Please use this identifier to cite or link to this item: https://hdl.handle.net/10321/5341
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dc.contributor.advisorBodhanya, Shamim-
dc.contributor.authorGovender, Gonasagrenen_US
dc.date.accessioned2024-06-28T14:43:00Z-
dc.date.available2024-06-28T14:43:00Z-
dc.date.issued2024-05-
dc.identifier.urihttps://hdl.handle.net/10321/5341-
dc.descriptionSubmitted in fulfilment of the requirements of the degree of Doctor of Philosophy in Leadership and Complexity, Durban University of Technology, Durban, South Africa, 2023.en_US
dc.description.abstractHigher Education (HE) in South Africa has been recently affected by high staff turnover in the science faculties. The higher education system is under severe pressure given that the academic cohort of scientists comprises a majority of ageing white males. Thus, the higher education sector will have to ensure it attracts and retains scientific staff to address this potential crisis. High turnover sometimes occurs as a result of poaching from ‘sister institutions’ but, in the main, is due to staff losses to the private sector because universities cannot match the salaries offered in the private sector. A shortage of scarce skills has left universities with no option but to appoint foreigners in some faculties. This has a negative impact on staff retention. Furthermore, a career in academia is sometimes embraced through default rather than conscious choice. This results in lower productivity as there is little motivation for new staff to perform to their potential since they see academia as a stepping-stone to their ‘real career.’ Therefore, this study, sought to evaluate leadership approaches to talent development and retention using a qualitative system dynamics model. System dynamics modelling is a computer simulation approach to addressing social issues that is rooted in the agency-structure debate. The fundamental thesis of system dynamics is that the behaviour or observed phenomena in any system over time is largely determined by its structure and that effective changes or modifications can only be achieved through an understanding of the structure. The research was primarily qualitative, as system dynamics requires elicitation and understanding of the prevailing mental models in a system as the basis for developing a simulation model. System dynamics modelling primarily follows the systems thinking paradigm, which is a philosophical world view that is rooted in holism. The system thinking paradigm holds that all things and events inadvertently form part of a larger whole and they can be best understood within the context of this larger whole. A purposive sample of 30 members of staff from human resources management, executive management and members of the University Council was used to collect data through interviews and focus groups. Data was analysed using NVivo and a qualitative system dynamic modelling approach. The findings of the study led to identification of four consolidated themes, viz. talent development and retention; a system for talent management and retention; a process for talent management and retention, and recommendations for talent management and retention. The afore-mentioned themes were further categorised into nine sub-themes. The results show that several factors impact talent management, including bureaucracy and a lack of proper promotion processes. The findings from the system dynamics approach led to the formulation of four key variables: work pressurised induced turnover, resource dynamics for staff development, training dynamics and consultative strategic planning. The identified variables led to the development of an integrated SD-CLD model on leadership approaches to talent development and retention, which is a key contribution of this study. Therefore, institutions of higher learning must come up with talent development strategies that adhere to the prevailing laws such as the Employment Equity Act to achieve their strategic goals. A targeted training initiative is fundamental in developing the skills of academics in terms of teaching and learning and research. Hence, departmental courses, seminars and workshops for teaching and learning research excellence and general academic development need to be seriously debated within a given collegial, intellectual, and academic environment. This study has contributed to the literature on talent management, leadership, and retention from a university of technology where resource, constraints, culture, and politics play a crucial role on the final recipe. The study has further provided a springboard for altering or reviewing institutional policies so that the needs of employees are properly addressed, and the talent management framework is enhanced. Future research should consider expanding the scope of the study by other variables that are key to organisational effectiveness using a system dynamics approach.en_US
dc.format.extent229 pen_US
dc.language.isoenen_US
dc.subjectSystem dynamics modelen_US
dc.subjectHigher educationen_US
dc.subjectLeadershipen_US
dc.subjectTurnoveren_US
dc.subjectTalent developmenten_US
dc.subjectRetentionen_US
dc.subjectNVivoen_US
dc.subjectQualitativeen_US
dc.subject.lcshEmployee retention--South Africaen_US
dc.subject.lcshEmployees--Training of--South Africaen_US
dc.subject.lcshPersonnel management--South Africaen_US
dc.subject.lcshKnowledge management--South Africaen_US
dc.titleLeadership approaches to talent development and retention : a case study of a UOT in South Africa based on system dynamicsen_US
dc.typeThesisen_US
dc.description.levelDen_US
dc.identifier.doihttps://doi.org/10.51415/10321/5341-
local.sdgSDG04en_US
local.sdgSDG09en_US
item.grantfulltextrestricted-
item.cerifentitytypePublications-
item.fulltextWith Fulltext-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.languageiso639-1en-
item.openairetypeThesis-
Appears in Collections:Theses and dissertations (Management Sciences)
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