| dc.description.abstract | This paper examines the study area of retaining personnel. The purpose of the study is to contribute knowledge on how idea-based organizations should work in retaining personnel. Data was gathered through seven semi structured interviews with employees working within social work in an idea-based organization. The study’s theoretical framing consists of the theory of job embeddedness, which is a theory that concerns employee retention. Job embeddedness consists of three concepts named links, fit and sacrifice which each help describe the level of one person's embeddedness within an organization. In this study, job embeddedness is studied at an organizational level. The study questions for the study concerns which possible discrepancy the workers experience between their current work situation and desirable work situation within the organization, and how the workers choice of working within the organization can be understood through job embeddedness. The study questions are answered at a group level throughout the thesis. The result indicates that the level of embeddedness among studied personnel varies. Job embeddedness appears to be higher concerning links to other people, whereas the level of job embeddedness appears to be lower concerning organizational aspects such as organizational climate and working conditions. The result further discerns that a number of factors may have a decisive significance in maintaining staff in a competitive labor market. More specifically, the study concludes ten themes that occur as crucial in this process. These themes consist of clients, colleagues, managers, values, atmosphere, pay, work assignments, working hours, usage of occupational skills and opportunities for development. | sv |
