A model for retaining employees in an organisation within the aviation industry

Staff turnover affects even the best of organisations. It results in positions with high employee turnover rates being left open for months on end in other cases with other employees being appointed to act in those positions. Even after appointments are made there is a time period before appointees are proficient in the company operations and procedures. Staff turnover not only affects management but the organisation as a whole. It can sometimes lead to a decrease in organisational efficiency and a drop in the performance of the remaining staff. Employee retention is amongst the issues facing organisational managers as a result of a shortage of skilled workers, economic growth and high employee turnover. Organisations can no longer afford to leave the responsibility of retaining skilled and high performing employees to the Human Resources department. Management needs to take accountability for reducing loss of talent. The aim of this study is to improve employee retention by investigating factors that affect intention to resign in an aviation organisation. The study specifically examined how independent variables such as trust in management, organisational values, growth and advancement opportunities, effective communication, and work-life balance will influence the intent to resign of employees in an aviation organisation. An empirical study, consisting of a mail survey was conducted amongst 151 employees of an organisation in the aviation industry based across all nine provinces. The purpose was to investigate the determinants of intent to resign among employees in the aviation industry. The key findings indicate that growth and advancement opportunities and work-life balance are key variables for reducing intent to resign and thereby improving retention in aviation organisations. Trust in management, organisational values and effective communication were found to not have a significant relationship with employees’ intent to resign. Recommendations were made to management to ensure that they pay specific attention to growth and advancement opportunities as well as work-life balance in order to improve the retention of their employees