Abstract
The objective of the present study was to investigate specific retention factors that induced the organisational commitment of high technology employees. A sample of 94 professional technicians from a South African owned telecommunications company based in the Gauteng province participated. The Organisational Commitment Scale and a retention factor measurement scale were administered. The most relevant explanatory factors were compensation, job characteristics, supervisor support, and work/life policies, which appeared to have a statistically significant influence on the development of organisational commitment in high technology employees. The implications of the findings are discussed.
Highlights
There is a revolutionary change in the world of work that impacts on the individual, work and society
High technology workers want to work on projects that enhance their careers, knowledge assets and future earning power, while the organisation generally wants current knowledge applied to developing value-added products
It was hypothesised that the various retention factors will relate significantly to the three forms of organisational commitment and have a significant effect on individuals’ mindsets about the organisation
Summary
There is a revolutionary change in the world of work that impacts on the individual, work and society. The high technology worker identifies with a high technology culture separate from the organisation in which he or she works (Rogers, 2001) This focus leads to a loyalty clash. High technology workers want to work on projects that enhance their careers, knowledge assets and future earning power, while the organisation generally wants current knowledge applied to developing value-added products. This clash is a common source of problems for firms wanting to retain high technology workers (Von Glinow & Mohrman, 1990). In the context of this study, organisational commitment is regarded as an attitude as it relates to individuals’ mindsets about the organisation (Allen & Meyer, 1990). Meyer and Allen’s (1991) three component model of organisational commitment is of relevance to this research
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