Career Management Practices: Impact of Work Design on Employee Retention

Authors

  • Ngirande Hlanganipai Department of Business Management, University of Limpopo (Turfloop Campus), Private Bag 1106. Sovenga, 0727. South Africa
  • Musara Mazanai School of Business and Economics, Monash South Africa (A campus of Monash University Australia), 144 Peter Rd, Ruimsig

Abstract

The paper presents the findings of the study that was conducted to investigate the impact of Work design on employee retention. A quantitative research methodology was used and 116 randomly selected respondents participated in this study. Self-administered questionnaires were administered to respondents; drawn from Manufacturing, Wholesale and Retail, Banking and Finance and Others industries. The data collected was analysed using SPSS 20.0. Correlational statistics revealed statistically significant relationship between all the ten (10) identified work design variables and employee retention variables. However strong correlations were observed between job enrichment, job design and job enlargement. Therefore, it can be recommended that addressing job enrichment; job design and job enlargement should take priority over others, if the organisation is to achieve acceptable employee retention levels. The value of the findings of this study lies in the explanatory utility of the identified relationships between work design variables and employee retention, in the 21st century economy whose main characteristics is high volatility in the work environment and high levels of employee mobility.

DOI: 10.5901/mjss.2014.v5n4p21

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Published

2014-03-06

How to Cite

Hlanganipai, N., & Mazanai, M. (2014). Career Management Practices: Impact of Work Design on Employee Retention. Mediterranean Journal of Social Sciences, 5(4), 21. Retrieved from https://www.richtmann.org/journal/index.php/mjss/article/view/2191

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Articles