A Narrative Inquiry on Career Development and Voluntary Turnover of Knowledge Workers

2017 ◽  
Vol 36 (6) ◽  
pp. 1-26
Author(s):  
Yeji Kang ◽  
Wonsup Chang
Keyword(s):  
Career Development ◽  
Narrative Inquiry ◽  
Knowledge Workers ◽  
Voluntary Turnover

scholarly journals Career development of South African knowledge workers

2011 ◽  
Vol 14 (1) ◽  
pp. 80-91
Author(s):  
Adeline Du Toit ◽  
Roelof Van Staden
Keyword(s):  
Career Development ◽  
South African ◽  
Online Survey ◽  
Knowledge Workers ◽  
Temporary Work ◽  
Factors Affecting ◽  
Perceptions And Attitudes ◽  
Part Time ◽  
African Perspective ◽  
Purposive Sample

The demand for knowledge workers is on the increase, yet little is known about their career perceptions and attitudes. The objective of this article is to determine the factors affecting the career development of knowledge workers in South Africa. Part-time learners of a postgraduate course were used as a purposive sample and 82 completed questionnaires were received. The results of the online survey provide an interesting look at the unique career issues knowledge workers experience from a South African perspective. Issues identified dealt with the lack of importance placed upon organisational training, the lack of interest in temporary work assignments and the low importance placed on learning from mentors. Organisations need to take note of their reward structures as knowledge workers have indicated that promotions and rewards based on their knowledge is insufficient.

Voluntary Turnover of Information Systems Professionals

2011 ◽  
pp. 1-22
Author(s):  
M. Gordon Hunter ◽  
Felix B. Tan ◽  
Bernard C.Y. Tan
Keyword(s):  
Information Systems ◽  
New Zealand ◽  
Narrative Inquiry ◽  
Voluntary Turnover ◽  
Motivating Factors ◽  
Factors Associated ◽  
Information Systems Professionals ◽  
Inquiry Approach ◽  
Is Professionals ◽  
Different Cultures

This investigation examines the motivating factors associated with voluntary turnover decisions of information systems (IS) professionals within the context of two different cultures—Singapore and New Zealand. The narrative inquiry approach was employed to interview 35 IS professionals. Ninety-seven turnover episodes were identified, including 42 in Singapore and 55 in New Zealand. The findings indicate that there exist universal turnover factors which are culturally independent. However, there are also factors that are culturally sensitive, which should be considered by managers when dealing with an international workforce.

scholarly journals Reducing Voluntary Turnover through Career Development: Strategic HRD Research Proposal

2020 ◽  
Vol 8 (4) ◽  
pp. 137-142
Author(s):  
Tim McCafferty ◽  
Joseph Hamilton
Keyword(s):  
Career Development ◽  
Employee Engagement ◽  
Management Practices ◽  
Career Planning ◽  
Voluntary Turnover ◽  
The United States ◽  
Vertical Movement ◽  
Company Strategy ◽  
Strategic Objectives ◽  
Voluntary Employee Turnover

Voluntary employee turnover in the United States continues to spiral out of control and is expected to steadily increase in the coming years. Annual cost to American businesses exceeded $630 billion and is expected to exceed $700 billion within the next 24 months. The reasons for the sharp increase in voluntary turnover are not generational by nature as employees of all generations seek a connection with their employer and the ability to share in the firm’s growth. The reasons expressed by employers and employees include lack of training, weak relationships with managers and a general disconnect from company strategy. The primary reason given in recent years is lack of career development. Scheduled, agenda-driven discussions between senior leadership and the employee is needed to focus on employee skills, capacity for learning and enterprise goals has shown promise in reducing voluntary turnover, increasing employee engagement, and increasing talent depth in medium and large businesses. Career planning and development is not necessarily transactional as it includes specific training for a specific purpose to fit the firm’s strategic objectives. This approach can be used for lateral and vertical movement within the company. This proposal seeks to bridge the gap between existing literatures, current human capital management practices and move the discussion to a level that benefits employees and employers alike.

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