[What Measures can Organisations take to Engage & Retain their workforce within the Quantity Surveying Industry in U.K.?]

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Acknowledgement

I would first like to express my gratitude for my research supervisor, colleagues, & peers & family whose immense & constant support has been a source of continuous guidance & inspiration.

DECLARATION

I [type your full first names & surname here], declare that the following dissertation/thesis & its entire content has been an individual, unaided effort & has not been submitted or published before. Furthermore, it reflects my opinion & take on the topic & is does not represent the opinion of the University.

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Executive Summary

Effective retention practices at Baker Mallett LLP are examined in this action research study. Using quantitative and qualitative methods, employees of Baker Mallett LLP participated in a survey and focus groups to identify employee engagement and job satisfaction in quantity surveying industry environment. Results show that employee retention increases when realistic work previews, meaningful work, career development, and flexible working conditions are present in a work environment. The increasing skill shortage in quantity surveying challenges today's this sector to examine effective retention practices. This research extends the understanding of employee engagement, and provides current information for individuals interested in the creation and improvement of employee retention practices in quantity surveying firms.

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

EXECUTIVE SUMMARYIV

LIST OF FIGURESVII

LIST OF TABLESVII

CHAPTER 01: INTRODUCTION8

The Opportunity and Its Significance9

Background of Research13

Theoretical Frame-work14

CHAPTER 02: LITERATURE REVIEW16

Retention and Its Significance16

Organisational Retention Best Practices19

Recruitment20

Compensation22

Non-Monetary Recognition24

Autonomy26

Leadership Influence on Employee Retention27

Organisational Culture and Retention30

Retention in Quantity Surveying Industry33

Causes of Retention Challenges34

Quantity Surveying Retention Strategies37

Conclusion38

CHAPTER 03: METHODOLOGY40

Research Approach40

Research Methods and Tools43

Surveys44

Focus Groups45

Study Conduct45

Data Analysis48

Reliability and Validity50

Generalisability51

Ethical Considerations52

CHAPTER 04: RESULTS AND DISCUSSION54

Study Findings55

Reasons for Joining Baker Mallett LLP57

Initial Impressions60

Factors That Influenced Current Engagement with Work and the Workplace64

The Impact of Company Culture on Job Satisfaction70

Client-Centred and Employee-Centred Approach to Work70

Learning Orientation72

Environment of Fun73

How to Increase Work Engagement and Job Satisfaction?75

Non -Monetary Recognition75

Changes That May Decrease Likelihood of Retention78

Changes That May increase Likelihood of Retention81

CHAPTER 05: CONCLUSIONS85

Conclusion One: Employee Expectations Not Fully Achieved in the First Three Months of Employment85

Conclusion Two: Meaningful Work Matters87

Conclusion Three: Turnover Impacts New and Existing Employees88

Conclusion Four: Baker Mallett LLP Culture is Social and Friendly89

Conclusion Five: Career Management for the Career Practitioner91

Conclusion Six: Types of Valued Recognition92

Scope and Limitations of the Research94

CHAPTER 06: RESEARCH IMPLICATIONS96

Study Recommendations96

Recommendation One: Utilise Small Business Language as Part of Recruitment96

Organisational Implications98

Recommendation Two: Re-Examine Baker Mallett LLP99

Organisational Implications100

Recommendation Three: Clarify Meaningful Work101

Organisational Implications102

Recommendation Four: Recognise Employee Working Needs103

Organisational Implications104

Implications for Future Research105

CHAPTER 07: REFLECTIONS106

Research Lessons106

Retention Lessons107

REFERENCES109

APPENDICES125

Appendix A: Online Survey Questions125

Appendix B: Focus Group Agenda130

List of Figures

Figure 1: Matrix Organisational Structure11

List of Tables

Table 1: Comparison of importance and satisfaction of workplace practices in the first 3 month61

Table 2: Individual Values towards Position and Organisation64

Table 3: Comparison of Current Importance and Satisfaction of Workplace Practices66

Table 4: Comparison of Current “Top Three” Important Practices with Satisfaction67

Table 5: Comparison of Current “Bottom Three” Satisfactory Practices with Importance68

Table 6: Summary of Important Recognition Practices76

CHAPTER 01: INTRODUCTION

This research project examines innovative and proactive retention practices that quantity surveying industry can implement ...