The purpose of the study is to understand the interrelationship between Job satisfaction, quality of work life and talent retention among HEI educators. Teaching-learning quality in higher educational institutions (HEIs) plays a vital role in moulding the professional career of the learning community. Teaching-learning quality is driven by various factors such as academic and physical infrastructure, industry–academia collaboration, achieving stakeholder satisfaction and committed academic fraternity. Among all factors, the most important resource is the teaching fraternity, as they are directly involved in ensuring impactful delivery of knowledge and holistic development to the student community. This outcome becomes possible only when the teaching fraternity has high job satisfaction, morale and commitment in the HEIs for an extended time; otherwise, maintaining high quality and consistent teaching-learning services could become a great challenge and reduce the overall productivity of the organisation.
This study identifies the association among quality of work life (QWL), employee/job retention and job satisfaction with special reference to educators working in HEIs using Structural Equation Modelling.
The findings of this study indicated a significant positive association between QWL and job satisfaction. In addition, job satisfaction is found to have a significant mediating effect (indirect effect) in the relationship between QWL and employee/job retention. This indirect effect is found to be higher than the direct effect between QWL and employee/job retention.
Several managerial implications stem from this study. First, for HEIs to build trust with their staff, they must guarantee dependable indicators of contentment in the workplace. Based on the findings, businesses should prioritise improving employee morale and retaining more of their existing staff.
Several managerial implications stem from this study. First, for HEIs to build trust with their knowledge employees, they must guarantee dependable indicators of contentment in the workplace. Based on the findings, institutions should prioritise improving employee morale and retaining existing staff. Using this research as a roadmap, the authors will probe the most conventional factors contributing to job satisfaction, job retention and QWL in the HEI and strategic use of it within the company’s framework to motivate staff participation. Therefore, to give an extraordinary and memorable working life, management must take into account the important components of QWL. When these factors are implemented, both parties will become aware of the benefits of the connection and work to strengthen it.
This study provides useful guidelines to HEIs for enhancing job morale and higher retention rates while also achieving the institutions’ goals.
