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Influence of talent retention strategy on employees? attitude to work: Analysis of survey data.

ABSTRACT: In this data article, an analysis on the strategies for talent retention in Covenant University and the corresponding effects on employees' attitude to work was presented. The study population included the academic staff of Covenant University, which has a population of 530 employees, but a sample size was determined using Yamen?s formula. The data obtained through survey questionnaires were analysed using Statistical Package for Social Sciences (SPSS). Linear regression was used to model the effect of talent retention strategy on employees' attitude to work. This information is made publicly available to aid empirical researches on the subject of talent management in organizations.

SUBMITTER: Oludayo OA

PROVIDER: S-EPMC6129722 | biostudies-literature | 2018 Oct

REPOSITORIES: biostudies-literature

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Influence of talent retention strategy on employees׳ attitude to work: Analysis of survey data.

Oludayo Olumuyiwa A OA Akanbi Comfort O CO Obot Bridget M BM Popoola Segun I SI Atayero Aderemi A AA

Data in brief 20180830

In this data article, an analysis on the strategies for talent retention in Covenant University and the corresponding effects on employees' attitude to work was presented. The study population included the academic staff of Covenant University, which has a population of 530 employees, but a sample size was determined using Yamen׳s formula. The data obtained through survey questionnaires were analysed using Statistical Package for Social Sciences (SPSS). Linear regression was used to model the ef ...[more]

PMID: 30211263

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Project description:BackgroundCognitions and perceptions, such as motivation and return to work (RTW) expectations, can influence work participation of employees with chronic health problems. This makes these cognitions and perceptions important factors for occupational health professionals to intervene upon in order to increase work participation. There is, however, no overview of interventions that influence these factors and are aimed at increasing work participation. Therefore, the purpose of this scoping review is to explore available interventions that are focused on cognitions and perceptions of employees with chronic health problems and aimed at increasing work participation.MethodsA scoping review was carried out following the framework of Arksey and O'Malley. Ovid MEDLINE and PsycINFO were searched for original papers published between January 2013 and June 2020. We included studies that describe interventions that focus on at least one of ten cognitions and perceptions and on work participation. The risk of bias of the studies included was assessed using quality assessment tools from the Joanna Briggs Institute.ResultsIn total, 29 studies were identified that studied interventions aimed at changing at least one of ten cognitions and perceptions in order to change work participation. The interventions that were included mainly focused on changing recovery and RTW expectations, self-efficacy, feelings of control, perceived health, fear-avoidance beliefs, perceived work-relatedness of the health problem, coping strategies and catastrophizing. No interventions were found that focused on changing motivation or on optimism/pessimism. Four interventions were judged as effective in changing coping, self-efficacy, fear-avoidance beliefs, or perceived work-relatedness and work participation according to results of randomized controlled trials.ConclusionsThis review provides an overview of interventions that focus on changing cognitions and perceptions and work participation. Evidence was found for four effective interventions focused on changing these factors and increasing work participation. Occupational health professionals may use the overview of interventions to help employees with chronic health problems to increase their work participation.

Project description:BACKGROUND:Poor physical and mental health of employees create significant problems in the workplace. Physical activity (PA) has been shown as an effective strategy for preventing and treating numerous physical and mental health issues as well as work performance outcomes. However, there are many barriers to taking part in PA (such as lack of time) with participation rates typically low. Providing PA in paid work time might be a way to overcome these issues, yet employers' and employees' opinions of this concept are unknown. The aim of this study was to explore employee and employer perspectives of PA in paid work time. METHODS:Workplaces were recruited through existing contacts on the research team. Focus groups and interviews were conducted with employees and managers at one University and two executive non-departmental public bodies in central Scotland with mainly desk-based employees. Both managers and employees were involved to gain perspectives throughout the organisational hierarchy and were interviewed separately to reduce social desirability bias. All discussions were digitally recorded and transcribed verbatim. Data were analysed thematically for both managers and employees but due to significant overlap in themes between the groups, these are reported together in the results. RESULTS:Three out of five organisations approached took part in this qualitative study. Two individual interviews were held with strategic managers, five focus groups with middle managers (n?=?16) and nine with employees (n?=?45). Benefits were anticipated by managers and employees for both employees themselves and the organisation and included improved mental health, productivity and more favourable perceptions of the employer. Despite these widely acknowledged benefits, significant barriers were identified and included the structure and nature of the working day (high workload, front line job requirements), workplace culture and norms (resentment from colleagues, no break culture) and organisational concerns (cost of lost time, public perceptions). CONCLUSION:This study suggests that there are significant barriers to PA in paid work time. Whilst numerous anticipated benefits were conveyed by both employees and managers, PA in paid work time is unlikely to become common place until changes in attitudes and the culture towards movement at work occur.

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Influence of talent retention strategy on employees? attitude to work: Analysis of survey data.

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Influence of talent retention strategy on employees׳ attitude to work: Analysis of survey data.

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