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The primary objective of this study was to examine, from the supervisors/managers' perspective, the impacting factors and barriers on their recruitment and retention in the Scottish tourism industry.

The information in this analysis was elicited from a questionnaire survey and analysed using factor analysis and significance test.

The analysis of the responses supports the separation of the hygiene (such as “working conditions”) and motivator factors (such as “image of the tourism industry” and “development opportunities”) as represented by Herzberg's dual‐factor motivational theory; and strengthens the belief that the latter is more significant in the recruitment and retention of tourism managerial staff.

The major limitation is the sampling framework and the data collection methods. These restricted the choice of the analysing techniques and might ultimately affect the interpretation of the research results.

This research aims to alert policy‐makers to some of the key barriers to the employment of qualified tourism staff in Scotland and assist with their decision‐making process.

As highlighted, the research provides insights to tourism practitioners in understanding and tackling the problems facing tourism employment in Scotland; it also provides some empirical evidence to tourism researchers in their theoretical understanding of the motivation and satisfaction of tourism managerial staff.

A substantial amount of previous literature has investigated recruitment and retention of workers in paid jobs in the for-profit sector. Additionally, some of this work has developed differentiated recruitment and retention strategies for different groups of workers based upon their age. However, in the voluntary sector, potential for this type of tailoring remains an under-researched area.

The authors analyse data from a national survey from the United Kingdom (UK) (n = 16,966) using Analysis of variance (ANOVA) and chi-square to investigate motivations to volunteer amongst younger and older volunteers and compare these to a core age group.

The authors find differences across different age cohorts in both motivations to volunteer and also in rewards sought from volunteering. By analysing these differences, the authors then develop a framework of tailored recruitment and retention strategies to maximise the potential pool of volunteers for organisations in the not-for-profit sector, whilst also optimising rewards for those who volunteer.

Although recruitment and retention are both core research themes in Employee Relations, a recent special issue on the not-for-profit sector noted that these processes were under-researched outside of a for-profit setting. Literature from the fields of human resource management (HRM) and not-for-profit management is synthesised and integrated.

The purpose of this paper is to identify the challenges when recruiting and retaining rural physicians and to ascertain methods that make rural physician recruitment and retention successful. There are studies that suggest rural roots is an important factor in recruiting rural physicians, while others look at rural health exposure in medical school curricula, self-actualization, community sense and spousal perspectives in the decision to practice rural medicine.

An extensive literature review was performed using Academic Search Complete, PubMed and The Cochrane Collaboration. Key words were rural, rural health, community hospital(s), healthcare, physicians, recruitment, recruiting, retention, retaining, physician(s) and primary care physician(s). Inclusion criteria were peer-reviewed full-text articles written in English, published from 1997 and those limited to USA and Canada. Articles from foreign countries were excluded owing to their unique healthcare systems.

While there are numerous articles that call for special measures to recruit and retain physicians in rural areas, there is an overall dearth. This review identifies several articles that suggest recruitment and retention techniques. There is a need for a research agenda that includes valid, reliable and rigorous analysis regarding formulating and implementing these strategies.

Rural Americans are under-represented when it comes to healthcare and what research there is to assist recruitment and retention is difficult to find. This paper identify the relevant research and highlights key strategies.

This paper aims to conduct an exploratory research of recruitment source and professional staff retention for succession planning, as well as suggests some experiences of keeping qualified staff in Vietnamese libraries. It stems from the context of academic and public libraries in the Mekong Delta region, Vietnam.

This research draws on transformational leadership theory initiated by Burns (1978) and expanded by Bass (1985). It was conducted through a multi-method case study approach at 13 public and 4 academic libraries in the Mekong Delta, Vietnam. Data collection consisted of an online survey with 162 responses and 23 in-depth semi-structured interviews.

Research result indicates that staff recruitment for managerial positions in Vietnamese libraries is mainly from within the organisation. Staff retention relies on differing factors, of which salary was considered the most important by several participants. However, succession planning itself may be a good way to keep qualified employees who would like to be promoted. For those employees attracted by high salaries rather than future managerial positions, supplemental income is believed to be a possible solution.

A larger research coverage will be suggested to further research, so as to get further information about staff recruitment and how to retain qualified staff in Vietnamese library settings.

This study aims to benefit library leaders by providing good insights into which recruitment source is suitable to look for qualified staff for managerial positions in Vietnam. Most importantly, the research would inform library leaders and the local government in the Mekong Delta of the possible reasons for staff turnover. This study also helps to raise library leaders’ awareness of how to retain their qualified professional employees within a highly dynamic environment.

This research contributes to literature about qualified staff recruitment and retention in an Asian country context, which has not been discussed so far. It also helps to raise awareness of library leaders about applying some practical strategies, including succession planning, into retaining managing employees in their organisations.

The purpose of this paper is to provide a review of literature about recruitment, retention and resignation among non-career firefighters.

A systematic review was conducted to identify factors associated with the recruitment, retention and resignation of non-career firefighters. The authors divided the results into three topics and four levels for further analysis.

27 articles are included in the review. Most research addresses retention at an organizational level and indicates a link between job satisfaction and factors such as supervisor support, recognition and close relationships within the workgroup. Further, a recurring reason that contributes to resignations seems to be family related (e.g. partner disapproval).

There is a lack of European and Asian research into non-career firefighters. The included research papers generally have low response rates and the sample is often mostly male and Caucasians from a limited area.

The identified factors offer deeper understanding and can help practitioners in their pursuit of the sustainable retention of non-career firefighters.

Because securing adequate numbers of non-career firefighters is important, there is a need to synthesize current evidence to identify and further understand which factors contribute to retention. To the authors' knowledge, this is the first systematic review to synthesize such evidence about non-career firefighters.

Avoidable voluntary turnover negatively impacts an organisation’s workforce and decreases its sustainability and productivity. His Majesty’s Prison and Probation Service’s (HMPPS) leaving rates are among the highest in the public sector. The purpose of this study is, thus, to support HMPPS in improving Band 3 prison officers’ (POs) retention and in developing an effective employee retention strategy.

Grounded in retention literature, the present study uses a mixed-methods, cross-sectional, phenomenological research design. Primary data was gathered using an online qualitative survey, which was sent to POs working at a public sector prison in the Northwest of England with less than five years of work experience.

The results highlight the impact of career development and training and development due to their importance to POs in comparison to the POs’ dissatisfaction with HMPPS’ performance in both factors. Furthermore, most expectations of retention factors were only partially met, illustrating the need to reform the existing recruitment process and the translation of expectations into the reality of the role. In conclusion, HMPPS should focus attention on performance-improvement, especially in relation to career development and training and development, as well as investigating and reforming the current recruitment processes.

Recommendations to improve the retention of POs include the improved management of career plans, an increased selection of managers based on their management abilities, increasing training opportunities and equating staff's access to them, and evaluating the effect of payment boosts.

The role of POs and their professional environment has not previously been combined with contemporary retention literature. To the best of the authors’ knowledge, this research paper is the first of its kind using qualitative data to understand retention in the English and Welsh prison service.

This work aims to summarize literature on police recruitment and retention and how changing conditions may affect these. It uses a bucket metaphor to conceptualize and present visually how these can interact with each other and create a dynamic police staffing challenge.

The literature review includes more than 150 works on police recruitment and retention, organized into discussions on the demand for police, the supply of police, and how systemic and episodic changes affect each.

Existing research suggests police agencies face a threefold challenge in meeting the demand for officers: attrition is likely to increase, sources of new recruits might be decreasing, and police responsibilities are expanding. Attrition might increase because of baby‐boom generation retirements, military call‐ups, changing generational expectations of careers, budget crises, and organizational characteristics. Sources of new recruits might be decreasing because of a decrease in the qualified applicant pool, changing generational preferences in selecting careers, increased competition for persons who might qualify as police officers, expanded skill requirements for police officers, uncompetitive benefits, and many of the organizational characteristics causing attrition. Policing responsibilities are expanding because of new roles in community policing, homeland security, and emerging crimes.

This work summarizes, as no other has previously, the extant research on police recruitment and retention. Many holes remain in the literature, but identifying the extant literature can help identify these and possible means to fill them. Reviewing the extant literature can also help agencies identify the proper lessons to face their own recruitment and retention challenges.

The purpose of this article is to clarify what is meant by talent management and why it is important (particularly with respect to its affect on employee recruitment, retention and engagement), as well as to identify factors that are critical to its effective implementation.

This article is based on a review of the academic and popular talent management literatures.

Talent management is an espoused and enacted commitment to implementing an integrated, strategic and technology enabled approach to human resource management (HRM). This commitment stems in part from the widely shared belief that human resources are the organization's primary source of competitive advantage; an essential asset that is becoming in increasingly short supply. The benefits of an effectively implemented talent management strategy include improved employee recruitment and retention rates, and enhanced employee engagement. These outcomes in turn have been associated with improved operational and financial performance. The external and internal drivers and restraints for talent management are many. Of particular importance is senior management understanding and commitment.

Hospitality organizations interested in implementing a talent management strategy would be well advised to: define what is meant by talent management; ensure CEO commitment; align talent management with the strategic goals of the organization; establish talent assessment, data management and analysis systems; ensure clear line management accountability; and conduct an audit of all HRM practices in relation to evidence‐based best practices.

This article will be of value to anyone seeking to better understand talent management or to improve employee recruitment, retention and engagement.

The paper aims to examine the role of an occupational pension in employees' psychological contracts, the degree to which such pensions influence decisions relating to employee recruitment and retention, and attitudes of managerial employees to the recent Employment Equality (Age) Regulations.

Thirty‐six in‐depth interviews were conducted with managerial employees in order to examine the topics described above.

It is found that the role of an occupational pension in employees' psychological contracts is related to age, and that they play a much greater role in the psychological contracts of older employees. The provision of an occupational pension was found to be more successful in promoting the retention rather than the recruitment of staff. The managerial employees interviewed were overwhelmingly supportive of the introduction of the recent Employment Equality (Age) Regulations, but some expressed scepticism that they would be implemented faithfully by their organisations.

Further research is needed to examine the impact of the widespread closure of defined benefit pension schemes on employment decisions. The small sample size used in this research means no claims can be made to external validity.

The original features of the paper are that the authors apply the psychological contract framework in analysing the degree to which employees value their occupational pensions, employees themselves are interviewed rather than their employers in assessing the impact of an occupational pension on recruitment and retention, and the paper provides an early assessment to the recent introduction of age discrimination.