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Job Satisfaction, Burnout, and Persistence in Higher Education: How Administrators Can Retain Talented Faculty

Abstract

Regardless of the growth in the field of Organizational Psychology, female faculty continue to leave academia, causing higher education persistence rates to be on the decline. Administrators have found it difficult to manage the fallout from burnout of faculty members in the midst of increasing workload and expectations for performance. This study helped to clarify for organizational leaders the facets of job satisfaction that lead to commitment and persistence, as well as separation of employment. Levels of burnout were studied to determine the relationship between job satisfaction and organizational commitment of female faculty across various career stages at a regional university. This study looks to address the need for balance between work duties and personal responsibilities, in order to create an organizational environment where employees can thrive. In particular, it is the intention of this study to investigate the relationship between healthy work environments and faculty retention, and thereby inform higher education leaders of best practices to retain faculty. Although the present study found the relationship with the direct supervisor and the nature of the work to be most important to faculty, future research should look into male faculty and levels of job satisfaction.

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