Determinants of Academic Staff Retention at Makerere University and Kyambogo University

Ssali, Kizza Francis; Onen, David; Gyaviira, Genza Musoke

doi:10.4314/majohe.v10i2.6

Cited by 4 publications

(7 citation statements)

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“…This report collaborated with the Rwendeirwe Report 2017 which indicated that between 2015 and 2016 over 69 left the University. Researchers like Ssali et al (2019) indicated that between 2009 and 2013 the University lost 50 senior academic staff for other universities, and in 2015 and 2016, over 69 left. Ndyabahika (2018) noted that between 2013 and 2014, 477 lectures left.…”

Section: Theoretical and Conceptual Frameworkmentioning

confidence: 99%

“…At Makerere University, strategies have been put in place to enhance the well-being opportunities for collaborative research, Ph.D. scholarships, skill building, scientific writing, and sources of research funding schemes (Nabatte, 2019;Semeere et al, 2021). Despite these improved strategies towards improving academic staff well-being, some sponsored academic staff exhibited high intent to quit the University soon after graduating or even before serving the University (Mwesigwa et al 2020;Ndyabahika, 2018;Ssali et al 2019;Rwendeirwe, 2017). This high turnover gives an impression of ill-being among the academic staff (Atugonza et al 2021;Kabunga, 2020).…”

Section: Problem Statementmentioning

confidence: 99%

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Investigating the Effect of Perceived Workplace Climate on the Well-being of Academic Staff at Makerere University

Mbabazi,

Balojja

2023

injed

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The purpose of this study was to analyse how workplace climate affects the well-being of academic staff at Makerere University. The study was prompted by the reportedly persistent ill-being of academic staff at Makerere University in the recent past. The study followed a concurrent design, where the quantitative approach partook a cross-sectional survey design and the qualitative used a phenomenological survey design. Self-administered questionnaires were used to collect data from a sample of 383 academic staff and interviewing four heads of departments and four academic staff distributed in three colleges and one school. The respondents were selected using stratified random sampling and purposive sampling. The qualitative data was analysed through thematic and content analysis inductively. Later, both data sets converged during interpretation to obtain common implications. Qualitative findings indicated participants had varying perspectives on the workplace climate for instance, participants' voices ranged from challenging to supportive and adaptable, stressful and rewarding. This implied that such mixed feedback from different voices had different implications and consequences for individual participants. Quantitative data were analysed using descriptive statistics, inferential statistics, (r = .529, n = 286, p = .000> 0.05), and multiple analysed by linear regression R2 = 0.281, p =0,000 >.05). F statistic = 37.550, p= 0.00>0.05, Beta= 0.350, p= 0.00>0.05. The findings indicated a statistically significant positive relationship and effect between well-being and workplace climate in terms of work pleasure, job rewards, and career growth opportunities.

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Section: Theoretical and Conceptual Frameworkmentioning

confidence: 99%

Section: Problem Statementmentioning

confidence: 99%

Investigating the Effect of Perceived Workplace Climate on the Well-being of Academic Staff at Makerere University

Mbabazi,

Balojja

2023

injed

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“…It is such quality employees that enable organisations to remain both efficient and effective, and thus to excel even in the face of stiff competition (Allen, 2008). The fact is, however, that retention of quality employees is a big challenge to most organisations (Ssali et al, 2019). Schools in Uganda are not an exception to this general rule, hence the current study, which examines the problem of retention among Generation Y teachers.…”

Section: Introductionmentioning

confidence: 98%

“…The world over, organisations do their level best to ensure that they keep their high performing employees, as well as those with hard-to-replace skills (Allen, 2008;Ssali et al, 2019). It is such quality employees that enable organisations to remain both efficient and effective, and thus to excel even in the face of stiff competition (Allen, 2008).…”

Section: Introductionmentioning

confidence: 99%

“…It is also worth noting that in Mukono District (Uganda), most private secondary schools are run like mainstream businesses, with financial profitmaking as the bottom line (Musisi et al, 2019;Muwanguzi et al, 2019). Many of these schools' neglect teachers' needs, hence frequent teacher resignations (Ssali et al, 2019;Womakuyu, 2009). Most private secondary schools are thus reported to be characterised by "poor pay, delay of salary and [a] poor work environment" Besimbire (2010).…”

Section: Introductionmentioning

confidence: 99%

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Teacher Needs Management and Retention of Generation Y Teachers in Private Secondary Schools in Mukono District, Uganda

Wamala¹,

Genza

2022

MJESTP

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First-class employees are a rare species. Once found, retaining them is a big challenge, particularly if they belong to the Generation Y age group. Reports show that many Generation Y teachers are deserting private secondary schools for greener pastures elsewhere. This study enquires into the relationship between teacher needs management and retention of Generation Y teachers in private secondary schools of Mukono District (Uganda). The study employs a cross-sectional survey design. Data were collected using a questionnaire, interview guide, and documentary review checklist. Results reveal that the three needs management areas have a significant and positive correlation with the retention of Generation Y teachers. However, only achievement needs management was strongly correlated. The study concludes that as far as the retention of Generation Y teachers is concerned, affiliation and power needs management play only an ancillary role. Achievement needs seem to house the ‘magic bullet’- particularly if accompanied by monetary rewards. Thus, for the retention of Generation Y teachers, schools should devise prompt monetary reward practices as a generation-specific retention strategy.

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Supervisory Relationships and their Impact on the Well-being of Academic Staff at Makerere University

Mbabazi,

Balojja

2023

East Afr. j. educ. stud.

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This study examined the perception of supervisory relationships on the academic staff’s well-being at Makerere University in terms of engagement, mentoring, assessment of skills, and recognition. Following the pragmatist research paradigm and a cross-sectional survey design, a mixed-method approach based on a convergent parallel design was used to manage data. Quantitative data was collected using self-administered questionnaires from 286 academic staff proportionally drawn from three colleges and one school, while qualitative data was obtained from four heads of departments using a structured interview guide. Quantitative data was analysed using descriptive (frequencies, %ages, and means) and inferential statistics (correlations using the Pearson correlation coefficient, analysis of variance (ANOVA), and simple linear regression). The qualitative data was analysed through thematic and content analysis inductively. Later, both data sets converged during interpretation to obtain common implications about each objective. A statistically significant positive correlation was established between well-being and supervisory relationship (r = .422, n = 284, p < .000). The effect was established through a simple regression analysis, which reflected the adjusted r2 = .176, which implied that the supervisory relationship contributes 17.6% to the academic staff well-being and this assertion was well confirmed by the qualitative information. Supervisory relationships are an important predictor of academic staff well-being. Therefore, the management of the university should support and encourage supervisory relationships by initiating and developing policies and practices that aim at enhancing the well-being of academic staff

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Determinants of Academic Staff Retention at Makerere University and Kyambogo University

Cited by 4 publications

References 0 publications

Investigating the Effect of Perceived Workplace Climate on the Well-being of Academic Staff at Makerere University

Investigating the Effect of Perceived Workplace Climate on the Well-being of Academic Staff at Makerere University

Teacher Needs Management and Retention of Generation Y Teachers in Private Secondary Schools in Mukono District, Uganda

Supervisory Relationships and their Impact on the Well-being of Academic Staff at Makerere University

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