Academic Staff Retention As A Human Resource Factor: University Perspective

Abstract

The shortage of academic staff and the failure of universities to retain quality academic staff continue to be crucial to the changing prospects and potentials of knowledge formation and learning. This paper intends to examine factors that influence the poor retention rate of academic staff at selected universities in South Africa. The survey involved 80 academic staff lecturing at the selected institutions. The sample was chosen in such a way that more than 35 percent of the selected academic staff have worked at higher education institutions for more than 10 years. Prior to conducting the study, a provisional literature review was performed on recent research regarding reasons for academic staff quitting the profession or changing universities. The study attracted responses from 80 academic staff and the survey discovers job satisfaction as the main factor keeping academic staff in their profession. However, job satisfaction was also linked with career growth and academic development. The study could not rule out the probabilities of working conditions as a factor influencing retention. While these intrinsic factors play an important role, there were also extrinsic factors, as construed from the findings. Respondents considered an academic profession to be a meager paying job, with little opportunity for growth. However, it can be argued that salary is a concern, even though academic staff considers that the academic profession has a superior reputation in society. Nonetheless, many academics believe that the profession has a heavy workload, making it difficult to meet promotion requirements and poor mentoring and capacity development, which would benefit from academic support, unambiguous promotion guidelines and clear, homogenous salary packages.

Management perceptions of a higher educational brand for the attraction of talented academic staf

“…Universities in sub-Saharan Africa continue to operate under conditions are seriously under-resourced, which poses significant challenges for the scholars concerned (Onah & Anikwe, 2016;Selesho & Naile, 2014). Employment equity and remuneration practices are important factors in attraction and retention of new academics, especially from historically disadvantaged groups in South Africa (Mapesela & Strydom, 2005).…”

A Review of Employee Retention Strategies: Implication for Future Research

“…Generally, the compensation literature provides considerable support for the argument that paying higher wages can potentially prevent turnover (Banerjee & Nayak, 2018). Selesho and Naile (2014) demonstrated that retention of academic staff by Vaal University was influenced by management's capacity to pay academic staff the requisite market-related salaries. However, academic leadership and the work environment also contributed to staff satisfaction and retention in the organisation.…”

Human resource practices as determinants of employees’ intention to leave: a study from a selected South African institution

“…If employees have excessive workload and in addition to that feel that their working conditions and financial rewards are poor, they would leave the organization. In addition, employees may also leave the organizational if their beliefs, values and culture are in conflict to those of the organization (Selesho & Naile, 2014).…”

“…Employees perform all key functions which result in the achievement of the vision of the organisation. The retention of employees is a concern in every organization, as it affects the al performance (Selesho & Naile, 2014). The retention of high performing employees and keeping employees engaged helps to create and maintain competitive advantage (Stone, 2008).…”

“…Hence, it is important for an organization to retain and motivate its employees to make sure they are committed, competent and capable. The retention of one employee means one less person to be recruited, selected and trained by the organization (Selesho & Naile, 2014).…”