Why Are All the Good Folks Leaving: A Study of Staff Turnover in Higher Education

Date of Award

2025

Document Type

Dissertation

Degree Name

Doctor of Organization Development & Change (D.O.D.C.)

Department

Organization Development

First Advisor

Deborah O’Neil (Committee Chair)

Second Advisor

Lubomir Popov (Other)

Third Advisor

Margaret Brooks (Committee Member)

Fourth Advisor

Scott Highhouse (Committee Member)

Abstract

The sustainability of higher education institutions hinges on the retention of skilled staff, yet an alarming trend has emerged, non-teaching staff are leaving academia at increasing rates. This qualitative, phenomenological study explores the experiences of 16 former higher education staff members who transitioned to careers outside academia within the last five years. Through semi-structured interviews and a focus group, this research identified eight key factors that influenced their decisions to leave: pressure to perform, inadequate compensation, toxic or poor leadership, challenges with work-life balance, low perceived organizational support, limited career advancement opportunities, inflexible work-from-home policies, and status disparities between faculty and staff. Findings revealed that issues including micromanagement, excessive workloads, and the consistent undervaluing of staff contributions prompted departures, even among those who were highly dedicated to supporting student success. The study’s results call for policy reform in higher education workplaces to reduce turnover. Recommendations include implementing career pathways for staff, improving leadership training, supporting hybrid work models, and fostering cultures of psychological safety. By highlighting the voices of non-teaching staff, this research offers a vital perspective that is often overlooked in literature.

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