| Concerns about educator turnover and attrition are reported widely as a global phenomenon. Turnover translates, amongst other things, into shortages in educator supply, costs in recruitment, training and mentoring, poor learner performance due to disruption of planning programs and continuity posing a challenge to the education system to manage turnover and retain employees .The purpose of the proposed research is to assess strategies specifically designed to retain employees working in the Ministry of Education (MOE) in Zambia. An educational professional turnover and retention strategy that addresses the sources thereof is therefore essential in reducing attrition. Methodologies are examined in order to improve the morale, motivation and team spirit of the staff. The MOE strives to provide education for all Zambians. Education is intended to serve individual, social and economic wellbeing and to enhance quality of life for all.It is clear that managing employee and teacher turnover requires a concerted effort from all stakeholders in the education system. The department of education obviously has a major role to play in this regard. However, conditions that lead to high teacher turnover are mostly situated in schools as organizations. Therefore, the strategy to address teacher turnover should be holistic and take a two-sided form, that is, address those causes of turnover that are located at the school as an institute and those over which the department has control. Most important, school managers have to acquire competences that will enable them to influence the school managerial characteristics and environment so as to foster teacher job fulfillment and dedication. It is also important to begin recruitment drives to attract students to study teaching in areas that are demanded by the country's socio-economic needs and then strive to retain them.Recognition of employees' achievements is one of the most important factors to motivate employees. Over the decades, reward and recognition systems have been adopted by numerous organizations– private or public. There are numerous ways by which employees can be appreciated. Moreover, one type of reward may not motivate everybody equally. One person's reward may be perceived by another person as punishment because individuals are unique.A self administered questionnaire was distributed to a sample of (N=436) employees in the ministry of education (Headquarters, province and teachers)The results showed that a large portion of the respondents 308 (70.6%) perceived their job as routine and less satisfying. Perception of recognition programs and rewards, in terms of pay checks, benefits and non-monetary rewards seemed to be high among the respondents, 336 (77.0%) agreed to the use of recognition programs as a form of retention. However the number of respondents who had received an award was small at less than 100 respondents while the rest 336 respondents had not received any form of reward. All the respondents who relieved a reward it was in form of household goods. Further the research shows that respondents who are older were more likely to perceive higher levels of pay and benefits, and also valued being asked for their input and expertise.The present research intends to find out the specific reward and recognition approaches preferred by the employees working in the MOE, as an important additional strategy to retain employees. This research analysis of the employee's perception on incentives and motivation aspects at the workplace offers the government (employer) information on how the employees perceive Incentives, how they feel they should be recognized and what motivates them to perform and stay in the organization. The findings of the research may provide guidelines to administrators, decision makers and human resource managers in developing an appropriate reward and recognition system for government ministries in general and MOE in particular, that could be implemented successfully and effectively.
|
PDF Full Text Request