An Empirical Study on Attrition and Causes of Attrition of B-school Faculty Members at Bangalore- A Requisite for Retention
Keywords:
B-schools, Faculty, Employment, Retention, Strategies, Attrition, Quality,Abstract
ln India, the growth of education sector, the vast diversity together with varying demographics has encouraged different players to invest in the sector. In the meantime, the consequent increase in income levels of average Indian household to spend on higher education has also added to this state[4]. Due to privatization and commercialization of education, many individuals are showing interest to invest on educational institutions. Such Institutes have to be driven with a quality orientation in teaching which depends mainly on infrastructure, course curriculum and quality faculty members. Therefore this needs dedicated and committed faculty members who in turn need a constant support and encouragement by the management of various institutions.
The privatization and commercialization of higher education has resulted in certain practices which are not oriented towards the importance of human resources. Such poor practices lead to attrition of faculty members. Hence, teaching fraternity is in great demand, because of mushroomed growth of B-schools in today’s competitive education field.
In spite of mushrooming of B-schools because of demand created for the programme, it has failed in providing employment opportunity for the graduates. This probably requires an open-minded management who welcomes the ideas and can bring solutions for different ailments of B-school. As like increase in number of management institutes, the faculty member’s strength should also be increased. Faculty member’s attrition has its impact on both individual and organization. At present there is need for retention of faculty members and also the steps that has to be taken jointly by the management and faculty members to enhance the performance of B-schools.
Downloads
References
BELL, L., 2001, Uncertain Times: The Annual Report on the Economic Status of the Profession 2000-2001, Washington, DC: Association of University Professors, 130p.
DIBBLE, SUZANNE, 1999, keeping your valuable employees—Retention strategies for your organization’s most important resource. New York: John Wiley and Sons. Inc, 284p, ISBN: 978-0-471-32053-1.
LYNN, S., 2002, The winding pathy: understanding the career cycle of teachers, The clearing house, 75, pp 179-182.
ROBINSON AND BARON, 2007, Work Motivation, job satisfaction & organizational commitment of library personnel in Academic and research libraries in Oyo state, Nigeria, Library Philosophy & Practice, ISSN 1522-0222.
HOLLAND, P., 2007, Employee voice and job satisfaction in Australia: The centrality of direct voice, Human Resource Management, 50: pp 95–111.
VEN DER DOEF, M., AND MAES, S., 2002, Teacher-specific quality of work versus general quality of work assessment: A comparison of their validity regarding burnout, (psycho) somatic
well-being and job satisfaction, Anxiety, Stress and Coping, 15, pp327-344.
LAM, S.S.K., CHEN, X.P., AND SCHAUBROECK, J., 2002, Participative Decision Making and Employee Performance in Different Cultures: The Moderating Effects of All centrism/Idiocentrism and Efficacy. Academy Of Management Journal, pp 905-914.
ABRAMS, J., CASTERMANS, S., COOLS, H., MICHIELSEN, M., MOEYAERT, B., VAN MEEUWEN, N. and VANNOOTEN, L. 2008, “Leren en talent management: factoring die het beholden van (talentvolle) werknemers beı¨nvloeden” (“Learning and talent management: factors which influence the retention of (talented) employees”), unpublished research report, Faculty of Psychology and Educational Sciences, University of Leuven, Leuven, http://www.articlesbase.com/ –Talent Management.
Metcalfe, B.(2005). ‘Managerial factors and organizational commitment - a comparative study of police officers and civilian staff’, International Journal of Public Sector Management, 1478(2): 111-128.
Meyer, J.P.(2006). “Employee commitment and motivation: A conceptual analysis and integrative model”, Journal of Applied Psychology, 39, 991-1007.
SANDEEP SAXENA, 2012, Talent Retention of Female Faculties in India, IOSR Journal of Business and Management (IOSR-JBM) ISSN: 2278-487X, 4:(5) (Sep-Oct. 2012), pp38-43.
Firth, L. (2007). ‘How can managers reduce employee intention to quit?, Journal of Managerial Psychology,19(2),70-187.
CLARKE, R.L. AND D’ AMBROSIO, M.B., 2005, “Recruitment, Retention, and Retirement: compensation and Employment Policies for Higher Education” Educational Gerontology, 31, pp285-403.
Downloads
Published
How to Cite
Issue
Section
License

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.