Employee Perceptions of Their Company’s Employee Retention Strategy: A Case Study of a Manufacturing Company

Abstract

The global and national skills shortages, shifting employee work attitudes post-COVID pandemic, and the presence of a multigenerational workforce with diverse needs and preferences have sparked interest in employee retention. Traditional one-size-fits-all retention strategies are becoming less effective, and contemporary organisations are focusing on tailored retention strategies. The effectiveness of the tailored retention strategy does not only rely on its design but also on how it is perceived and experienced by employees. However, few studies have explored employees’ perceptions of their organisation’s employee retention strategy in the South African context. Hence, the objective of this study is to explore professional engineers’ perceptions of their organisation’s employee retention strategy and how these perceptions influence their intention to stay or leave the organisation. A qualitative research approach underpinned by the constructivism paradigm was employed in this study. A single case study was adopted, and data were collected through semi-structured interviews with 12 professional engineers working at a manufacturing organisation participating in the study. Thematic analysis was used to analyse the data. The findings indicated that the professional engineers were unaware of, and did not fully understand, their organisation’s employee retention strategy, and they felt that their organisation was not adequately implementing a robust, dynamic one, which resulted in high turnover. They indicated that the retention strategy seemed to lack provisions for career growth opportunities and formal mentorship programs and failed to embrace technological advancement, which influenced engineers to leave the organisation. They perceived that their organisation provided competitive compensation, onboarding, and offboarding, as well as training and development, though implementation gaps existed. This study suggests that organisations should develop a robust, dynamic employee retention strategy and widely communicate it to their workforce. A robust, well-communicated employee retention strategy is likely to positively influence employee perceptions and enhance the organisation’s employer brand, thereby facilitating retention.