Staff Retention in an Information Management Environment

Authors

  • W Odendaal Faculty of Management Sciences, Vaal University of Technology Private Bag X021, Vanderbijlpark 1900, South Africa
  • Y van Zyl Faculty of Management Sciences, Vaal University of Technology Private Bag X021, Vanderbijlpark 1900, South Africa
  • J Surujlal Faculty of Economic Sciences and Information Technology North-West University, PO Box 1174, Vanderbijlpark 1900, South Africa

Abstract

The retention of valuable employees is one of the most critical issues that human resource managers have faced in the past decade. A plausible reason for this is that talented employees who have competencies that are critical for the survival of an organisation are often difficult to attract and retain because they often attach more importance to their own career paths than to organisational loyalty. More often than not this results in voluntary turnover. Organisations are now operating more strategically and realise that survival depends on, retaining existing talented people who have the essential knowledge, expertise and competencies to perform the tasks in an organisation. The need to create an attractive work environment to current and future job applicants is also recognised. Therefore, an understanding of the way individuals conduct themselves is much needed. The purpose of this study was to examine staff retention in an information management environment. A quantitative research approach using a questionnaire to collect data from 50 employees working in an information management environment was adopted. The questionnaire was used to measure employee job satisfaction and to identify job satisfaction factors. The findings revealed that communication, good working conditions, job security, opportunities for learning and growth, and recognition were perceived, in this order, as being the most important job satisfaction factors. It was evident that employee expectations for job satisfaction were not met in the areas of recognition and good supervision/leadership. Employee expectations for job satisfaction were only partially met in the areas of communication, opportunities for learning and growth, promotional opportunities and compensation.

DOI: 10.5901/mjss.2014.v5n13p495

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Published

2014-08-13

How to Cite

Staff Retention in an Information Management Environment. (2014). Mediterranean Journal of Social Sciences, 5(13), 495. https://www.richtmann.org/journal/index.php/mjss/article/view/3622