Effect of Employee Biographical Characteristics and Perceived Organisational Support on Academic Staff Retention: A Case of Academic Staff in Universities in Kenya

Purpose This study aims to examine the relationships for the following: supportive work environment, person–organisation fit and employee retention among academic staff in one of the Malaysian public universities. Design/methodology/approach This study used a conceptual framework to assess the direct impacts of supportive work environment (i.e. perceived climate, supervisory relationship, peer group interaction, perceived organisational support), person–organisation fit and employee retention. A self-administered questionnaire was distributed to 225 respondents. Findings The findings present the mediating influence of person–organisation fit on the relationships between supportive work environment and employee retention. The results reveal a direct and positive relationship between supportive work environment and academic staff retention. These results imply that individuals’ perceived towards an organisation can influence their decision to stay at the university. Research limitations/implications This study had filled in the knowledge gap about the role of supportive work environment with person–organisation fit and the relationship for employee retention in Malaysia. Previous research emphasised on organisations’ role in employee retention and engagement in the manufacturing and service industry. Originality/value The findings of this study reveal how a supportive work environment can impact employee retention among academic staff. Specifically, the person–organisation fit describes the relationship between supportive work environment and employee retention.

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Turnover intentions, training and motivations among Australian union staff

Economic and Industrial Democracy ◽

10.1177/0143831x211017216 ◽

2021 ◽

pp. 0143831X2110172

Author(s):

Nick Brander-Peetz ◽

David Peetz ◽

Paula Brough

Keyword(s):

Online Survey ◽

Turnover Intentions ◽

Voluntary Turnover ◽

Intention To Leave ◽

Theory And Practice ◽

Organisational Support ◽

Intrinsic Motivations ◽

Perceived Organisational Support ◽

The Impact ◽

Labour Market Mobility

Staff loss and demotivation can be costly for unions. In this article the authors investigate factors influencing expected voluntary turnover, that is Intention to Leave (ITL), of union employees by conducting an online survey of 160 staff in three Australian unions. Moderated multiple regression analyses revealed that perceived organisational support, shortcomings in training and unmet intrinsic needs predicted ITL, after controlling for burnout, labour market mobility and intrinsic motivations. Critically, the results suggest an interaction effect involving training in some circumstances. Training buffered the impact of low support on ITL, however the adverse effect on ITL of organisational failure to meet staff expectations regarding service to members remained, independent of training. Implications for theory and practice are discussed, including the separate significance of resources and purpose.

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