14-08-2012, 03:57 PM
Factors Affecting Employee Retention at Public, Higher Education Institutions in Texas
4Factors.ppt (Size: 861 KB / Downloads: 69)
Overall finding - “Employees indicating that they intend to leave feel as though they are not given the opportunity to do their best work and are not highly valued. They express dissatisfaction with how work is recognized and the sense of teamwork within the workplace. Moreover, they do not feel as though the workplace is efficient and has too many unreasonable barriers to successfully completing tasks.”
Theoretical Framework
First-Level Factors – Results from researcher coding of objective events
Second-Level Factors – Results from researcher coding of respondent interpretation of objective events
LiteratuRowden, R. (2002). High performance and human resource characteristics of successful small manufacturing and processing companies. Leadership & Organization Development Journal, 23(1), 79-83. doi:10.1108/01437730210419206
Rowden sought to identify the high performance work practices of selected successful companies operating in the southeastern portion of the United States.
Results indicated that the most commonly shared high performance work practices of the companies participating in this research included training and development opportunities. Rowden concluded that the most important corporate success strategy is a commitment to the training and development of employees working for the organization.
Group Activity
From your own experiences, discuss your anticipated outcomes of the following analyses:
The effects of supervisor effectiveness, team effectiveness and employee development on job satisfaction.
The effects of supervisor effectiveness, team effectiveness and employee development on intention to stay.
Lessons Learned
Supervisor effectiveness strongly correlated to employee job satisfaction. It was the single-most contributing factor in this study.
Team effectiveness strongly correlated to employee job satisfaction and had a significant practical effect.
Employee development strongly correlated to employee job satisfaction but had an insignificant practical effect.
In SPSS, team effectiveness, supervisor effectiveness and employee development did not correlate to a significant practical degree to employee intention to stay.