JOB MOTIVATORS AND STAFF RETENTION RATES IN FEDERAL COLLEGE OF EDUCATION (TECHNICAL), OMOKU

Abstract

This study examined job motivation and staff retention at the Federal College of Education (Technical), Omoku. The study was guided by three research questions and corresponding hypotheses, using a correlation research design. The population consisted of 215 academic and non-academic staff, from which a proportionate stratified sample of 150 was drawn; 138 responses were retrieved, representing a 92% response rate. Data were collected using a self-structured questionnaire titled “Job Motivation and Staff Retention Questionnaire” (JMSRQ). The instrument’s validity was confirmed through expert review (content validity index = 0.87), while reliability was established using Cronbach’s alpha (α = 0.82). Data analysis involved descriptive statistics, Pearson correlation, and regression analysis. Findings revealed that intrinsic motivators, such as recognition and career development, had a strong positive relationship with staff retention (r = .68, p < .01), whereas extrinsic motivators showed a moderate correlation (r = .45, p < .05). Regression analysis further indicated that intrinsic motivators accounted for 46% of the variance in staff retention, compared to 21% explained by extrinsic motivators. The study concludes that career development, supportive workplace culture, and employee recognition significantly enhance staff retention. It recommends structured training, mentorship, advancement opportunities, a collaborative environment, and regular, meaningful recognition to improve employee commitment.