1.1   Background of the Study

Retaining employees whose knowledge has high competitive value is becoming a critical and well-recognized challenge (Taylor, 2004 and Williamson, 2008). Such employees are known as knowledged workers in that they “have high degrees of expertise, education, or experience, and the primary purpose of their jobs involves the creation, distribution or application of knowledge” (Davenport, 2005).

The retention of employees has been shown to be significant to the development and the accomplishment of the organization’s goals and objectives. Retention of employees can be a vital source of competitive advantage for any organization.

Today, changes in technology, global economics, trade agreements, and the likes are directly affecting employee/employer relationships. “Until recently, loyalty was the cornerstone of that relationship. The loss of talented employees may be very detrimental to the company’s future success. Outstanding employees may leave an organization because they become dissatisfied, under paid or unmotivated (Adeniran 2005). While trying to retain employees within the organization, the organisation may face other challenges such as demand for higher wages by skilled employees, not complying with organization practices, and inadequate good interaction with their co-workers.

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