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

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

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

    • 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
    • Introduction
      Interest
      What piqued our interest in this area?
      How did we set up the study/survey?
      What goals were we trying to achieve?
    • Job Satisfaction Overview
      Previous studies on job satisfaction
      Health/nursing
      Business/employee turnover
      Academic/faculty
      Athletics
      Campus recreational sports
    • 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).
    • General Concepts of Job Satisfaction
    • General Concepts of Job Satisfaction
    • 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.
    • The Experience of Work, Prentice-Hall
    • 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
    • The Experience of Work, Prentice-Hall
    • The Experience of Work, Prentice-Hall
    • About the Study
      Web survey
    • Sample Demographics
      N = 980
    • Sample Demographics
      N = 980
    • Study Demographics
      Age
      • Average: 43.55 years
      • Median: 44 years
      • Youngest: 22 years
      • Oldest: 71 years
      • Most often: 47 years
      N = 968
    • Study Demographics
      N = 980
    • Study Demographics
      N = 980
    • Study Demographics
      N = 980
    • Study Demographics
      N = 980
    • Overall Job Satisfaction with Current Job and Profession
      93.8%
    • January 5, 2010
    • Overall Job Satisfaction with Current Job and Profession
      94.2%
    • Overall Job Satisfaction with Current Job and Profession
      95.5%
    • Overall Job Satisfaction with Current Job and Profession
      77.0%
    • Overall Job Satisfaction with Current Job and Profession
      71.2%
    • Overall Job Satisfaction with Current Job and Profession
      79%
      16.6%
    • Overall Job Satisfaction with Current Job and Profession
      61.3%
    • Overall Job Satisfaction with Current Job and Profession
      76.3%
    • Overall Job Satisfaction with Current Job and Profession
      60.7%
    • Current Degree of Job Satisfaction
    • Current Degree of Job Satisfaction
    • Current Degree of Job Satisfaction
    • Current Degree of Job Satisfaction
    • Rank Order of the Most Important Factors for Job Satisfaction
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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
    • 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