**5.4 Predictor variable: satisfaction**

'Job satisfaction' can incorporate all the elements of satisfaction, which are security, pay and growth, supervisory and social satisfaction. If employees were satisfied, they would be committed and would probably remain in the organisation. Satisfiers should therefore be incorporated into a retention strategy [11].

#### **5.5 Retention themes**

The next part of the model consists of the ten themes derived from the qualitative section. The most effective theme was seen to be that of a 'well-established and reputable organisation'. It was noted that employees wanted to be part of an organisation that had good financial standing, and was commendable and credible, and actually valued their employees.

The next theme that was found to be relatively important was the 'leadership style'. It was shown that the professionals wanted clear direction when it came to objectives and goals, which was in line with organisational strategy. They wanted a leader who was genuine and who could guide them in the organisation, give them constructive feedback on their performance and offer ways of improving.

The next theme was that of 'financial remuneration', and it can be concluded that the participating professionals felt they had studied for a long time, they had scarce skills, and they had a stressful job. They felt they deserved a job that remunerated them well.

'Work environment and culture' was seen as another factor that could help retain staff, as the employees felt they needed an encouraging working environment characterised by a good work ethic and a positive work culture.

The next three themes were extremely interesting: 'Research and conferences', 'involvement with patients' and 'recognition and acknowledgement'. The theme of involvement in research can be seen as an important one for the professionals in pathology, as they felt they should not be treated like cogs in a wheel, but should rather be exposed to scientific matters like new diseases and new drugs that have been clinically trialled and tested. It can be concluded the participating professionals wanted to be seen as 'experts' in their field, and they wanted to be more in touch with the doctors, who are clinically involved with the patients. They also wanted to do ward rounds, to see interesting case studies. They would also like to present papers and attend medical conferences where knowledge sharing in the field of science takes place. The professionals also wanted to be recognised and acknowledged for their involvement in the important work that they do for mankind and the inconvenient hours they work.

The last three themes were 'training and learning', 'growth and intellectual stimulation' and 'team building'. Organisational learning and training are imperative in the medical science industry [12]. The participating professionals felt it was important for them to grow in an organisation, whether in their career or simply personal intellectual growth. The professionals felt the need for a culture of continuous learning and intellectual stimulation, as they had to keep up with the latest research and the HPCSA continued professional development. Team building activities were seen as necessary, as this would also contribute to a positive working environment.

It is important to note that the application of the retention model in the case of the professionals should be utilised by combining all the factors in the model to ensure effective retention. No one aspect is more important than another, but rather it is important to look at an integration of all the factors mentioned.
