Employee turnover within higher education : a case study of Walter Sisulu University

Abstract

Employee turnover poses a significant challenge for higher education institutions, affecting operational efficiency and organisational performance. This study examined factors influencing turnover intentions at Walter Sisulu University (WSU), South Africa, focusing on job satisfaction, organisational commitment, career development, and pay satisfaction. The research aimed to inform effective retention strategies by analysing the relationship between these factors and turnover intentions. The study employed a quantitative approach with a cross-sectional survey design. Data was collected through structured questionnaires distributed to a stratified random sample of 320 academic and non-academic staff members at WSU. Participants were selected using simple random sampling, and out of 320 questionnaires distributed, 123 were returned fully completed, resulting in a 38.47% response rate. Data analysis was conducted using SPSS version 28, which included descriptive statistics, correlation analysis, and multiple regression analysis. Key findings revealed that employee turnover significantly impacts WSU's operational functions, aligning with existing literature on turnover's disruptive nature in academic institutions. Contrary to some previous studies, job satisfaction and organisational commitment showed minimal impact on turnover intentions at WSU. Career development opportunities and pay satisfaction, while positively related to retention, were not decisive factors in turnover intentions. These findings suggest a complex interplay of factors that influence employee decisions to stay or leave the institution. The study's implications highlight the need for a multifaceted approach to employee retention at WSU. While competitive compensation and career development opportunities are important, they should be part of a comprehensive strategy addressing various aspects of the work environment. The research underscores the importance of regular assessments of employee needs and perceptions to develop targeted retention initiatives. Future research could explore additional factors such as leadership styles, work-life balance, and organisational culture to provide a more comprehensive understanding of turnover dynamics in higher education settings. Based on these findings, the study recommends that WSU strengthen leadership development and recognition systems, expand career development opportunities, and adopt flexible work arrangements to improve employee retention. These strategies can help stakeholders create a supportive work environment that fosters loyalty and enhances institutional performance.