Managing Turnover Intentions among Faculty of Higher Education Using Human Resource Management and Career Growth Practices

Abstract

Academic institutions cannot survive and perform well without competent and committed academic staff. Therefore, it is important to address the issue of faculty members’ turnover. Focus of this study is to investigate the impact of human resource practices (salary, performance appraisal, training and development) and career growth (career goal progress, professional ability development, promotion speed, and remuneration growth) on faculty members’ turnover intention. The study has used a cross sectional survey data from a sample of 270 full time faculty members of universities in Pakistan. The Partial Least Square (PLS) two step path modeling was used to test the direct and indirect hypotheses. The results indicate that salary and performance appraisals are significantly and negatively related to turnover intention. Besides, it was found that out of four dimensions of career growth, only promotion speed and remuneration growth have significant direct relationship with turnover intention. With regards to mediated relationships, it was found that organizational commitment mediates the relationships between career growth (career goal progress, promotion speed, remuneration growth) and turnover intention. These findings suggest that in order to reduce turnover intention among faculty members, the higher education institutions must institutionalize human resource policies and practices that enhance career growth and employees’ development.

Demonstrating the motivational scale for commitments toward teachers’ turnover intentions using self-determination theory: a case of higher education institutions in Pakistan

“…As it is said, the person who makes this society as knowledge-oriented and prosperous by transformation is a “teacher” (George and Sabapathy, 2011). From the organizational perspective, since the survival and well performance of academic institutions is mainly dependent on a committed and skilled academic staff, so such institutions focus on how to reduce turnover intentions (henceforth, TIs) of the academic staff (Nawaz et al ., 2019). With the growth in the market, teachers' mobility is always a possibility – also termed as the “switching behavior” from one department to another.…”

The Impact of Rewards & Supervisor Support on Turnover Intentions with the Mediating Effect of Affective Commitment among University Lecturers in Public and Private Universities of Islamabad, Pakistan

“…This study will positively contribute to the vast body of knowledge, particularly in the field of talent management in which the main problem faced by organizations in recent times has been voluntary turnover. As in the higher education context, the problem of turnover among the university faculty in Pakistan has become a headache, as mentioned by Nawaz et al, (2019). Through this, our study will contribute to the higher education in the Pakistani Context, particularly in Islamabad as it is important for the universities to retain the competent faculty (Akhtar, Aamir, Khurshid, Abro & Hussain, 2015).…”

“…The main reasons that led to a turnover of university faculty had been related to some of the factors that developed the turnover intentions among these teachers in which one factor is the lack of giving rewards to the university faculty as Azeez & Lawal (2016) had highlighted the importance of rewards and found out that when the university faculty receive rewards, mainly financial rewards on the basis of their performance, it helps in reduction of turnover intentions thus leading to less turnover. In the Pakistani context, the problem of turnover has been on the rise among the higher education institutions as in the universities of Punjab, Nawaz et al (2019) had found out that when the university administration gave less attention to giving rewards and providing minimum growth opportunities to university teachers, the organizational commitment of such teachers goes lower, leading to higher turnover intentions. Furthermore, in the Pakistani context, Afzal et al (2019) highlighted the need in their study that in order to investigate further regarding how to reduce the issue of turnover and the intentions developed by university lecturers who teach in public and private universities of Islamabad, supervisor support needs to be investigated with turnover intentions.…”

“…Though previous studies had only examined the relationship of rewards with turnover intentions in not only public sector but private sector organizations as well including banking, education and healthcare sector in China (Nazir, Shafi, Qun, Nazir & Tran,2016), the hotel industry in Turkey ( Akgunduz, Gok & Alkan,2019), an industrial sector including departments of engineering in China (Cao,Chen & Song,2013), the logistic industry in Sri Lanka ( Mendis,2017), but in recent times, there have been limited studies between these variables in the field of higher education in Pakistan as Nawaz et al (2019) had recommended that when the university teachers had been given rewards in the form of salary, which has been considered as HRM practice in the private universities of Punjab, Pakistan, the faculty's turnover intentions have decreased to a larger extent. Furthermore, Hoy, Jun, Yuen, Chin & Hoon (2017) also recommended that rewards with turnover intentions should be further investigated in different cultural settings in the higher education context as their study was in the Malaysian context in the private universities among the teachers.…”

Human Resource Management Practices, Organisation Citizenship Behaviour and Turnover Intentions in Public Universities: The Mediating Role of Job Satisfaction

“…Juhdi Pa'wani and Hansalam [59] found significant negative correlations between HRMPs and turnover intentions among university employees in Malaysia. Nawaz, Siddiqui, Rasheed, & Iqbal, [60] indicated performance appraisals and promotion speed negatively related to turnover intention. Similarly, Sung, Yee, Bahron, & Rahim, [61] found that training was a negative predictor of the lecturers' turnover intention but performance appraisal was not a significant predictor of turnover intention.…”