Original Research

Training and development impact on job satisfaction, loyalty and retention among academics

Motlokoe P. Mampuru, Bakae A. Mokoena, Anthony K. Isabirye
SA Journal of Human Resource Management | Vol 22 | a2420 | DOI: https://doi.org/10.4102/sajhrm.v22i0.2420 | © 2024 Motlokoe Philharmon Mampuru, Bakae Aubrey Mokoena, Anthony Kiryagana Isabirye | This work is licensed under CC Attribution 4.0
Submitted: 24 August 2023 | Published: 24 January 2024

About the author(s)

Motlokoe P. Mampuru, Department of Human Resource Management, Faculty of Management Sciences, Vaal University of Technology, Vanderbijlpark, South Africa
Bakae A. Mokoena, Department of Human Resource Management, Faculty of Management Sciences, Vaal University of Technology, Vanderbijlpark, South Africa
Anthony K. Isabirye, Department of Human Resource Management, Faculty of Management Sciences, Vaal University of Technology, Vanderbijlpark, South Africa

Abstract

Orientation: Extreme competition among institutions of higher learning was one of the difficulties that universities of technology (UoTs) had to overcome in order to enter the higher education system. This study examined the influence of training and development on job satisfaction, loyalty and retention among academic staff at a selected university of technology.

Research purpose: The study investigated how training and development impact job satisfaction, loyalty and retention among academics.

Motivation for the study: The competitive nature of the academic sector inspired universities to strive to attract and retain talented faculty members. Training and development programmes are considered potential tools to enhance job satisfaction, loyalty and retention, but empirical evidence is needed to support this relationship.

Research approach/design and method: This study used a quantitative research methodology with a non-probability convenience sample (n = 270) of academics within the selected university utilising self-administered structured questionnaires to collect data.

Main findings: The regression analysis revealed positive significant predictive relationships between training and development programmes and job satisfaction, loyalty and retention among academic staff.

Practical/managerial implications: Findings imply that universities should prioritise the development of tailored training initiatives that address the specific needs and aspirations of their academic staff. Training interventions can foster a positive work environment and enhance staff members’ commitment and long-term engagement, ultimately improving the overall quality and reputation of the institution.

Contribution/value-add: The study provided evidence-based insights to inform policies related to training and development programmes for both academics and institutions of higher education administrators.


Keywords

academics; higher education institutions; job satisfaction; loyalty; retention; training and development

JEL Codes

A13: Relation of Economics to Social Values; A22: Undergraduate; B52: Historical • Institutional • Evolutionary • Modern Monetary Theory

Sustainable Development Goal

Goal 4: Quality education

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