Leveraging Pay and Benefits as Workforce Retention Strategies: Insights from a Case Study of Napa Vineyard Workers

2020 ◽  
Vol 4 (1) ◽  
pp. 33-38
Author(s):  
Malcolm Hobbs ◽  
Tomas Herrero ◽  
Emanuelle Klachky ◽  
Monica Cooper
Keyword(s):  
Retention Strategies ◽  
Workforce Retention

WORKFORCE RETENTION STRATEGIES AND CORPORATE DEVELOPMENT: AN EMPIRICAL STUDY

2018 ◽  
Vol 1 (1) ◽  
pp. 1-10
Author(s):  
Matthew Adekunle ABIORO ◽  
Dauda Adewole OLADEJO ◽  
Faderera Oluwatoyin ASHOGBON
Keyword(s):  
Statistical Technique ◽  
Global Market ◽  
Primary Data ◽  
Staff Retention ◽  
Retention Strategies ◽  
Corporate Development ◽  
Workforce Retention ◽  
High Level ◽  
The Relationship ◽  
Retention Practices

Over the years, managers are being faced with the challenges of how to handle issues relating to high rates of employees’ turnover due to increasing competition in the global market. Not only that, retention also affects the performance and productivity of any organization if not managed adequately. It is against this backdrop that this study examined the influence of workforce retention strategies on corporate development in Nigeria. The study used primary data collected through a structured questionnaire. Descriptive statistical techniques were used to determine the frequencies and percentages of demographic reports of the respondents, while inferential statistical technique of product moment correlation coefficient (PPMC) was used to analyze the relationship between workforce retention strategies and corporate development. Findings however revealed that there is a significant influence at p<0.05 of workforce retention on corporate development. The result indicated a positive relationship between staff retention (r=0.553) on corporate development in Nigeria. The study confirmed a number of conclusions and recommendations. Aspect revealed which most likely to influence job satisfaction and bring about workforce retentions are; appropriate compensation and reward system, high level of communication, training and development and ultimately good work environment. Finally, for a sustainable corporate development, management should work towards ensuring a proper alignment of different retention practices with staffs’ value and needs. Also, all staffs at different cadres, should be treated with utmost fairness and equity.

scholarly journals Remote health workforce turnover and retention: what are the policy and practice priorities?

2019 ◽  
Vol 17 (1) ◽  
Author(s):  
John Wakerman ◽  
John Humphreys ◽  
Deborah Russell ◽  
Steven Guthridge ◽  
Lisa Bourke ◽  
...  
Keyword(s):  
Health Workforce ◽  
Staff Turnover ◽  
Retention Strategies ◽  
Remote Areas ◽  
Health Workforce Retention ◽  
Workforce Retention ◽  
Fit For Purpose ◽  
Workforce Turnover ◽  
Very High ◽  
Remote Health

Abstract Background Residents of remote communities in Australia and other geographically large countries have comparatively poorer access to high-quality primary health care. To inform ongoing policy development and practice in relation to remote area health service delivery, particularly in remote Indigenous communities, this review synthesizes the key findings of (1) a comprehensive study of workforce turnover and retention in remote Northern Territory (NT) of Australia and (2) a narrative review of relevant international literature on remote and rural health workforce retention strategies. This synthesis provides a valuable summary of the current state of international knowledge about improving remote health workforce retention. Main text Annual turnover rates of NT remote area nurses (148%) and Aboriginal health practitioners (80%) are very high and 12-month stability rates low (48% and 76%, respectively). In remote NT, use of agency nurses has increased substantially. Primary care costs are high and proportional to staff turnover and remoteness. Effectiveness of care decreases with higher turnover and use of short-term staff, such that higher staff turnover is always less cost-effective. If staff turnover in remote clinics were halved, the potential savings would be approximately A$32 million per annum. Staff turnover and retention were affected by management style and effectiveness, and employment of Indigenous staff. Review of the international literature reveals three broad themes: Targeted enrolment into training and appropriate education designed to produce a competent, accessible, acceptable and ‘fit-for-purpose’ workforce; addressing broader health system issues that ensure a safe and supportive work environment; and providing ongoing individual and family support. Key educational initiatives include prioritising remote origin and Indigenous students for university entry; maximising training in remote areas; contextualising curricula; providing financial, pedagogical and pastoral support; and ensuring clear, supported career pathways and continuing professional development. Health system initiatives include ensuring adequate funding; providing adequate infrastructure including fit-for-purpose clinics, housing, transport and information technology; offering flexible employment arrangements whilst ensuring a good ‘fit’ between individual staff and the community (especially with regard to cultural skills); optimising co-ordination and management of services that empower staff and create positive practice environments; and prioritising community participation and employment of locals. Individual and family supports include offering tailored financial incentives, psychological support and ‘time out’. Conclusion Optimal remote health workforce stability and preventing excessive ‘avoidable’ turnover mandates alignment of government and health authority policies with both health service requirements and individual health professional and community needs. Supportive underpinning policies include: Strong intersectoral collaboration between the health and education sectors to ensure a fit-for-purpose workforce;A funding policy which mandates the development and implementation of an equitable, needs-based formula for funding remote health services;Policies that facilitate transition to community control, prioritise Indigenous training and employment, and mandate a culturally safe work context; andAn employment policy which provides flexibility of employment conditions in order to be able to offer individually customised retention packages There is considerable extant evidence from around the world about effective retention strategies that contribute to slowing excessive remote health workforce turnover, resulting in significant cost savings and improved continuity of care. The immediate problem comprises an ‘implementation gap’ in translating empirical research evidence into actions designed to resolve existing problems. If we wish to ameliorate the very high turnover of staff in remote areas, in order to provide an equitable service to populations with arguably the highest health needs, we need political and executive commitment to get the policy settings right and ensure the coordinated implementation of multiple strategies, including better linking existing strategies and ‘filling the gaps’ where necessary.

scholarly journals Staff Retention in Developing Countries: A Case Study of an NGO in the Health Sector

2013 ◽  
Vol 3 (1) ◽  
pp. 158 ◽  
Author(s):  
Rhoda Cynthia Bakuwa ◽  
Francis Chasimpha ◽  
Joyce Masamba
Keyword(s):  
Developing Countries ◽  
Health Sector ◽  
Healthcare Services ◽  
Staff Retention ◽  
Retention Strategies ◽  
Quality Healthcare ◽  
Set Up ◽  
Intention To Continue ◽  
Skilled Staff

Given the importance of human resources as a source of competitive advantage and the fact that staff turnover is inevitable, the retention of skilled staff is vital in any organizational set up. In the health sector, particularly in developing countries, staff retention is regarded as an important human resource management issue. Any critical shortages prevent the delivery of quality healthcare services. Therefore, it is imperative for managers to identify factors that employees’ value and which consequently influence their intention to continue working for an organization. It is against this backdrop that this paper attempted to examine the key determinants of staff retention in developing countries based on a case study of an NGO in the health sector in Malawi. Using survey data collected from 299 employees, the results of this study revealed that it was the non financial/intangible rewards and not the financial package that significantly contributed to employees’ feelings of satisfaction and their intention to continue working for the case NGO. These results imply that when designing retention strategies, it is not just about money, but rather, it is important to factor in intangible rewards which could provide psychological satisfaction and may indeed have a deeper and longer lasting effect.

scholarly journals Effect of Technology on Staff Retention: Case Study of Pick N Pay Namibia

2020 ◽  
pp. 28-32
Author(s):  
Elingua Kuume ◽  
◽  
Nikodemus Angula ◽  
Keyword(s):  
Employee Retention ◽  
Single Case ◽  
Business Leaders ◽  
The Body ◽  
Retention Rates ◽  
Staff Retention ◽  
Retention Strategies ◽  
It Employees ◽  
Impact Of Technology

Business leaders often realize greater profitability when they have strategies to retain IT employees. However, the cost to replace IT employees creates significant challenges for business leaders. Given the growing impact of technology on operational costs, retention of IT employees is imperative. This exploratory single case study sought to identify the strategies that leaders use to increase IT employee retention. The population was employees from Pick N Pay in Windhoek Namibia, responsible for the retention of IT employees. Herzberg's two-factor theory was the conceptual framework for this study. The data was collected from questionnaire that was send through email by google forms. Data analysis and methodological triangulation which analyzed the answers from questionnaire It also includes organizations becoming profitable through better employee retention strategies, and it adds to the body of knowledge that leaders could use to provide stable employment opportunities to individuals. The retention rates among IT employees affect individuals, families, communities, organizations, and the economy. Implementing retention strategies may result in improving employee-employer relationships and organizational profitability.

scholarly journals Employee perceptions of workforce retention strategies in a health system

2012 ◽  
Vol 18 (5) ◽  
pp. 742-760 ◽  
Author(s):  
Cheryl Belbin ◽  
Ronel Erwee ◽  
Retha Wiesner
Keyword(s):  
Turnover Intention ◽  
Positive Relationship ◽  
Employee Perceptions ◽  
Health Perceptions ◽  
Retention Strategies ◽  
Retention Factors ◽  
Development Opportunity ◽  
Professional Development Opportunity ◽  
Queensland Health ◽  
Workforce Retention

AbstractThis quantitative study explores the perceptions of 379 nurses using a survey to assess awareness of, participation in, and effectiveness of 28 workforce retention strategies offered by Queensland Health. Perceptions of workforce retention strategies were also examined to determine if any aspects of the strategy (retention factors) had an influence on turnover intention. The major findings were that respondents were more aware and had participated to a greater extent in those strategies that were included in Queensland Health policy or were part of the nursing Enterprise Bargaining Agreement. Strategies ranked as most effective included those that provided a monetary advantage and to a lesser extent, a professional development opportunity. A positive relationship was found between retention factors and decreased turnover intention.

Retention strategies in aerospace turnover: a case study

2003 ◽  
Vol 8 (6) ◽  
pp. 270-282 ◽  
Author(s):  
Steven H. Applebaum ◽  
John Wunderlich ◽  
Elliot Greenstone ◽  
Danny Grenier ◽  
Barbara Shapiro ◽  
...  
Keyword(s):  
Retention Strategies
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