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

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

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