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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 堯里昂 | zh_TW |
| dc.contributor.advisor | Leon van Jaarsveldt | en |
| dc.contributor.author | 張銘杰 | zh_TW |
| dc.contributor.author | Ming Jie Chong | en |
| dc.date.accessioned | 2025-02-19T16:19:53Z | - |
| dc.date.available | 2025-02-20 | - |
| dc.date.copyright | 2025-02-19 | - |
| dc.date.issued | 2025 | - |
| dc.date.submitted | 2025-02-04 | - |
| dc.identifier.citation | Acton, T., & Golden, W. (2002). Training: The way to retain valuable IT employees. In Conference Proceedings, Informing Science (Vol. 10, p. 2434).
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N., & Abd Aziz, M. F. (2024). Training & Development, Career Development, and Organizational Commitment as Predictors of Work Performance. Heliyon, 10, e23903. https://doi.org/10.1016/j.heliyon.2023.e23903 Ingersoll, R. M., & Strong, M. (2011). The impact of induction and mentoring programs for beginning teachers: A critical review of the research. Review of educational research, 81(2), 201-233. https://doi.org/10.3102/0034654311403323 Kamalaveni, M., Ramesh, S., & Vetrivel, T. (2019). A review of literature on employee retention. International Journal of Innovative Research in Management Studies (IJIRMS), 4(4), 1-10. Luftman, J. & Kempaiah, R.M. (2007). The IS organization of the future: The IT talent challenge. Information Systems Management, 24, 129-138. https://doi.org/10.1080/10580530701221023 Mandhanya, Y. (2015). A Study of Impact of Working Environment on Retention of Employees (With Special Reference to Automobile Sector). Sona Global Management Review, 9(4), 116–122. Mayangdarastri, S. & Khusna, K. (2020). Retaining Millennials Engagement and Wellbeing Through Career Path and Development. Journal of Leadership in Organizations. Vol.2, No.1 https://doi.org/10.22146/jlo.46767. Mishra, S., & Sahoo, M. (2018). Realizing Employee Retention in the Era of Technological Revolution: An Overview. International Journal of Mechanical Engineering and Technology, 9(3), 484-489. Nawab, S., & Bhatti, K. K. (2011). Influence of employee compensation on organizational commitment and job satisfaction: A case study of educational sector of Pakistan. International Journal of Business and Social Science, 2(8). Naz, S., Li, C., Nisar, Q. A., Khan, M. A. S., Ahmad, N., & Anwar, F. (2020). A study in the relationship between supportive work environment and employee retention: Role of organizational commitment and person–organization fit as mediators. 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(2020). The impact of career planning and career satisfaction on employee's turnover intention. Entrepreneurship and Sustainability Issues, 8(1), 218. https://doi.org/10.9770/jesi.2020.8.1(14) Saniewski, L. L. (2011). The impact of leadership on employee retention. University of Phoenix. Shakeel, N., & But, S. (2015). Factors influencing employee retention: An integrated perspective. Journal of Resources development and Management, 6(1), 32-49. Sharma, G., Mahendru, M., & Singh, S. (2015). A Study of Employee Retention in ITeS Industry: A Case of North India. Terera, S. R., & Ngirande, H. (2014). The impact of training on employee job satisfaction and retention among administrative staff members: A case of a selected tertiary institution. Journal of social sciences, 39(1), 43-50. https://doi.org/ 10.31901/24566756.2014/39.01.05 Terera, S. R., & Ngirande, H. (2014). The impact of rewards on job satisfaction and employee retention. Mediterranean Journal of Social Sciences, 5(1), 481-487. https://doi.org/10.5901/mjss.2014.v5n1p481 Upadhyaya M. & Ayari, A. (2019). Relationship Between Employer Branding, Employee Retention and Commitment in Pharmaceutical Industry: An Empirical Investigation. Proceedings on Engineering Sciences. 1. 501-520. https://doi.org/10.24874/PES01.02.049. | - |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/96518 | - |
| dc.description.abstract | none | zh_TW |
| dc.description.abstract | Employee retention remains a critical challenge in the technology sector, an industry characterized by rapid innovation and high turnover rates. This research explores the role of Career Development and Advancement (CDA) in improving retention among technology professionals. By analyzing key factors such as career progression opportunities, skill development programs, and organizational support, the study aims to uncover actionable insights that enhance workforce stability and satisfaction.
A mixed-methods approach was employed, combining quantitative surveys and qualitative interview. The survey, distributed to 104 technology professionals in Singapore, included 20 Likert-scale questions and 5 demographic questions, focusing on employee perceptions of career growth, training, and recognition. Interview with senior professional provided qualitative insights that complemented the survey results. Participants highlighted gaps in organizational strategies, emphasizing the need for transparent career pathways, personalized training programs, and equitable recognition systems. Other critical factors identified included work-life balance, compensation satisfaction, and job security, underscoring the multifaceted nature of employee retention. This research contributes to the existing literature by bridging gaps in understanding the interplay between CDA and retention in the technology sector. The findings emphasize the importance of aligning career development initiatives with employee aspirations and organizational goals. In this study, practical recommendations such as a proposed framework for talent retention that technology organization can refer as a guideline in improving retention. This includes refining career progression pathways, fostering a supportive culture, addressing individual needs and other tailored retention strategies. | en |
| dc.description.provenance | Submitted by admin ntu (admin@lib.ntu.edu.tw) on 2025-02-19T16:19:53Z No. of bitstreams: 0 | en |
| dc.description.provenance | Made available in DSpace on 2025-02-19T16:19:53Z (GMT). No. of bitstreams: 0 | en |
| dc.description.tableofcontents | Acknowledgement i
Abstract ii List of Tables vi List of Figures vi 1. Introduction 1 1.1 Background of Study 1 1.2 Motivation and Purpose of Study 2 1.3 Scope and Limitation of the Study 4 1.4 Importance and Significance of the Study 6 1.5 Structure of the Thesis 7 2. Literature Review 9 2.1 Theories, Ideas and Studies 9 2.1.1 Financial Compensation and Rewards 9 2.1.2 Interpersonal Relationship and Corporate Culture 9 2.1.3 Career Development and Advancement for Employees 10 2.2 Key Debates 12 2.2.1 Intrinsic and Extrinsic Motivation in Retention 12 2.2.2 Leadership and Peer Influence in Retention 13 2.2.3 Employee Engagement and Career Advancement in Retention 13 2.3 Research Hypothesis Development 15 3. Research Methodology 20 3.1 Research Design 20 3.2 Procedures and Sources 21 3.3 Survey and Questionnaire 21 3.3.1 Analysis of Survey Results 22 3.3.2 Cronbach’s Alpha Value 23 3.3.3 Composite Scores 23 3.3.4 Correlation Analysis 24 3.3.5 Regression Analysis 25 3.3.6 Hypothesis Testing 25 3.4 Expert Interview 25 4. Research Findings and Analysis 27 4.1 Research Findings 27 4.2 Results Collected from Survey 27 4.2.1 Demographics of Respondents 27 4.2.2 Results of Cronbach’s Alpha 30 4.2.3 Results of Composite Scores 30 4.2.4 Results of Correlation Matrix 33 4.2.5 Results of Regression Analysis 35 4.3 Insights from Expert Interview 37 4.3.1 Career Development and Advancement 38 4.3.2 Skill Development and Learning Opportunities 39 4.3.3 Organizational Support & Recognition 40 4.3.4 Retention and Challenges 41 4.4 Results of Hypothesis Testing 43 5. Discussion 45 5.1 Discussion Overview 45 5.2 Analysis and Impact of Key Factors on Retention 46 5.2.1 Career Progression’s Impact on Retention 46 5.2.2 Skill Development’s Impact on Retention 47 5.2.3 Support & Recognition’s Impact on Retention 47 5.2.4 Retention Outcome 48 5.3 Theoretical Implications 49 5.3.1 Career Progression and Retention 50 5.3.2 Skill Development and Retention 50 5.3.3 Support & Recognition and Retention 51 5.4 Strategies in Improving Employee Retention 52 6. Conclusion and Recommendation 57 6.1 Conclusion 57 6.2 Limitation and Considerations 58 6.3 Recommendation for Future Studies 59 References 62 Appendix A – Survey Questionnaire 68 Appendix B – Summary of Composite Score Results 70 Appendix C – Correlation Matrix 70 Appendix D – Transcript of Expert Interview 71 | - |
| dc.language.iso | en | - |
| dc.subject | 科技產業 | zh_TW |
| dc.subject | 留任人才 | zh_TW |
| dc.subject | 職涯進展 | zh_TW |
| dc.subject | 職涯發展 | zh_TW |
| dc.subject | Technology Sector | en |
| dc.subject | Career Development | en |
| dc.subject | Career Advancement | en |
| dc.subject | Job Retention | en |
| dc.title | 影響新加坡科技產業人才留任之因素 | zh_TW |
| dc.title | Factors Affecting Retention of Employees in the Technology Industry of Singapore | en |
| dc.type | Thesis | - |
| dc.date.schoolyear | 113-1 | - |
| dc.description.degree | 碩士 | - |
| dc.contributor.oralexamcommittee | 鄭名道;莫家俊 | zh_TW |
| dc.contributor.oralexamcommittee | Ming Daw Cheng;Mucahid Bayrak | en |
| dc.subject.keyword | 職涯發展,職涯進展,留任人才,科技產業, | zh_TW |
| dc.subject.keyword | Career Development,Career Advancement,Job Retention,Technology Sector, | en |
| dc.relation.page | 73 | - |
| dc.identifier.doi | 10.6342/NTU202500372 | - |
| dc.rights.note | 同意授權(全球公開) | - |
| dc.date.accepted | 2025-02-05 | - |
| dc.contributor.author-college | 管理學院 | - |
| dc.contributor.author-dept | 企業管理碩士專班 | - |
| dc.date.embargo-lift | 2025-02-20 | - |
| 顯示於系所單位： | 管理學院企業管理專班(Global MBA) | |
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