Assessment of Staff Retention in Private Universities in Ghana: A Study of the Perez University College, Winneba

Abstract

Staff turnover especially among lecturers in private universities is high due to poor and disappointing conditions of service. This negatively affects effective teaching, learning and research. The purpose of the study was to examine the causes of staff turnover in private universities, using the Perez University College in Winneba as a case study. The study employed the descriptive survey design to collect data from forty (40) lecturers and twenty (20) administrative staff. The convenience sampling technique was therefore used to obtain the sample size of 60 respondents. Questionnaire and interview guides were used to collect data. The study revealed that lecturers and top administrators were poorly paid. There was low research output among lecturers in private universities. Libraries lack current publications and ICT connectivity to support teaching, learning and research. The study recommended the improvement in the conditions of service of staff. It also recommended the establishment of a research fund to motivate lecturers to increase research output as well as ICT connectivity to support effective teaching, learning and research in private universities in Ghana.

The Impact of Human Resource Management Practices on Turnover Intention: A Literature Review

“…HRM Practices such as training and development, performance appraisal, reward and recognition, career development, and recruitment are crucial factors in encouraging employee retention (Langford, 2009;Singh and Kassa, 2012;Pek-Greer, Wallace, and Al-Ansaari, 2016;Kossivi, Xu, and Kalgora, 2016;Dasilveira et al, 2020). In previous studies, HR managers have explicitly emphasized the importance of effective HRM practices in retaining employees and reducing TI (Pek-Greer et al, 2016;Giauque, Anderfuhren-Biget, and Varone, 2015;Kwegyir-Aggrey, 2016;Kang, Busser, and Choi, 2018;Canet-Giner, Redondo-Cano, Saorín-Iborra, and Escribá-Carda, 2020). Researchers have also reported a negative correlation between a combination of HRM Practices and TI (Kadiresan, Selamat, Selladurai, Ramendran, and Mohamed, 2015;Nawaz and Pangil, 2016b;Akpa and Asikhia, 2016;Fernando, Dasanayaka, and Mudalige, 2019).…”

Effects of Employees Turnover in Tanzanian Organizations: A case of Tanzania Fisheries Research Institute, Dar es Salaam

“…The study revealed that employees' turnover led to loss of highly specialized workforce, and high hiring and training costs at the bank. Aggrey (2016) conducted a study to assess staff retention in private universities in Ghana, a Case of the Perez University College, Winneba. The purpose of the study was to examine how employee compensation package or system affects employee retention in private universities in Ghana.…”

“…This is another possible effect of employee turnover to an organisation as revealed by Aggrey (2016). The departing employees may include talented and experienced workforce.…”

Assessing Motivational and Retention Strategies Employed to Retain Academic Staff: Evidence from Selected Universities

“…A strategic approach to employee retention may include adopting effective methods of engagements, safe and healthy workplaces and creating flexible work arrangements. Retention practices help create an inclusive and diverse workforce where barriers are reduced and individuals can carry out their duties in an acceptable manner (Kwegyir-aggrey, 2016).…”

“…Author Chew, (2005) identified the following strategies; recruitment and selection, salary and compensation, fringe benefits, training and development, and performance appraisal (PA) systems, as well as promotion and career advancement. Kwegyir-aggrey, (2016) asserted that the absence of effective retention strategies such as education and training opportunities, retirement plans/ packages, and health and related benefits induce staff to leave an organization.…”