Talent retention strategies for female academics in the higher education sector

Abstract

This study aimed at identifying talent retention strategies for female academics in the higher education sector, paying particular attention to the Sub-Saharan context. Higher education institutions rely on the knowledge, abilities, and skills of their academics in order to keep abreast of the changing nature of higher education globally. These institutions of higher learning are required to be competitive and achieve their strategic goals in order to remain relevant in the sector. Studies have shown that female academics are leaving the higher education sector for the private sector for numerous reasons, including better salaries and further development. Additionally, some female academics are emigrating to European countries in search of greener pastures. Therefore, higher education institutions have to ensure that talent retention strategies are implemented to retain female academics, as well as to facilitate their progress to top leadership positions. The study utilized four crucial retention strategies identified in Kenya by Mutiria, Rukangu and Kubaison in 2015. These retention strategies include compensation and benefits, formal succession planning, training and development and career development opportunities. A quantitative research design was adopted for this study, whereby online questionnaires were completed by 112 female academics at a Sub-Saharan university. The data were analyzed using the Statistical Package for the Social Sciences (SPSS) version 27 for Windows. The results revealed a significant relationship between the four identified strategies and retention. Thus, institutions of higher learning should effectively implement these strategies in order to retain talented female academics, considering the dynamics in the sector.

Gender Differences in Employee Attrition at the Durban University of Technology

“…Bartels et al (2021), acknowledged similar trend in their study describing the attrition of female employees in academia as a leaky pipeline, which has called for greater concern in the field of human resource management, according to Coetzee & Moosa (2020). Kanyumba and Lourens (2021) attributed the increasing attrition rate to the inability of HE institutions to recruit, retain and promote females in academia. The trend is not only peculiar to the institution researched or higher education generally but goes beyond.…”

The Fusion of Talent Management and Knowledge Management: An Odd Couple or Happy Nuptial

“…Several scholars have proposed diverse opinions and solutions to address the retention challenge in South African HEIs. For instance, Kanyumba and Lourens (2021) found that retention strategies include compensation and benefits, succession planning, training and development and career development opportunities. Similarly, Lesenyeho and Schutte (2020) suggest that HEIs redevelop talent management (TM) practices such as compensation and recognition, career development and general institutional practices to address the diverse needs of a new generation of academics.…”

“…Similarly, Lesenyeho and Schutte (2020) suggest that HEIs redevelop talent management (TM) practices such as compensation and recognition, career development and general institutional practices to address the diverse needs of a new generation of academics. The extant literature suggests that most empirical studies on academic retention in South African HEIs focused solely on compensation and benefits, succession planning, training and development and career development opportunities (Kanyumba & Lourens, 2021;Musakuro & de Klerk, 2021;Lesenyeho & Schutte, 2020). However, there is limited empirical research concerning the influence of promotion, work-life balance and employer-employee relationship on academic retention in South African HEIs.…”