Introduction
Employees who have valuable knowledge and skills for the organization and consistently perform tasks efficiently and on time are the principal capital of the organization. After all, such employees bring income to the company, and their loss can lead to loss of profit and information, customer base, and ideas on how to develop a business. Therefore, maintaining a staff of valuable specialists is the task of managers at all levels and an HR specialist, if there is one in the company. It explicitly concerns educational organizations since they offer poor working conditions. The article “Employee Retention and Job Performance Attributes in Private Institutions of Higher Education” discloses the means of preventing employee turnover. Hence, this presentation analyzes the selected study and reveals the findings.
Objective
Nowadays, to retain employees, more than just showing them attention and care by providing more than just sick leave and free medical examinations is required. The high employee turnover rate is vividly observed in higher education institutions for several reasons. Primarily, the workers are non paid enough to conduct lectures because they also need to be involved in academic activities (Chong & Lee, 2017).
However, to participate in scientific conferences and other related activities, the workers need to pay a fee that can be overpriced sometimes. In addition, they have to participate in non-academic activities, yet they are not paid for it. Therefore, the chosen article explores the factors affecting productivity and engagement in academic and non-academic activities. It is difficult for academicians to survive in an environment where the only motivation is personal interest.
Method
To explore the factors affecting employees’ performance in higher institutions, the researchers employed a quantitative, self-administered questionnaire was employed. According to Chong and Lee (2017), “200 respondents from the top ten PHEIs (Private Higher Educational Institutions) participated in this study” (p. 158). The questionnaires were provided to the participants from Klang Valley’s top institutions.
The researchers distributed 400 survey forms among universities and through social media platforms such as Facebook, Twitter, and others (Chong & Lee, 2017). Six sections of the form addressed employee demographic information, job engagement, work-life balance, career development, job performance, and employee retention. The researchers will present specific findings on the next slide based on the questions.
Findings
According to Chong and Lee (2017), “Out of 210 returned questionnaires, 10 were incomplete as the respondents have time constraints due to their busy schedule” (p. 161). However, there were enough forms to shape some vivid results. The study showed that most employees in educational institutions are married women between 31 and 40 years old.
In addition, the majority of workers have a Bachelor’s degree. Approximately half work as lecturers, while the others are engaged in the faculty office. Internal consistency was identified as a parameter for job engagement and work-life balance (Chong & Lee, 2017). It signifies that the employees are satisfied with their involvement in educational processes. They are also pleased with their private life, which does not interfere with work.
It was also established that consistency between working and personal affairs guarantees a better performance level. However, the employees of PHEIs did not identify this criterion as contributing to a higher productivity rate (Chong & Lee, 2017). The rest of the factors specified in the “Method” sections were assessed normally, proving that the academic institutions’ workers are genuinely engaged.
Conclusion
In summary, the research has demonstrated the factors contributing to the higher performance rate among the employees of PHEIs in Malaysia. It was established that the lower turnover rate is connected to overall worker satisfaction. In addition, work-life balance was not correlated with increased productivity, yet it takes a toll on the interrelationship between employees (Chong & Lee, 2017). The study has only proposed ideas related to talent retention and turnover.
Contribution
The selected article contributes to the study of talent retention as a significant factor contributing to a low turnover rate. When the employees are valued and encouraged, they strive to reach more goals and contribute to the common good. It is specifically observed in an educational setting where academicians must do extra work to contribute. When their interests align with professional ones, they can perform better and receive high-quality outcomes.
Moreover, retaining workers is vital to avoid inconsistencies in the working process. The lower the turnover rate is, the better reputation the organization obtains. Finally, it is essential to note that talented personnel are the critical capital for further company development. They can take the organization to a whole new level if praised rightly.
References
Ching, Y., & Lee, T. (2017). Employee retention and job performance attributes in private institutions of higher education. International Journal of Business and Administrative Studies, 3(5), 158-165. Web.