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DEFINING, DEVELOPING AND RETAINING COMPETENCIES FOR THE 21ST CENTURY – AN EVALUATION OF AN ORGANIZATION DEVELOPMENT PROGRAM TO SUPPORT RETENTION AND ITS APPLICATION TO INSTITUTIONS OF HIGHER EDUCATION

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Brandon, Sandra E. (2016) DEFINING, DEVELOPING AND RETAINING COMPETENCIES FOR THE 21ST CENTURY – AN EVALUATION OF AN ORGANIZATION DEVELOPMENT PROGRAM TO SUPPORT RETENTION AND ITS APPLICATION TO INSTITUTIONS OF HIGHER EDUCATION. Doctoral Dissertation, University of Pittsburgh. (Unpublished)

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Abstract

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.

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?

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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Details

Item Type: University of Pittsburgh ETD
Status: Unpublished
Creators/Authors:
CreatorsEmailPitt UsernameORCID
Brandon, Sandra E.sbrandon@pitt.eduSBRANDON0000-0001-9694-4142
ETD Committee:
TitleMemberEmail AddressPitt UsernameORCID
Committee ChairTrovato, C
Committee MemberLarsen, Ronald L. rlarsen@pitt.eduRLARSEN
Committee MemberBickel, William
Committee MemberSutin, Stewart
Date: 20 April 2016
Date Type: Publication
Defense Date: 11 January 2016
Approval Date: 20 April 2016
Submission Date: 15 March 2016
Access Restriction: No restriction; Release the ETD for access worldwide immediately.
Number of Pages: 149
Institution: University of Pittsburgh
Schools and Programs: School of Education > Administrative and Policy Studies
Degree: EdD - Doctor of Education
Thesis Type: Doctoral Dissertation
Refereed: Yes
Uncontrolled Keywords: Higher Education Administration, Organizational Behavior, Organization Theory, Organizational Development, Volunteer Retention, Training and Retention, Staff Retention, Competency Building
Date Deposited: 20 Apr 2016 20:21
Last Modified: 15 Nov 2016 14:32
URI: http://d-scholarship.pitt.edu/id/eprint/27232

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