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Defining, developing and retaining c...

Brandon, Sandra Ellen.

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Defining, developing and retaining competencies for the 21st century---an evaluation of an organizational development program to support retention and its application to institutions of higher education.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Defining, developing and retaining competencies for the 21st century---an evaluation of an organizational development program to support retention and its application to institutions of higher education./
作者:	Brandon, Sandra Ellen.
面頁冊數:	150 p.
附註:	Source: Dissertation Abstracts International, Volume: 78-04(E), Section: A.
Contained By:	Dissertation Abstracts International78-04A(E).
標題:	Higher education administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10183695
ISBN:	9781369318197

Defining, developing and retaining competencies for the 21st century---an evaluation of an organizational development program to support retention and its application to institutions of higher education.
Brandon, Sandra Ellen.

Defining, developing and retaining competencies for the 21st century---an evaluation of an organizational development program to support retention and its application to institutions of higher education. - 150 p.

Source: Dissertation Abstracts International, Volume: 78-04(E), Section: A.

Thesis (Ed.D.)--University of Pittsburgh, 2016.

There is no disputing the consistency of discourse in defining the competencies required for success in the 21st century. Higher education, corporations, non-profits, healthcare and government agencies alike are seeking employees with similar core competencies needed for operational excellence and sustainability. There is also consistency in the outlook for retaining those employees.

ISBN: 9781369318197Subjects--Topical Terms:

2122863
Higher education administration.

Defining, developing and retaining competencies for the 21st century---an evaluation of an organizational development program to support retention and its application to institutions of higher education.
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245 1 0 $a Defining, developing and retaining competencies for the 21st century---an evaluation of an organizational development program to support retention and its application to institutions of higher education.
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500 $a Source: Dissertation Abstracts International, Volume: 78-04(E), Section: A.
500 $a Adviser: Charlene Trovato.
502 $a Thesis (Ed.D.)--University of Pittsburgh, 2016.
520 $a There is no disputing the consistency of discourse in defining the competencies required for success in the 21st century. Higher education, corporations, non-profits, healthcare and government agencies alike are seeking employees with similar core competencies needed for operational excellence and sustainability. There is also consistency in the outlook for retaining those employees.
520 $a The Society for Human Resource Management (posted on HigherEd Jobs) noted the 10 toughest jobs to fill in 2016. Among these jobs are general and operations management positions that are expected to see a growth rate of 12.4%, or 613,000 new workers, over six years. It is estimated that 3.5 million manufacturing jobs will be open in the next decade and that 2 million of those jobs will go unfilled due to various skill gaps (Deloitte & Manufacturing Institute, 2015, p. 5--6). Achieving retention is even more challenging when we observe the millennial trend of leaving an organization before socialization (or shortly thereafter) into their new employ. It is estimated that millennials make up 75% of the work force (Deloitte, 2014) and 91% stay in their job for less than 3 years (Forbes, 2014). Understanding these trends is important. Universities and colleges will be competing for this limited talent pool. Will they be able to compete while others are paying above market salaries? Will they be able to recruit and retain the best talent in a highly competitive marketplace while also experiencing reduced funding and rising tuition costs?
520 $a This study examines the growing problem of retaining individuals in an organization and proposes that strategically planned and executed professional development programs may increase retention rates. The research in this study is grounded in organizational development theory and practice: it examines and evaluates an individual organization's retention programs, their successes and failures, as well as the professional development programs put in place to retain its staff specifically looking to early onset training as a possible factor in increasing first year retention.
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