Original Research

Retention of high-potential employees in a development finance company

Lishani Letchmiah, Adèle Thomas
SA Journal of Human Resource Management | Vol 15 | a924 | DOI: https://doi.org/10.4102/sajhrm.v15i0.924 | © 2017 Lishani Letchmiah, Adèle Thomas | This work is licensed under CC Attribution 4.0
Submitted: 04 March 2017 | Published: 28 September 2017

About the author(s)

Lishani Letchmiah, Department of ​Industrial Psychology and People Management, University of Johannesburg, South Africa
Adèle Thomas, Department of ​Industrial Psychology and People Management, University of Johannesburg, South Africa

Abstract

Orientation: The loss of high-potential employees was a concern to leaders at a South African development finance company. The research question that guided the study was: How can high-potential employees be retained in the company?

Research purpose: The objective of the study was to identify factors that positively impact the retention of high-potential employees in a development finance company.

Motivation for the study: The organisation that comprised the unit of study had prioritised employee development to retain high-potential employees, thereby aiming to build a strong talent pipeline and a sustainable knowledge base. A prevalent concern was that there were no formal retention programmes for high-potential employees. Accordingly, organisational leaders could benefit from understanding those retention factors that may serve to retain such employees.

Research design, approach and method: A qualitative methodology promoted a deeper understanding of a social problem through a case study. Eleven purposefully chosen highpotential employees provided insights into factors they considered to be important in their retention. A content analysis of the data resulted in clusters of themes that addressed the research objective.

Main findings: The following factors appeared to influence the retention of high-potential employees: leadership and organisational culture, organisational purpose, developmental opportunities, meaningful work and collegiality.

Practical and managerial implications: Leaders in the company should consider factors that could influence the retention of high-potential employees. Such factors should be built into formal retention strategies based on the intrinsic needs of employees; the strengths that the organisational culture provides could be leveraged in this regard.

Contribution: The practical value of the study was the highlighting of the factors that can be leveraged to retain high-potential employees in a development finance company.


Keywords

case study; development; leadership; organisational culture; qualitative study

Metrics

Total abstract views: 8982
Total article views: 12366

 

Crossref Citations

1. Talent identification and retention: exploratory study in international digital companies in Tunisia
Imen Zamit, Lassaad Lakhal
Employee Relations: The International Journal  vol: 47  issue: 8  first page: 1351  year: 2025  
doi: 10.1108/ER-03-2025-0215

2. Comparing Promotability Outlooks: Industry Professionals vs. MBA Student Perspectives
Vicente E. Montaño, Myrna S. Viado
European Journal of Contemporary Education and E-Learning  vol: 2  issue: 1  first page: 112  year: 2024  
doi: 10.59324/ejceel.2024.2(1).10

3. Take Care of Librarians to Take Care of Library Patrons: Factors Influencing Retention of Librarians in Public Libraries in South Africa
Selatswa Masenya, Mpho Ngoepe
Public Library Quarterly  first page: 1  year: 2025  
doi: 10.1080/01616846.2025.2503127

4. Perceptions of human resource professionals of challenges to and strategies for retaining managers
Danielle Uitzinger, Pharny Chrysler-Fox, Adèle Thomas
Acta Commercii  vol: 18  issue: 1  year: 2018  
doi: 10.4102/ac.v18i1.504

5. Gestión del conocimiento para el desarrollo de altos potenciales en empresas ecuatorianas
Mónica del Pilar Llanos-Encalada, Samantha Nicole Machuca-Esteves
INNOVA Research Journal  vol: 10  issue: 1  first page: 150  year: 2025  
doi: 10.33890/innova.v10.n1.2025.2672

6. Employee perceptions of key retention factors in the mining industry: A qualitative study
Lehlogonolo Hadebe, Cebile Tebele, Elzabé Nel
Journal of Psychology in Africa  vol: 33  issue: 1  first page: 92  year: 2023  
doi: 10.1080/14330237.2023.2175975

7. Cohort‐based leadership development for high‐potential employees: A model for programmatic design
Tani K. Bialek, Marcia S. Hagen
Human Resource Development Quarterly  vol: 33  issue: 4  first page: 361  year: 2022  
doi: 10.1002/hrdq.21459

8. Green inclusive leadership and green creativity in the manufacturing industry: do green human capital and employee voice matter?
Muhammad Asghar, Irfan Ullah, Ali Hussain Bangash
International Journal of Innovation Science  vol: 17  issue: 2  first page: 419  year: 2025  
doi: 10.1108/IJIS-04-2023-0087

9. Administrative staffs’ training needs and talent development at a Health Sciences University
Heriet N. Matlakala, Adele Bezuidenhout
SA Journal of Human Resource Management  vol: 22  year: 2024  
doi: 10.4102/sajhrm.v22i0.2548

10. Financial development and economic growth: Evidence from emerging South Asian economies
Yadav Mani Upadhyaya, Shiva Raj Ghimire, Lal Bahadur Oli
SCIENCE MUNDI  vol: 6  issue: 1  first page: 58  year: 2026  
doi: 10.51867/scimundi.6.1.7