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Recommended: Chapter 11 Personality Psychology

Looking at retention planning the turnover of talented employees can have a disproportionate impact on an organisation as the employee a company wish to retain are the ones that are most likely to leave in many cases. Read (2001) stated that every worker is five minutes away of handing in their notice and 150 hours away of walking out the door to a brighter offer. There are limits of what an organisation can do to retain as todays workers have few qualms of leaving for a greener pasture. So it is necessary encourage existing talent and in doing so value them accordingly. The theory of organizational equilibrium can shed valuable light on these matters (March & Simon, 1958). According to this theory, an individual will stay within an organisation as long as satisfactory pay, good working conditions, and developmental opportunities are equal to or greater than time and effort required of the person. Moreover, these judgments are affected by both a person’s desire to leave the organisation and the ease with which he or she could depart.
Employees themselves have a role to play as far as retention is concerned; this is because they make the decision on whether to commit to their current organization or to move to another (Okioga, 2012). Organizational commitment refers to an employee’s loyalty to the organization, willingness to exert effort on behalf of the organization, degree of goal with the organization, and a desire to maintain membership (Porter 1976; Bhat & Maheshwari, 2005).
Factors affecting retention are based on the understanding of why employees decide to stay or leave. We can split the significance of employees intentions into different categories for example for employees 30 years old and under career advancement is sig...

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...kker et d., 2008).

Work engagement is a motivational–psychological nature, consisting of three dimensions being vigour, dedication and absorption (Schaufeli, Bakker and Salanova 2006) as defined previously. A rising number of studies suggests that work engagement is an undeniable particular construct in need of ongoing study (Bakker and Schaufeli 2008; Macey and Schneider 2008; Meyer and Gagne 2008; Ku¨hnel, Sonnentag and Westman 2009). Schaufeli and Bakker (2010) indicate that while the perception between organizational commitment and work engagement has been discovered, there are no studies demonstrating similar divisions of job satisfaction and work engagement. Difficulties in establishing the discriminant validity of work engagement may reflect the blend of the affective components of job satisfaction with some aspects of engagement, particularly dedication and

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