How To Keep Your Professional Staff Results Of A State National Study

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  • 1. Retention and Attrition of Professional Staff in Municipal Parks and Recreation
    “How To Keep Your Professional Staff: Results of a State/National Study”
    Dr. Craig M. RossDr. Sarah J. Young
    Indiana University-Bloomington
    Department of Recreation, Park, and Tourism Studies
  • 2. Introduction
    Interest
    What piqued our interest in this area?
    How did we set up the study/survey?
    What goals were we trying to achieve?
  • 3. Job Satisfaction Overview
    Previous studies on job satisfaction
    Health/nursing
    Business/employee turnover
    Academic/faculty
    Athletics
    Campus recreational sports
  • 4. Work Values
    An employee’s personal beliefs about what outcomes one should expect from work and how one should behave at work.
    The most general and long-lasting feelings and beliefs people have that contribute to how they experience work.
    Values can be intrinsic (i.e. related to the nature of work itself) or extrinsic (i.e. related to the consequences of work).
  • 5. General Concepts of Job Satisfaction
  • 6. General Concepts of Job Satisfaction
  • 7. Work Attitudes
    Collections of feelings, beliefs, and thoughts about how to behave that employees currently hold about their jobs and organizations.
    Compared to values, attitudes are:
    More specific and based on experiences
    Not as long lasting…we can change our attitudes
    Specific work attitudes:
    Job satisfactionis the collection of feelings and beliefs that employees have about their jobs.
    Organizational commitmentis the collection of feelings and beliefs that employees have about their organizations as a whole.
  • 8. The Experience of Work, Prentice-Hall
  • 9. Work Moods
    How people feel at the time they actually perform their jobs.
    More transitory than values and attitudes.
    Can generally be categorized as positive or negative.
    Determining factors:
    Personality
    Work situation
    Circumstances outside of work
  • 10. The Experience of Work, Prentice-Hall
  • 11. The Experience of Work, Prentice-Hall
  • 12. About the Study
    Web survey
  • 13. Sample Demographics
    N = 980
  • 14. Sample Demographics
    N = 980
  • 15. Study Demographics
    Age
    • Average: 43.55 years
    • 16. Median: 44 years
    • 17. Youngest: 22 years
    • 18. Oldest: 71 years
    • 19. Most often: 47 years
    N = 968
  • 20. Study Demographics
    N = 980
  • 21. Study Demographics
    N = 980
  • 22. Study Demographics
    N = 980
  • 23. Study Demographics
    N = 980
  • 24. Overall Job Satisfaction with Current Job and Profession
    93.8%
  • 25. January 5, 2010
  • 26. Overall Job Satisfaction with Current Job and Profession
    94.2%
  • 27. Overall Job Satisfaction with Current Job and Profession
    95.5%
  • 28. Overall Job Satisfaction with Current Job and Profession
    77.0%
  • 29. Overall Job Satisfaction with Current Job and Profession
    71.2%
  • 30. Overall Job Satisfaction with Current Job and Profession
    79%
    16.6%
  • 31. Overall Job Satisfaction with Current Job and Profession
    61.3%
  • 32. Overall Job Satisfaction with Current Job and Profession
    76.3%
  • 33. Overall Job Satisfaction with Current Job and Profession
    60.7%
  • 34. Current Degree of Job Satisfaction
  • 35. Current Degree of Job Satisfaction
  • 36. Current Degree of Job Satisfaction
  • 37. Current Degree of Job Satisfaction
  • 38. Rank Order of the Most Important Factors for Job Satisfaction
  • 39. What is Valued MOST in a Job
    Opportunity to make a difference in the lives of people in the community
    Working with co-workers
    Flexibility
    Personal and professional accomplishments
    Variety of daily tasks
    Benefits and job security
    Challenging job
    Boss
    N=857
  • 40. What is Valued LEASTin a Job
    Long hours/nights/weekends
    Politics/government bureaucracy
    Pay/benefits
    Boss/leadership and management style
    People
    Lack of facilities and otherresources
    Unions
    N=820
  • 41. What are the Most Important “STAYER” Factors
    Loyalty to supervisor, community, mission of organization
    Family considerations
    Stability/job security
    Benefits (includes insurance and health)
    Challenges of the job
    Co-workers
    N=858
  • 42. What are the Most Important “STAYER” Factors
    Enjoy my job
    Flexibility of my schedule
    Location (includes geographic area)
    Position responsibilities/decision-making authority/contributions to community
    Time currently invested in my job/nearing retirement
    Support of my supervisor
    Sense of purpose
    N=858
  • 43. What are the Most Important “LEAVER” Factors
    Lack of support from supervisor and administration
    Better paying position offered somewhere else
    Cut in pay, budgets, and program
    Received a better opportunity somewhere else
    Change in job responsibilities (i.e., more work, asked to do more with less...AGAIN!!)
    Spouse relocation, or changes in my family
    N=853
  • 44. What are the Most Important “LEAVER” Factors
    Politics (includes changes in political climate)
    Shorter commute (includes being closer to my family or to home)
    Negative working environment/conditions
    If flexibility of work schedule were to change
    Lack of challenge in my work, or my work was no longer meaningful
    Disrespected in position and/or contribution to community
    Retirement
    N=-853
  • 45. Implications for Municipal Parks and Recreation Administrators
    Supervisor strong intrinsic work values Employee strong intrinsic work values
    Attempts made to improve attitudes, motivation, or performance are most effective when the change implemented is consistent with workers’ values and expectations.
    Empower staff for increased feeling of ownership
    Recognize the need for work/life balance
    Competitive salaries
    Provide challenging work
    Pleasant work environment helps promote positive moods.
    Show genuine support to staff
    Continue to provide flexibility for staff
  • 46. Implications for Municipal Parks and Recreation Administrators
    Some staff will be more satisfied than others with the same job because of different personalities and work values.
    Work environment can also increase levels of job satisfaction.
    Place new staff in work groups whose members are satisfied with their jobs.
    Be committed to your employees
    Recognize work may not always be the highest priority
    Help them when they have hard times
    Solicit their input on decisions affecting them
  • 47. Implications for Municipal Parks and Recreation Administrators
    Employees’ perceptions of job factors determine how satisfied they are.
    Not what you think about them
    Changing some factors may have longer-lasting effects on job satisfaction than changing others…depends on the individual.
    Work environment
    Effective on-boarding of new employees
    Recognize achievements/contributions
    Competitive salary
    Extras
  • 48. Retention and Attrition of Professional Staff in Municipal Parks and Recreation
    Questions or Comments?
    Dr. Craig M. RossDr. Sarah J. Young
    Indiana University-Bloomington
    Department of Recreation, Park, and Tourism Studies