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Original Research
Perceptions of human resource professionals of challenges to and strategies for retaining managers
Acta Commercii | Vol 18, No 1 | a504 |
DOI: https://doi.org/10.4102/ac.v18i1.504
| © 2018 Danielle Uitzinger, Pharny Chrysler-Fox, Adèle Thomas
| This work is licensed under CC Attribution 4.0
Submitted: 06 April 2017 | Published: 30 January 2018
Submitted: 06 April 2017 | Published: 30 January 2018
About the author(s)
Danielle Uitzinger, Department of Industrial Psychology and People Management, University of Johannesburg, South AfricaPharny Chrysler-Fox, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Adèle Thomas, Department of Industrial Psychology and People Management, University of Johannesburg, South Africa
Abstract
Orientation: Retaining and developing talented top- and middle-level managers who possess organisational-specific skills and experience promotes competitive advantage for organisations and is a long-term investment.
Research purpose: The purpose of this study was to explore challenges to retention and effective retention strategies for top- and middle-level managers.
Motivation for the study: Human resource (HR) managers are facing difficulties retaining managers as a result of ineffective retention strategies. This study aims to provide insight into suggested strategies to retain such managers.
Research design, approach and method: A cross-sectional survey, using an instrument developed from the literature, was completed by 97 HR management professionals registered with the South African Board of People Practices. An exploratory factor analysis was conducted as well as group comparisons.
Main findings: Results revealed that leadership and performance management practices are considered to be effective retention strategies for top- and middle-level managers.
Practical and managerial implications: Having a deeper understanding of effective retention strategies for top- and middle-level managers can assist HR professionals in retaining these employees.
Contribution or value add: This study adds to the insights of HR professionals, line managers and leaders in organisations regarding retention challenges and effective retention strategies for top- and middle-level managers.
Research purpose: The purpose of this study was to explore challenges to retention and effective retention strategies for top- and middle-level managers.
Motivation for the study: Human resource (HR) managers are facing difficulties retaining managers as a result of ineffective retention strategies. This study aims to provide insight into suggested strategies to retain such managers.
Research design, approach and method: A cross-sectional survey, using an instrument developed from the literature, was completed by 97 HR management professionals registered with the South African Board of People Practices. An exploratory factor analysis was conducted as well as group comparisons.
Main findings: Results revealed that leadership and performance management practices are considered to be effective retention strategies for top- and middle-level managers.
Practical and managerial implications: Having a deeper understanding of effective retention strategies for top- and middle-level managers can assist HR professionals in retaining these employees.
Contribution or value add: This study adds to the insights of HR professionals, line managers and leaders in organisations regarding retention challenges and effective retention strategies for top- and middle-level managers.
Keywords
leadership; performance management; South Africa; top- and middle-level managers
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