indirect Effects 158
Discussion 159
Conclusions and Implications for Retention Practice and Research 162
Summary 162
References 163
8 Capitalising on Employee’s Psychological Wellbeing Attributes in Managing Their Retention: The Adverse Influence of Workplace Bullying and Turnover Intention 167
Abstract 167
Introduction 168
Theoretical Support for Linking Workplace Bullying, Turnover Intention and Wellbeing Dispositional Attributes 169
Method 172
Participants and Procedure 172
Measures 173
Statistical Analysis 174
Results 175
Descriptive Statistics and Zero-Order Correlations 175
Correlation Analysis 175
Variables Explaining the Wellbeing Dispositional Attributes Canonical Variate 177
Variables Explaining the Retention-Related Attitudes Canonical Variate 177
Wellbeing Dispositional Attributes Accounting for the Variance in the Retention-Related Canonical Construct Variate Variables 179
Retention-Related Attitudes Accounting for the Variance in the Wellbeing Dispositional Attributes Canonical Construct Variate Variables 179
Discussion 179
Implications for Retention Practice 181
Limitations and Directions for Future Research 183
Summary 183
References 183
Employee Characteristics 188
9 Personal Attributes Framework for Talent Retention 192
Abstract 192
Introduction 192
Theoretical Support for Linking Self-esteem, Organisational Commitment, Career Adaptability and Employability to Retention 193
A Personal Attributes Framework for Talent Retention 198
Implications for Retention Theory and Practice 201
Summary 204
References 204
10 Multi-generational Workforce and Its Implication for Talent Retention Strategies 211
Abstract 211
Introduction 211
Talents 213
Generational Cohorts 214
Silent Generation 215
Baby Boomers 215
Generation X 218
Millennials 218
Generational Cohorts and Talent Retention Strategies 219
Conclusions and Implications for Retention Practice 222
Limitations and Suggestions for Further Research 223
Summary 224
References 225
11 Talent Retention Strategies: The Role of Self-regulatory Career Behaviour Among Working Adults 230
Abstract 230
Introduction 230
Theoretical Support for Linking Self-regulatory Career Behaviour (Employability Attributes, Career Adaptability and Organisational Commitment) and Retention Factors 232
Self-regulatory Employability Skills 232
Career Adaptability 233
Organisational Commitment 234
Retention Factors 235
Proposed Strategies for Talent Retention 238
Implications for Retention Practices 241
Conclusions 243
Summary 244
References 244
12 Career Development of Professional Women: The Role of Person—Centered Characteristics on Career Satisfaction 249
Abstract 249
Introduction 249
Theoretical Background 250
Problem Statement and Objectives 255
Research Design 255
Participants and Procedure 255
Measures 256
Data Analysis 256
Results 256
Correlations 256
Predictor Effects 257
Significant Differences in Biographical Characteristics 257
Discussion 258
Implications for Career Development and Retention Practice 259
Limitations and Recommendations 260
Conclusion 261
Summary 261
Appendices 261
References 264
13 Encouraging Older People to Continue Participating in Civil Society Organizations: A Systematic Review and Conceptual Framework 269
Abstract 269
Introduction 269
Objectives of the Chapter 271
Research Design 271
Findings 272
Means-Related Factors 277
Motives-Related Factors 279
Organizational and Opportunity Context-Related Factors 279
Discussion 280
Implications for Retention Theory and Practice 282
Summary 283
Acknowledgements 283
References (*Papers included in the systematic review) 283
Organisational–Individual Relationship: Psychological Contract 288
14 Millennial and Psychological Contract: Social Constructivist Approach 291
Abstract 291
Introduction 292
Developing Millenials Careers Through Psychological Contract 293
Career Development Approach as the Strategy of the Millenials Retention 295
Building Career Resilience Through Learning: A Social Constructivist Approach 298
Implications: Mentoring the Millennials for Retention 301
Summary 305
References 305
15 Knowing Me is the Key: Implications of Anticipatory Psychological Contract for Millennials’ Retention 311
Abstract 311
Introduction 311
Theoretical Background 313
Millennials and Work 313
Challenges for Retaining Millennials 314
Psychological Contract Breach as a Framework to Study Retention of Millennials 315
Study 1: Insights into Millennials’ APC: An Empirical Analysis 316
Methodology 316
Results 317
Study 2: Insights into a Potential Breach of PC for Millennials—The Example of Slovenia 321
Methodology 321
Results 322
Discussion, Limitations and Suggestions for Future Research 324
Implications for Retention Theory and Practice 327
Summary 329
Acknowledgements 330
References 330
16 Managing Diversity in Talent Retention: Implications of Psychological Contract, Career Preoccupations and Retention Factors 335
Abstract 335
Introduction 335
Theoretical Background 336
Psychological Contract 336
Psychosocial Career Preoccupations 337
Retention Factors 338
Method 340
Employees and Procedure 340
Measures 340
Statistical Analysis 341
Results 342
Correlations 342
Significant Differences in Biographical Characteristics 342
Retention Factors 342
Psychosocial Career Preoccupations 344
Psychological Contract 347
Discussion 347
Implications for Retention Practices 350
Summary 350
References 351
Organisational Practices 356
17 Ethical Context in Relation to Employee Commitment in a Developing Country Setting 359
Abstract 359
Introduction 359
The DRC Work Context 361
Theoretical Framework and Hypotheses 361
Work Ethics Culture 361
Work Ethics Climate 362
Employee Commitment 363
The Relationship Between Ethics Organisational Context Variables and Employee Commitment 364
Purpose, Research Question and Contribution 365
Method 365
Participants and Setting 365
Measuring Instruments 366
Research Procedure 367
Statistical Analysis 368
Results 368
Descriptive Analysis 368
Correlational Analysis 369
Standardised Multiple Regressions 369
Discussion 373
Implications for Employee Retention Strategies 374
Limitations of the Study 375
Conclusion and Implications for Retention Practice 375
Summary 376
References 377
18 Tap the Experienced to Care for the Inexperienced: Millennial Employees’ Retention Challenge? Mentoring is the Solution 380
Abstract 380
Introduction 380
Literature Review 382
Millennials’ Description 382
Mentoring 383
Conceptual Framework and Propositions 384
Mentoring and Personal Learning 385
Personal Learning and Affective Commitment 386
Affective Commitment and Turnover Intentions 387
Discussion and Implications for Retention Practice 389
Limitations and Future Scope 390
Summary 391
Acknowledgements 391
References 391
19 Reward Solutions to Retention Questions 395
Abstract 395
Introduction 395
Key Talent is Essential for Business Productivity and Sustainability 396
Remuneration as a Factor in Retaining Talent 397
The Problem—The Place of Reward in an Effective Retention Strategy 397
Conceptualising Retention and Engagement 397
Factors Impacting Retention 398
Reward and Retention Strategies are not One-Size-Fits-All 400
Characteristics of Employees—Generational Diversity 401
Context Impacts the Effectiveness of Reward Packages 402
Developing a World-Class Reward Strategy 404
Developing a Reward Strategy—Remuneration 404
Developing a Reward Strategy—Intrinsic Rewards 405
Developing a Reward Strategy—The Link to Strategy, Values and Culture (The WorldatWork Total Rewards Model) 406
Developing a Reward Strategy—Flexibility 408
Developing a Reward Strategy—Design 408
Conclusion and Implications for Retention Practice 409
Summary 411
References 411
20 Total Rewards as a Psychosocial Factor Influencing Talent Retention 414
Abstract 414
Introduction 414
Objectives of the Study 416
Theoretical Background 416
Talent Retention 416
Significance of Talent Retention 417
Total Rewards 418
Elements of Total Rewards 418
Compensation as Element of Total Rewards 419
Benefits as Element of Total Rewards 419
Work-Life Balance as Element of Total Rewards 419
Recognition as an Element of Total Rewards 420
Performance Management as Element of Total Rewards 420
Talent Development and Career Opportunities as Element of Total Rewards 420
Research Hypothesis 421
Research Design and Methodology 421
Research Approach 421
Research Participants 421
Data Collection Method 423
Measuring Instrument 423
Reliability and Validity of the Study 423
Data Analysis 423
Results 424
Correlation Matrix for the Study Variables 424
Discussion 426
Implications for Retention Practice 427
Summary 428
References 428
Conclusion: Theory, Practices and Research in Support of an Integrated Conceptual Framework for the Psychology of Retention 433
Index 435