Impact of job satisfaction on teacher turnover in an independent Christian school in Johannesburg, South Africa

Abstract

The emergence of JSE-listed companies as major players in South Africa’s independent schooling sector poses a major threat to smaller independent schools. These schools are faced with the challenge of keeping their teachers satisfied or face the risk of losing them to these organisations. This study aimed at investigating the impact of job satisfaction on teacher retention at an independent Christian school in Johannesburg. A quantitative research method was employed, using a survey design. A semi-structured questionnaire was developed to collect survey data. Data were analysed using both descriptive statistics (mean and standard deviation, tables, percentages and Pearson correlation coefficient) to show the relationship between job satisfaction and turnover intention, as well as inferential statistics (Chi-square). The population and sample for this census study comprised the school’s 60 teachers. Teachers indicated that they did not intended to leave the employ of the school, despite dissatisfaction with remuneration and supervisors’ feedback. Satisfaction with co-workers emerged as the strongest predictor of teacher retention. The Christian work environment was found to be a significant contributor to teacher retention. The study recommended that more opportunities for job rotation could be offered as this will ensure teachers are exposed to more people with the potential for enriching their social circles. The school must also capacitate supervisors/managers so they know how to be of help to teacher, and to restructure remuneration packages to align them with the varied needs of individual teachers. Lastly, given the South African economic climate, it is recommended that the school invests in regular teacher reviews to ensure lower turnover intention.

To cite: Caluza, M. & Niemand, L. (2019). Impact of job satisfaction on teacher turnover in an independent Christian school in Johannesburg, South Africa. Journal of Management & Administration (2019/2), 31–54. https://hdl.handle.net/10520/EJC-19c1d9b578