Due to changes in the Danish demographics, the labour market is now entering a declining period with more employees exiting than entering. Consequently, companies have to come up with a new approach on how to retain their employees. Especially the ones that create the most value to the company, the high performers. This specific group of employees has been shown to have a higher level of mobility and less loyalty towards their employer than their co-employees , which makes this group of employees especially hard to retain. An extensive literature review was carried out in the field of retention and it was concluded that one of the strongest predictor to retention is job satisfaction. This conclusion, together with the popular stance that Good employees leave bad leaders gave the inspiration to the work presented in this thesis; the apparent conflict between leadership and job satisfaction. Through a social constructivist perspective and qualitative interviews with high performers from the Danish company Nomeco A/S, this thesis examines what leadership means to high performers’ job satisfaction. After thoroughly analyzing the data from the interviews it was found that there is in fact a conflict in high performers’ expectations towards leadership. The conflict arises because the leaders are in control of a lot of the work factors that are significant to high performers’ job satisfaction. When the high performers’ expectations to one of these factors are not being met, it leads to dissatisfaction with that single work factor and hence also with the leader. This knowledge should be taken into consideration by companies when looking into how high performers could be retained.
|Educations||MSocSc in Human Resource Management, (Graduate Programme) Final Thesis|
|Number of pages||127|