The Effect of Academic Staff Retention in case of Jig-Jiga University, Somali Regional State, Ethiopia

Turkish Online Journal of Qualitative Inquiry (TOJQI)

Volume 12, Issue 7, July 2021: 6491- 6505

Research Article

The Effect of Academic Staff Retention in case of Jig-Jiga University, Somali Regional
State, Ethiopia

Farah Iftin

College of Business and Economics, Department of Management, Jig-jiga University, Ethiopia,

Email: farahiftin2014@gmail.com

Abstract
The purpose of the study was to identify factors influencing academic staff retention in case of
Jigjiga University. Jijiga University in Ethiopia are operating in a highly competitive
environment and one of the challenges that face is employee retention, the core academic staff.
This has been occasioned by globalization which has intensified competition and the mobility of
highly skilled employees yet the university depend on these staff for success and stability.
Especially the objective of the study was to identify whether extrinsic factors and intrinsic factors
influenced retention of academic staff. To achieve the above objective, the study was conducted
using survey and explanatory research design. The total population of the academic staff in
Jigjiga University covered by the study was 843. Stratified random sampling was used in the first
stage to insure all subgroups ware represented. The second stage ware employed simple random
sampling and a total of 80 respondents ware sampled from the study in Jigjiga University. Data
was collected using questionnaire which had both closed- ended (Likert type scale 1-5) and open
ended questions. Academic Program and promotion director in charge of administration of the
university ware interviewed in order to get in-depth information on retention. Data was analyzed
using SPSS version 20 descriptive statics such as mean and standard deviation. Inferential
statics included correlation and multiple regressions ware used. Qualitative data was put into
categories based on themes that was aligned in to research objectives and was integrated of
discussion and findings. The study revealed that leadership style positively influenced academic
staff retention. This study therefore, brought to the fore, the role of leadership and there
leadership factors in academic staff retention. The finding also indicated that promotion did not
influence academic staff retention in Jigjiga University. The study concluded that in the presence
of leadership factors and training remuneration influence academic staff retention

Key Words; Academic staff Retention, Jigjiga University.

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1. INTRODUCTION
The most valuable asset available to an organization is its people, thus retention of staff to their jobs is
essential for an organization. Indeed there is a paradigm shift from human resource to human capital
which consists of the knowledge, skills and abilities of people employed in an organization which is
indicative of their value (Armstrong, 2010). When employees leave their jobs, it is often a sign that
something is going wrong. Guma (2011) contends that poor job retention along with employees lead to
many costs associated with employee turnover which include additional burden on remaining staff,
recruitment and training costs, lost productivity, lost clients and loss of intellectual capital. It thus goes
with little emphasis that undesirable employee turnover is costly and disruptive, drain resources and can
cause inefficiency (Harting, 2008). Despite the aforementioned, the social, economic and political
developments in combination with the processes of globalization and the space time compression that has
come with the developments in the area of information and communication technologies have contributed
towards the flow of highly skilled individuals from one end of the world to the other (Tetty, 2006).
Consequently, staff retention has become a challenging phenomenon for both public and private
organizations. Universities are no exception to the challenge of staff retention particularly with the core
employees, the academic staff, and it is obvious that these institutions will be increasingly obliged to
make retention of the academics a strategy priority (Pienearet al., 2008). Indeed, the problem of academic
staff retention is global and affects both developing and industrialized countries. A survey of full time
faculty members in the US in 2000 showed that more than 40% of them had contemplated changing
careers (Surbihi, 2013). In study carried out in Australian higher education institutions, 68% of the
academic personnel indicated that they wished to leave higher education (Yousaf, 2010). In South African
higher education institutions, the problem of staff retention is evident, since available data indicates that a
substantial number (between 5% and 18%) of academics staff leave higher education institutions
(Pienearet al., 2008).

Locally, Ethiopia is no exception to the phenomenon of academics staff retention which is manifested
more in the form internal brain drain. Meskrem (2010), conclude that Addis Ababa University is suffering
chronic academic staff attrition to secured better paying job to other sectors. Similarly, a recent study by
Abdilahi (2013), shows that the level of academic staff leaves in Jigjiga University is high due to the
current existing of motivation and benefit scheme policy. Jigjiga University is guided by statutes and
policies for academic staff retention such as devising and implementing various staff benefit, reward and
motivation mechanisms (Jigjiga University Strategic plan, 2004-2008 P.48). However the manner in
which these policies are implemented has led to academic staff disillusionment. It means that Academic
staff retention is a problem for this institution and its solution demands identification of factors that could
influence it, if it aspires to be competitive locally and internationally. Thus, this study aims to identify the
factors influencing academic staff retention and sought suggestion on academic staff retention strategies
that can help Jigjiga University to maintain high academic standard.

The problem of academic staff retention has been a pertinent issue in Jigjiga University.
Abdilahi(2013),observe that staff retention of skilled staff such as the academic staff is a challenge to the
Jigjiga University. In addition, World Bank (1994)had noted that staff retention in African countries was a
 The Effect of Academic Staff Retention in case of Jig-Jiga University, Somali Regional State, Ethiopia

challenge due to poor remuneration and poor working conditions and had recommended development of
alternative sources of income to supplement inadequate salaries (Tetty,2009). It is noted that although
Jigjiga University has developed alternative sources of funds such as the self-sponsored students that the
university generate internal revenue seems not to have reached academic staff as a significant number
continue to quit in search of better working conditions. As document analysis by Meskrem (2010) yields
an overall turnover rate of 14.5% for academic staff of Addis Ababa University during the four years time
(1997-2000EC), for the average total population of the University 1,559 this rate should not be deemed
simple. Because the cumulative effect of this turnover would harm the University in the short and long
run if it continues in this manner. The University’s objective of producing a high caliber work force, the
loss of academic staff is too costly, because replacing a single person requires huge cost in terms of time
and monetary.

According to (Waswaet al,Tetty, 2009; and Kipkebut, 2010) which cited factors such as poor institutional
governance, poor remuneration, heavy work load and lack of promotional opportunities as causes of
academic staff attrition in higher education. Further Abdulahi (2013), adds an advancement opportunity to
higher levels within the organization was considered as one of the most important factors influencing
level of intention. However, the staff of Jigjiga University was found less satisfied in chances for
promotion or opportunities for personal development such as: a fair chance for promotion and their needs
for career development. Ngoma (2010) argues that Universities are not always competing for customers
(students) but also for staff. Jigjiga University therefore requires a compelling Employee value
proposition and retains the academic staff that is critical source, which can provide competitive
advantage. A people centered strategy is an important source of competitive advantage because, unlike
technology, cost or new product development, people are difficult to imitate (Dockel, 2003). Some
studies have been conducted on “Turnover intentions of Academic staffs in public University”. For
instance, Solomon, Meskrem, Abdulahi. In association to this study area,

Abdulahi (2013), conducted on study Factors Determining Turnover intentions of Academic staffs and
use Jigjiga University as a showcase for Ethiopian university”. However, there is no study focused on
“Factors that Affect academic Staff’s retention in Jigjiga University”. Thus, retention strategies can only
be formulated with the knowledge of factor influencing retention among this cadre of staff. This empirical
research addresses this gap. These factors once identified will help this institution to establish a wining
EVP that will enable to become employer of choice. The same study by Abdulahi (2013), establish that
the organizational factors that influenced employee turnover intention included characteristics of the job,
organizational factors, personal factors (age, gender, marital status, level of educational and job level),
working condition, and recognition. Thus, most of these factors that Abdulahi used in his study are not
controllable to academic staff retention. Hausknechtet al, (2009), note that the vast literature on employee
turnover which is aimed at identifying factors that cause employee to quit, much less is known about
factor that compel employees to stay. The reasons why people stay are not always the same as the reason
why people leave, a fact that is often overlooked. Despite the fore going, there is a dearth of research on
retention of academic staff in the Ethiopian context. As such it is important for Jigjiga University to know
why academic staff remains in their organizations. The study therefore, sought to establish the

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organizational factors that affect academic staff retention in Jigjiga University. However, to come up with
the factors, the researcher sought to find out; the influence of leadership style on academic staff retention;
how remuneration contribute to academic staff retention; whether training assists academic staff retention;
the influence of promotion on academic staff retention and sought suggestion on academic staff retention
strategies that can help Jigjiga University to maintain high academic standard and become employer of
choice.

As the main objective of this research is to identify factors influencing academic staff retention in the case
of Jigjiga University. This was done with a specific objective of To examine the influence of leadership
factors on academic staff retention in jigjiga University and to determine the influence of employee
benefit package on academic staff retention in jigjiga University and To analyze the effect of training on
academic staff retention in jigjiga University and To Measure the effect of promotion on academic staff
retention in jigjiga University.

2. THEORTICAL FRAMEWORK
A core belief in Human Resource Management (HRM) is to retain and develop employees to obtain a
competitive advantage. Retention of human resource is critically important in organizations and
institutions where financial sustainability and survival in a competitive environment depend on the scarce
human specialties. The situation is further intensified where the scarce human specialties are rare, or it
becomes difficult to obtain and retain these kinds of staffs (Phillips et al. 2003). Organizations, therefore,
must continuously discover current retention factors and integrate them in the organization, and this may
require critical investigations as (Sutherland, 2004) says that without empirical evidence, it cannot not be
known if the current organizational retention strategies are outdated: may have little or no influence on
employees’ decision to stay with an organization. One of the major reasons why staff retention is
important is may be due to the numerous negative outcomes that are associated with labor turnover. These
outcomes include high direct and indirect financial costs, decrease in financial sustainability, decrease in
productivity, the rendering of service and standards, interruption in workflow, loss of experience and
specialist knowledge, an increase in administrative process, decline the organizations’ image, interruption
in the internal and informal social liaison and communication channels and increased feeling of job
dissatisfaction among the staffs (Piennar et al. (2008). Labor turnover, on the other hand, can be an
advantage for higher education institutions in that it may save the financial remuneration packages of
experienced employees by appointing novices at the lower scale (Rosser, 2004). It is obvious, however,
that the disadvantages of increased labor outweigh the advantages. Consequently, it is important that
organizations should attempt to retain many employees who want to leave their current organization
(Pienaar et al. 2008).

Various studies have identified an array factors that influence employee retention. Chew (2004), in his
study on retention of employees in Australian organizations, established that younger employees focused
on remuneration, training and development, career advancement, challenging work, growth opportunities
and recognition. For older employees, autonomy, opportunities to mentor and job challenge were of great
importance. A study by Daly et al. (2006) on turnover intention of academics established that structural
factors such as faculty work environment, autonomy, communication, distribute justice and workload
 The Effect of Academic Staff Retention in case of Jig-Jiga University, Somali Regional State, Ethiopia

were related to intent to stay. Amutuhaire (2010) in his study of academics in Makerere University
established that remuneration and tenure influenced their retention. A study on staff retention in service
organizations (Udi, 2010) established that lack of adequate reward and compensation and lack of career
development in terms of promotion influenced employees to leave. Kipkebut (2010) in a study on
organizational commitment and job satisfaction of employees, established that role conflict, promotional
and opportunities were some of the factors that influenced employee intention to quit from the university
and hence affected staff retention in Kenya’s universities.

It is evident that employee retention, particularly academic staff retention is critically important because
the excellence of higher education institutions is the outcomes of the people the institution enlist and
retain in its faculties. Contrary to this, a clear picture of determinants influencing academic staff retention
has not emerged from previous studies. It is also noted that the studies are inclined towards staff turnover
(Rosser, 2004, Johnshrud et al. 2002, Al-Omari et al. 2008). Also, most of the available studies are based
on corporate sector. Due to the paucity of research on academic staff retention in Africa, Tettey (2006)
recommended institution based studies and surveys in order to develop efficacious strategies for academic
staff retention.

Empirical studies (Zhou et al. 2004, Daly and Dee, 2006) employ the model of employee intent to stay
that is based on expectancy theory which includes structural, psychological and environmental variables.
Structural factors may be a mixture of intrinsic and extrinsic factors, whereas psychological variables
include job satisfaction and organizational commitment, and the environmental variables include
availability of job opportunities and environmental variables. However, Sutherland (2004) stated that job
satisfaction and organizational commitment do not necessarily lead to loyalty, and hence are not
indicators of staff retention. Further, these frameworks argue environmental factors such as availability of
job opportunities as yet they are beyond the control of employer. Therefore, this study employs intrinsic
and extrinsic approach to identify the things Jigjiga University is doing to alter the academic staffs’
intention to leave.

The literature review has illustrated that different studies on staff retention have employed different study
designs. In the study made on retention of employees in Australian organizations, Chew (2004) used
qualitative and quantitative methods. Pienaar et al. (2008) employed longitudinal design to study retention
of academics in early career phase in order to determine whether those who had considered leaving the
institution indeed did so over a period of time. However, such studies seem not practical, for studies that
involve upgrading academic status (Degree, Masters, PhD, etc) that take long time to complete. Tettey
(2006, 2009), employed case study method across African countries and analyzed the issues in detail, but
it is limited to only one organization. Kipkebut (2010) carried out a cross sectional study using
quantitative methods. In her study on organizational commitment in Kenya’s universities, she used
purposive sampling to identify the public universities for the study, yet purposive sampling is one cause
of biases in studies. Udi (2010) undertook quantitative study on staff retention in service organizations
which still left out the qualitative aspects; however, are the crucial in retention studies because they give
insights into employee opinions and gives room for suggestions. Thus, researcher employed cross

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sectional design because of the time requirement, and both quantitative and qualitative methods for data
collection and data analysis since these methods reinforce each other.

Research Gaps

From the foregoing literature review, it is noted that most of the studies conducted on staff retention are
from other countries. In addition they are based on business oriented environments, and the few studies
conducted in higher education in Africa are addressing the issue of brain drain. Also, most of these studies
conducted on academic staff retention are case studies. On the other hand, there is no study made on
academic staff retention in Ethiopian higher education institutions including Jigjiga University. Tettey
(2006) recommended that studies on staff retention shall be carried out by individual University in order
to develop effective strategies to address staff retention. It was also noted that apart from going to other
countries for employment, there is also local competition of employees between public universities,
private universities and the corporate sector, and hence it is the needed to enhance retention for
competitiveness.

It is evident that the problem of academic staff retention in Jigjiga University is a prevalent issue. This
institution can only achieve its noble goal if it has adequate capacity in terms of human and other
resource. In addition, an understanding of staffs’ leave or remain in the academic realm would enable this
institution to take the proper steps to ensure retention of the best and brightest academic staffs of efforts to
create an exceptional faculty (Ssesanga et al., 2005). It would also ensure the quality of work amongst
staffs and enable them to compete in the global market. The current research, therefore, is conducted to
fill this research gap to know it is manifesting in Jigjiga University.

3. METHODOLOGY

The aim of the study was to identify factors influencing academic staff retention in Jigjiga University and
to achieve this, descriptive survey and explanatory research design was employed. Population in this
study is the groups from which the sample was taken. The population of the study comprised of the entire
academic staff member in Jigjiga University. For this study, the target population comprised all the 843
academic staff teaching in Jigjiga University in April 2015. Stratified random sampling using gender and
designation was used in the first stage to ensure representation of the subgroups in the institution. In the
second stage simple random sampling was used to arrive at the required sample of the target population
which was 80 respondents. The population size of the study is 843, which found within the range of 501-
1,200 as Carvalho’s sample size determination indicated in table 3.1 above. Thus , taking in to account a
small population size, the cost of taking samples and time consuming for large sample size, medium
sample size was applied in accordance with the given population size. Therefore, according to Carvlho’s
sample size determination, the sample size for the study was determined to be 80. This section outlines
the methods used to collect primary data which ware; questionnaires and interview. It also indicates the
method used secondary data for the study. Since they are mainly the qualitative data, they were converted
into quantitative data and they were properly tabulated. All the questionnaires received were reference
and items in the questionnaire coded to facilitate data entry. After data cleaning which entailed checking
 The Effect of Academic Staff Retention in case of Jig-Jiga University, Somali Regional State, Ethiopia

for errors in entry, descriptive statistics and frequencies was estimated for all variables and information
presented in form of frequency tables and graphs. Descriptive statistics were used because it enables the
researcher to meaningfully describe distribution of scores or measurements used. It also provided the
basic features of data collected on the variable and provided the impetus for further analysis on the data.
Further, inferential data analysis was done using Pearson correlation coefficient. Correlation coefficient
indicates the relationship between variables, since it does not imply any causal relationship between
variables. Further statistical analysis such as regression model was used to help establish specific nature
of the relationship. The aim of multiple regression model or leaner regression model was to identify these
variables simultaneously associated with a dependant variable and to estimate the separate and distinct
influence of each variable on the dependant variable. According to (Tanton, 2007) in many statistical
methods in particular parametric measures one presumes a (at least approximate) normal distribution of
the variables. Data were analyzed using Statistical Package for Social Sciences (SPSS version 20).

4. RESULTS AND DISCUSSIONS

The qualitative data collected from written responses and interview with the academic program and
promotion director of the University was analyzed based on themes and the findings were integrated with
the quantitative findings. According to literature reviewed, leaders and their leadership factors can help
promote an organization and make it attractive to employees or they can cause high turnover. This over
scores the fact that leaders are critically important in staff retention. Therefore, the study sought to find
out if the leadership style influences academic staff retention in Jigjiga University. Descriptive analysis
showed that respondents are most influenced by the Leadership factors with a mean and standard
deviation of 3.952, and 1.89 respectively. In addition 60% indicated that the leadership style commonly
practiced in their institution was democratic.

Majority of the respondents 70% were of the opinion that leadership style used by the managers in Jigjiga
University influences academic staff retention. About 30% felt that leadership style of the managers did
not increase academic staff retention on intent to stay. From the qualitative findings, other issues in regard
to leadership included equitable treatment, of regular communication, respond to staff issues promptly
and know-how in management skills since they had managerial background. From the correlation analysis
the institution leadership factors was positively and significantly related to intention to stay in Jigjiga
University. Leadership style also had a strong positive and significant relationship with the independent
factors. In the regression model analysis the result indicated that leadership style was positively and
significantly related to intention to stay. Therefore, these findings show that the research which sought to
examine the influence of leadership style on academic staff retention was achieved because it established
that leadership factors influences academic staff retention. It also established through qualitative data that,
employees preferred leadership style of Jigjiga University since that leaders was participatory and
involves staff in decision making, practices regular communication, responds to staff matters promptly, as
well as competent. Competitive and fair remuneration is indicative of the value the employers place on
their employees. Also, pay may be one way employee’s measure whether the time they spend and the
effort they put in working are worthwhile. In Jigjiga University scenario, had seen.

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Remuneration aspects include satisfaction with salary whether the salary is competitive and fair, whether
it is comparable to similar organizations, or whether the institution provides salary supplements, financial
incentives and whether these incentives are fairly awarded. Therefore, this study sought to analyze
whether remuneration influences academic staff retention in Jigjiga University. The findings in the
descriptive statistics showed that majority of the respondents that respondents are less influenced or
disagree by the remuneration in intent to stay with a mean and standard deviation of 2.56, and 1.123
respectively. Majority (61.7 %) had the perception that remuneration is one of the main reasons why
academic staff exited from. Correlation analysis in the university indicated that remuneration was
positively and significantly related to leadership style, to training and to promotion. Remuneration was
positively and less significantly related to intention to Stay.

In the regression analysis, remuneration was found to be a predictor of intention to stay in Jigjiga
University. In the regression model analysis for Jigjiga University, the results indicated that remuneration
was related to staff retention but the relationship was not significant. Therefore, these findings show that
in the presence of leadership style, training and promotion, remuneration influence academic staff
retention in Jigjiga University. Although there is literature to show that staff retention influenced by
remuneration, these findings were unexpected. The explanation could be found in the commonly held
belief that academic staff remained in their institutions even when the remuneration is not adequate and
competitive because of their interest and passion for their job. Training is important to the organization as
well as to the individual employees. Many of the world’s best successful organizations are aware that the
provisions they make for training and development activities lie at the heart of their ability to attract and
retain the best employees in their organization.

From the employee perspective, training makes employees feel recognized for their strengths and also
creates possibilities for developing their careers. Aspects related to training include availability of training
opportunities, satisfaction with the training offered by the organization, application of the training policy,
comparison of training opportunities with other organizations and satisfaction with training practices.

This study sought to find out whether training influences academic staff retention in Jigjiga University.
From the descriptive analysis, that respondents are mostly influenced or satisfied by the staff training in
intent to stay with a mean and standard deviation of 3.8, and 1.6879 respectively..

From the qualitative analysis the respondents were satisfied with training offered in their institution and in
most of the Jigjiga University study leave was granted in support of training for Master’s and Doctorate
degrees. However, the academic staffs were unhappy because there was no process of assessing training
needs annually and staff appraisal was not linked to training.

The correlation analysis indicated that there was a significant strong positive relationship between training
and intention to stay. Training was also strongly correlated with leadership style, with remuneration, and
with promotion. From the correlation analysis on the institution, training had a positive significant
influence on intention to stay. In the correlation analysis Jigjiga University training had a significant and
positive relationship with intention to stay.These findings therefore show that the study which sought to
 The Effect of Academic Staff Retention in case of Jig-Jiga University, Somali Regional State, Ethiopia

identify the influence of training on academic staff retention was achieved because it identified the
institution influenced intention to stay or academic staff retention. Promotion is viewed as desirable by
employees because of the impact it has on pay, authority, responsibility and the ability to influence
broader organizational decision making. For the academic staff upward mobility is highly desirable since
majorities are career oriented. Therefore, the study sought to find out whether promotion influences
academic staff retention in Jigjiga University.From the descriptive analysis, respondents are less
influenced by the staff Promotion in intent to stay with a mean and standard deviation of 3.25, and
1.32579 respectively. The correlation analysis showed that promotion was not significantand weak
correlated to intention to stay in Jigjiga University.

5. CONCLUSION

The study set out to identify the factors influencing academic staff retention in Jigjiga University. The
study generally concluded that a mixture of intrinsic and extrinsic variables influence intention to stay of
academic staff as exemplified by leadership factors which is an extrinsic variable and promotion as
intrinsic variable which were identified as predictors of academic staff retention. The study further
concluded that current trends such as employer branding, employee value proposition and employer of
choice have not been well embraced Jigjiga University.

Based on the findings of this study, this research concluded that leadership style influences academic staff
retention in Jigjiga University. There was a direct relationship between leadership style and intention to
stay. Intent to stay refers to the extent to which an employee plans to continue membership with his or her
employer used in studies to assess staff retention. When leadership style is favorable intention to stay
increases and when it is unfavorable intention to stay decreases, hence enhancing staff retention. Further,
this study established that leadership style had more predicting strength than the other independent
variables. This aligns to the argument argues that there are many components of effective leadership in
the education sector which includes the ability to lead a heterogeneous faculty, possess critical thinking
skills and have the ability to lead by example.

This study also concluded that the leadership practiced by most of the leaders in Jigjiga University was
favorable for retention since from the findings majority indicated that democratic leadership style was
commonly practiced. Further the study concluded that the academic staffs were adequately involved in
decision making and regular communication with their managers. Similarly, the study also concluded that
staff issues were addressed promptly and the competence of the leaders meet staff expectations. Based on
the findings, the study concluded that in the presence of leadership style, promotion and training,
remuneration for the academic staff influence their retention. In other words their earnings did not
influence their staying or leaving. However, the significant relationship between remuneration and
intention to stay that came out in the correlation analysis and also in institution analysis should not be
disregarded. The study established that despite remuneration being a predictor of academic staff retention,
there were various aspects of remuneration that did not meet staff expectations. The staffs were not
satisfied with their remuneration because it did not reflect cost of living and was not competitive. The
academic staff believed that they were paid poorly compared to their colleagues in the civil service.

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Further, universities did not give regular financial incentives and that these incentives were not fairly
awarded. The study therefore concluded that such findings are a pointer that academic staffs are
dissatisfied with the remuneration earned and although they may not quit, this dissatisfaction is not
healthy since it impacts negatively on service delivery.

The findings led to the conclusion that training offered to the academic staff influence their retention. In
the presence of leadership style, remuneration and promotion staff training was longer a predictor of
intention to stay. This results though unexpected because the hypothesis was based on research, led the
researcher to conclude that since there was a strong relationship between promotion and training,
indirectly, training is addressed because most promotions are based on additional training. However, the
significant correlation results and the analysis on institution should not be disregarded. Further, the
findings indicated aspects of training practices and policy that were favorable. The study also concluded
that the academic staffs were supported to attend conferences and workshop as a way of enhancing
professional development. The researcher also drew conclusion that training offered outside the country
influenced staff to leave since majority did not return. The study further concluded that training needs
analysis was not carried out properly and that there was disconnect between the process and staff
appraisal.

Based on the findings, the study concluded that promotion does notinfluence academic staff retention in
Jigjiga University. There was an inverse relationship between promotion and intention to stay implying
that the more promotion was perceived to be unfavorable, intention to leave increased and vice versa. The
promotion and promotional practices in this institution were not favorable for staff retention.

6. SUGGESTION FOR FUTURE RESEARCH

In this section, recommendations related to policy and for the management of Jigjiga University as well as
areas for further research are given as follows:

Policy Recommendations;

A policy and practical area that this research can be applied is in remuneration. Whereas it is clear that
individual Jigjiga University have no control over the basic salary and House allowance given to
academic staff, the university can improve on financial incentives to supplement the inadequate salaries
and ensure these are fairly awarded to staff. This could forestall the regular industrial actions in these
universities related to remuneration. The university should also be sensitive to remuneration equity issues.
Jigjiga University have largely depended on the government for remuneration of their employees leading
to a situation where employees are not paid as well as their counterparts in the more developed societies,
in the private universities and recently, in the public sector. Therefore, the government has a role in
ensuring the salaries are competitive for the academic staff and also to harmonize them with those of the
better paid public sector employees to avoid apparent disparities. This will enable Jigjiga University to
compete favorably with other players in the labor market for their core employees. Promotion
 The Effect of Academic Staff Retention in case of Jig-Jiga University, Somali Regional State, Ethiopia

policy/criteria should be clear and well communicated to the staff. The criteria should outline clearly the
stand of the institution on internal promotions versus the external appointments. The criteria/policy should
be revised to make it all inclusive so that it is not skewed in favor of some duties while ignoring others
and also to reflect fairness.

Recommendations for the Management

Academic staff members in Jigjiga University are a critical resource in the current competitive higher
education landscape and possess the ingredients for these organizations to acquire competitive advantage.
Their training and research imparts in them stocks of knowledge that cannot easily be replaced with their
departure. Consequently, Jigjiga University should make retention of these staff a priority to guarantee
quality services and products. To do so, they need to embrace the modern retention trends such as
employer branding and having compelling value proposition in order to become the employer of choice
for the academic staff in their respective institution. There is great need to recognize retention of core
employees as of prime importance in Jigjiga University since it is a global trend in organizations. It is
crucial to adopt a proactive approach to retention by having progressive retention strategies in place. The
study shows that employees remain in organizations due to a mixture of both intrinsic and extrinsic
factors. The management of Jigjiga University should develop retention policy and strategy that capture
both dimensions and constantly review them for effectiveness because employees’ needs and expectations
are dynamic

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