Abstract
Orientation: If South African organisations are to retain talented and skilled staff, they need to consider the psychological needs of employees and their predictors.Research purpose: The aim of this study was to investigate the relationship between manager relations, the satisfaction of the psychological needs of employees and their intentions to leave.Motivation for the study: The effective retention of skilled employees is necessary in organisations in South Africa. However, studies on the psychological processes (and specifically the satisfaction of psychological needs), through which manager relations could promote the retention of staff, are necessary.Research design, approach and method: The authors used a cross-sectional survey design. They drew convenience samples of managers in agricultural organisations (N = 507) in South Africa. They administered the Manager Relations Scale, the Work-related Basic Need Satisfaction Scale and the Turnover Intention Scale. Main findings: The results confirmed a model in which manager relations affected the satisfaction of psychological needs and intentions to leave. Autonomy satisfaction mediated the relationship between manager relations and the intentions of employees to leave.Practical/managerial implications: Managers should participate in training on applying self determination theory to support the autonomy and the relatedness satisfaction of employees.Contribution/value add: This study contributes to the literature by exploring the processes through which manager relations influence the intentions of employees to leave.
Highlights
Background to the studyAttracting and retaining skilled employees is a major challenge for organisations because of the global shortage of qualified candidates for skilled positions (Lowry, Turner & Fisher, 2006) and the high turnover of talented employees
Model 1 consisted of five latent variables: 1. Manager relations, which consisted of two latent variables: manager support and manager trust
The results showed a good fit of the hypothesised model to the data: χ2 (451, N = 507) = 1245.87; p < 0.001; Comparative Fit Index (CFI) = 0.91; Tucker-Lewis Index (TLI) = 0.91; RootMeans-Square Error of Approximation (RMSEA) = 0.05, Standardized Root Mean Residual (SRMR) = 0.05; Akaike Information Criterion (AIC) = 36861.43 and Bayes Information Criterion (BIC) = 37322.34
Summary
Attracting and retaining skilled employees is a major challenge for organisations because of the global shortage of qualified candidates for skilled positions (Lowry, Turner & Fisher, 2006) and the high turnover of talented employees. Challenges that currently face human resource managers in South Africa include, amongst others, retaining key talent, lack of employee recognition and management problems (Koketso & Rust, 2012). The effective retention of qualified staff requires that organisations create pleasant work environments that are conducive for building effective relationships with employees (Armstrong, 2006). Kouzes and Posner (2002) summarise the importance and effects of managers on employees:. A key factor in why people stay in organizations is their managers. It’s important in why people leave organizations. Don’t generally quit companies, they quit managers. Don’t generally quit companies, they quit managers. (p. 283)
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