


































Education, Language and Sociology Research 

ISSN 2690-3644 (Print) ISSN 2690-3652 (Online) 

Vol. 4, No. 3, 2023 

www.scholink.org/ojs/index.php/elsr 

60 
 

Original Paper 

Motivation, Job Satisfaction and Turnover Intention Level of 

Academic Staff in Private Universities in Southwestern Nigeria 

Olayemi J. ABIODUN-OYEBANJI1 & Olatunji Mukaila IYIOLA1 

1 Department of Educational Management, Faculty of Education, University of Ibadan, Nigeria 

 

Received: June 10, 2023        Accepted: July 4, 2023      Online Published: July 25, 2023 

doi:10.22158/elsr.v4n3p60        URL: http://dx.doi.org/10.22158/elsr.v4n3p60 

 

Abstract 

The study investigated the influence of level of motivation and job satisfaction on the level of turnover 

intention of academic staff in private universities in Southwestern Nigeria. The descriptive design method 

was employed and multi-stage sampling technique was adopted for the study. One thousand four hundred 

and seventy three academic staff participated in the study. The participants were drawn from 8 private 

universities randomly selected from 4 states which were randomly sampled from 6 states in Southwestern 

geo-political zone. Research questions were analysed using frequency counts, percentages, mean and 

standard deviation and multiple regression was used to analyse the hypothesis. The results revealed low 

level of motivation and job satisfaction as well as high level of turnover intention of academic staff in 

private universities in Southwestern Nigeria. Results also indicated a significant influence of the level of 

motivation and job satisfaction on the level of turnover intention of academic staff in private universities 

in Southwestern Nigeria. This means that 12% of the total variance in turnover intention of academic 

staff in private universities in Southwestern Nigeria is attributed to the influence of the level of motivation 

and job satisfaction. This indicates that the independent variables (motivation level and job satisfaction 

level) and the dependent variable (turnover intention level) have linear and significant relationship.  

Keywords 

level of motivation, level of job satisfaction, level of turnover intention, private universities, academic 

staff 

 

1. Introduction 

Private universities, like any other work organization, require stable staff to achieve the goals they were 

set up for. In the case of private universities, emotionally and physically stable academic staff is germane 

to effective performance of the institutions, in an efficient manner, in order to serve the purpose for which 



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university education was set up for private participation. It is, therefore, important for private universities 

to put in place a workable means to achieve the retention of their good academic staff. 

A high rate of turnover of academic staff is a major challenge facing private universities (Oseni, 2015). 

Udenta (2016) asserts that all young lecturers presently working in most of the private universities are 

there waiting for a door of opportunity to open for them to quit for another institution or another 

organization. According to Ajadi (2010), it would get to a time when most of the private universities 

would find it difficult to recruit good academic staff, if their conditions of service remains unimproved. 

This invariably speaks volume for the psychological state of mind of most of the academic staff currently 

working in private universities in Southwestern Nigeria. It holds that most of the academic staff are 

having turnover intention in their present universities to quit for another institution where they think they 

will enjoy a better condition of service. 

Having an intention to leave an organization has a high tendency to foster absenteeism (which occurs in 

the course of searching for a new job), moonlighting (working at an additional job after regular, full time 

employment), low or pseudo commitment, dwindled loyalty, declined productivity, and poor service 

delivery. These have an adverse effect on productivity level, quality of service and organizational goals 

achievement. The cost of the effect of staff absenteeism, low commitment and disloyalty to university 

education is high. Instructional programmes are disrupted, resources are wasted, students’ cognitive 

achievement is negatively affected, institution cohesion is weakened, and overall performance of the 

institutions is undermined. This will not augur well for the nation which largely depends on university 

institutions for the production of highly skilled human capital for its holistic development. In the light of 

this, reducing the level of turnover intention of academic staff remains a primary concern of the 

management of private universities in Southwestern Nigeria. 

Most researches done in the field of turnover have shown that organizations would retain their good 

employees if remuneration, support service, welfare, security, relationship and work environment are 

provided (Bussin, 2002; Metcalf, Rolfe, & Weale, 2005; Samuel & Chipunza, 2009; Hong, Hao, Kumar, 

Ramadran, & Kadiresan, 2012; Islam, Ahmad, Ali, Ahmed, & Bowra, 2013), though less of these studies 

were conducted on turnover intention of academic staff in the private sector of university education in 

Nigeria. Most of these factors are found to exist in most organizations, and the essence is for the 

motivation and job satisfaction of the employees, yet turnover of their good employees persist. Likewise, 

private universities in Southwestern states may not lack in the provision of these factors for their 

academic staff, but still record some levels of turnover intention of their academic staff. This informs the 

interest of the current study in finding out the level to which these factors motivate and improve job 

satisfaction of the academic staff of private universities in Southwestern Nigeria and its influence on the 

level of their turnover intention. 

The study investigated to which level academic staff of private universities were motivated and have 

their job satisfaction improved by salary, reward and compensation system, promotion and career 

advancement opportunities, work-life balance, leave, training and research supports, job security, 



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workplace security, inter-workers and management-workers relationship, work environment, academic 

freedom and facilities as well as amenities.  

This study mainly investigated the influence of the level of motivation and job satisfaction on the level 

of turnover intention of academic staff in private universities in Southwestern Nigeria. The study also 

achieved the following specific objectives. 

1) ascertaining the level of turnover intention of academic staff in private universities in 

Southwestern Nigeria,  

2) investigating the level of motivation of academic staff in private universities in Southwestern 

Nigeria, 

3) investigating the level of job satisfaction of academic staff in private universities in 

Southwestern Nigeria, 

4) finding out if the level of motivation and job satisfaction have any significant influence on the 

level of turnover intention of academic staff in private universities in Southwestern Nigeria, 

1.1 Research Questions 

1) What is the level of turnover intention of academic staff in private universities in Southwestern 

Nigeria?  

2) What is the level of motivation of academic staff in private universities in Southwestern Nigeria?  

3) What is the level of job satisfaction of academic staff in private universities in Southwestern 

Nigeria?  

Hypothesis 

Ho1: the level of motivation and job satisfaction has no significant influence on the level of turnover 

intention of academic staff in private universities in Southwestern Nigeria. 

 

2. Method 

2.1 Design 

The study adopted a descriptive survey research design to ascertain the influence of the level of 

motivation and job satisfaction on the level of turnover intention of academic staff in private universities 

in Southwestern Nigeria.  

2.1.1 Population and Sample 

The population of this study comprised all academic staff in 37 licensed private universities owned by 

private individuals and religious organizations (faith-based private universities) in Southwestern Nigeria.  

The participants of the study consisted of 1665 academic staff selected using multi-stage sampling 

procedure. At the first stage, the researcher used stratified sampling technique to divide private 

universities into two strata, which consisted of faith-based universities owned by religious organizations 

(stratum 1) and universities owned by private individuals (stratum 2). At the second stage, the names of 

the six states in the Southwestern geo-political zone were written on a separate sheet of papers and 

wrapped, then four states (Lagos, Ogun, Osun and Oyo) were randomly selected from the six states. In 



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stage 3, the researcher firstly used purposive random sampling technique to select from private 

universities that were established in or before 2010, which have the tendency of having or supposed to 

have more long serving academic staff. In stage 4, Random sampling method was used in which the 

names of the universities (established in or before 2010) owned by religious organizations were written 

on a separate sheet of papers for each state and one university was randomly selected in the state for the 

study. The same thing was done for the universities owned by private individuals in each of the four 

states. By this process, four universities owned by religious organizations and four universities owned 

by private individuals were randomly sampled in the selected four states making eight universities 

altogether that were sampled for the study. 

A questionnaire with Cronbanch alpha reliability coefficient value of 0.83, was administered to the 

participants to collect data for the study. The rate of return was high as one thousand seven hundred and 

forty three (1743) questionnaires were retrieved and found usable out of one thousand six hundred and 

sixty five (1665) copies distributed. Descriptive statistics was used to analyse the demographic data of 

the respondents. All research questions were analysed using frequency counts, percentages, mean and 

standard deviation. A mean score below 2.5 was regarded as ‘disagree’ or ‘low’ while a mean score of 

2.5 and above was accepted as ‘agree’ or ‘high’ as the case may be. The only hypothesis formulated for 

the study was tested using multiple regression at level of significance of 0.05, that is, in 5% of the cases, 

the decision reached was taken to be in error, 5 out of 100 times.  

 

3. Result 

Research Question 1: What is the level of turnover intention of academic staff in private universities in 

Southwestern Nigeria? 

Table 1 presents the responses of the respondents to the research question raised to find out the level of 

intention of academic staff of private universities in Southwestern Nigeria to leave their present 

universities for a competitor. In order to determine the aggregate responses of the respondents on the 

items in Table 1, responses to ‘low’ and ‘very low’ were added together to get a value for each item in 

the questionnaire. Also, responses to ‘high’ and ‘very high’ were added together to get aggregate value 

for high level of turnover intention of academic staff with respect to each item in the questionnaire. 

Likewise, the percentages were added together to get a value for both percentage low level and percentage 

high level.  

Therefore, the plan of four hundred and fourteen (283, low and 131, very low, added together), that is, 

28.1% (addition of 19.2%, low and 8.9%, very low) of the respondents to quit their present universities 

if there is better offer elsewhere is low, while one thousand and fifty-nine that is, 71.9% respondents 

expressed that their plan to quit is high. This indicates that the plan of academic staff of private 

universities in Southwestern Nigeria to quit their present universities is high with a mean of 2.95 and a 

high standard deviation of 0.929.  



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Also, the number of those that said they saw continuous manifestation of reasons to quit their present 

universities is nine hundred and ninety-six (996 (67.6%)), which implies that it is high. The number of 

those that responded otherwise is low (477 academic staff), which represents 32.4% (addition of 28.7% 

and 3.7%) of the respondents. This shows that majority of the academic staff continuously see reasons to 

quit their present universities with a mean of 2.76 and standard deviation of 0.703.  

The table also shows that the passion of 464 respondents (31.5%) to search for another place to work is 

low, whereas for 1,009 respondents (68.5%), it is high. This indicates that majority of the academic staff 

of private universities in Southwestern Nigeria have high passion to search for another place to work, 

with a mean of 2.76 and standard deviation of 0.718.  

According to the responses of 536 respondents (36.4%), the level of their hopelessness to have fulfilled 

work life by continuing with their present institutions is low, that is, they still have hope to have a fulfilled 

work life in their present universities. However, 937 respondents (63.6%) indicated that the level of their 

hopelessness to have a fulfilled work life by continuing in their present institutions is high. Therefore, 

with a mean of 2.68 and standard deviation of 0.784, academic staff of private universities in 

Southwestern Nigeria have high level of hopelessness to have a fulfilled work life by continuing in their 

present universities.  

Eight hundred and forty four ((57.5%) addition of very high and high responses) responded to having 

quest to enjoy at least same level of benefit as their input, while 629 (42.7%) responded otherwise. It 

portends that the academic staff that responded to having the quest were experiencing a negative 

discrepancy between their input to their present university and what they were getting from the university. 

With mean value of 2.68 > 2.5 and standard deviation of 1.056, the quest was high enough to make 

academic staff think of leaving their present university for competitors. 

Table 1 further shows that 947 (64.3%) respondents indicated that management’s slowness in attending 

to the needs of academic staff was high while 526 (35.7%) had a contrary opinion. More academic staff 

would therefore decide to quit their present universities because management did not respond promptly 

to the needs of academic staff. Mean value of 2.78 > 2.5 and standard deviation of 0.932 indicates high 

level turnover intention of academic staff consequent upon the management’s slowness in attending to 

their needs. 

As shown in Table 1, 1028 (69.8%) respondents had a high feeling of being less motivated, but the rest 

(445 (30.2%)) had a low feeling of being less motivated in their present university. More academic staff, 

according to the result felt unmotivated by their present university with a mean value of 2.66 > 2.5 and 

standard deviation of 0.848. 

Table 1 further reveals that level of poor treatment they experienced in their present universities was high 

with 949 (64.4%) reported high level and 524 (35.6%) reported low level; mean value is 2.73 > 2.5 and 

standard deviation = 0.728.  

In response to item 9, in Table 1, asking for the level of academic staff’s dis-satisfaction with current 

work conditions in their present institutions, 884 (60%) responded that the dis-satisfaction level was high 



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while 589 (40%) responded that the level was low. Therefore, with mean value of 2.60 > 2.5 and standard 

deviation = 0.830, academic staff’s dis-satisfaction with current work conditions in private universities 

was high. 

Feeling of getting less benefits than what was contributed to help achieve the goals of private universities 

was high for 1104 (74.9%) respondents but low for 369 (25.1%) respondents. Academic staff rationally 

would not like to get benefits short of the service they render to the university, so with mean value of 

2.86 > 2.5 and standard deviation of 0.670, it can be concluded that the feeling was high. 

Table 1 also reveals that more respondents (933 (63.3%)) reported that management failed to respond 

adequately to the yearnings of academic staff, while 540 (36.7%) respondents reported otherwise. This 

indicated that management’s failure to respond adequately to the yearning of academic staff had more 

effect on more academic staff than those respondents on whom it had less effect. Therefore, with mean 

value of 2.66 > 2.5 and standard deviation = 0.774, management’s failure to respond adequately to the 

yearnings of academic staff was high.  

The overall result shows that with average mean scores of 2.74 > 2.5, the level of turnover intention of 

academic staff in private universities in Southwestern Nigeria is high.  

 

Table 1. Level of Turnover intention of Academic Staff in Private Universities in Southwestern 

Nigeria 

S/N

o 

Items Very 

High 

High Low Very 

Low 

Mean Std. 

Deviation 

Decision 

1 

 

 

Plan to quit if  

there is better  

offer  

elsewhere  

 

468 

(31.8%) 

 

591 

(40.1%) 

 

283 

(19.2%) 

 

131 

(8.9%) 

 

2.95 

 

0.929 

 

High  

 

2 Reasons to quit 

continuously 

manifest 

 

173 

(11.7%) 

 

823 

(55.9%) 

 

422 

(28.7%) 

 

55 

(3.7%) 

 

2.76 

 

0.703 

 

High  

 

 

3 

 

 

 

Passion to  

search for 

another place to  

work 

178 

(12.1%) 

 

829 

(56.3%) 

 

 

399 

(27.1%) 

67 

(4.5%) 

 

2.76 

 

0.718 

 

High 

4 

 

 

 

Level of 

Hopelessness to 

have a fulfilled 

work life by 

 

178 

(12.1%) 

 

759 

(51.5%) 

 

423 

(28.7%) 

 

113 

(7.7%) 

 

 

2.68 

 

 

0.783 

 

 

High  



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continuing with my 

present 

institution 

5. quest to enjoy at 

least same level of 

benefit as my input 

to my present 

university 

408 

27.7% 

436 

29.6% 

374 

25.4% 

255 

17.3% 

2.68 1.056 High  

6. Management’s 

slowness in 

attending to the 

needs of academic 

staff 

352 

23.9% 

595 

40.4% 

366 

24.8% 

160 

10.9% 

2.78 0.932 High  

7. Feeling of being 

less motivated 

156 

10.6% 

872 

59.2% 

239 

16.2% 

210 

14.0% 

2.66 0.848 High  

8. Level of poor 

treatment 

experience from 

my present 

institution 

182 

12.4% 

767 

52.0% 

465 

31.6% 

59 

4.0% 

2.73 0.728 High  

9. Dis-satisfaction 

with current work 

conditions in my 

present institution 

165 

11.2% 

719 

48.8% 

423 

28.7% 

166 

11.3% 

2.60 0.830 High  

10. Feeling of getting 

less than I 

contribute to my 

present university 

192 

13.0% 

912 

61.9% 

328 

22.3% 

41 

2.8% 

2.86 0.670 High  

11. Management’s 

failure to respond 

adequately to the 

yearnings of 

academic staff 

159 

10.8% 

774 

52.5% 

419 

28.4% 

121 

8.3% 

2.66 0.774 High  



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Average mean score = 2.74 High  

Decision Level: Mean ≥ 2.5 (High); Mean < 2.5 (Low) 

 

Table 2 gives results of determination rating scale (in percentage) of academic staff’s intention to quit 

private universities for competitors. Responses ‘A’ and ‘B’ were added together to indicate high level; 

response ‘C’ is moderate level; and ‘D’ and ‘E’ too were added together to indicate low level. 

It is revealed in Table 2 that the 1024 (69.5%), representing the highest number of the respondents, rated 

low (1%-49%) the level at which their current job in their present private universities was satisfying their 

personal needs; 1051 (71.4%) responded that the rate at which the respondents got frustrated when denied 

opportunity to achieve their personal work-related goals was high (56%-100%); 1023 (69.5%) 

respondents that the rate at which they looked forward to another day at their present institution was low 

(1%-49%); 1032 (70%), representing the highest number of the participants declared that their Dreaming 

about getting a job in another university that will better promote their personal needs was high (56%-

100%); and that 1044 (70.9%) rated their turnover intention between 56% and 100%.  

The results portend that the majority of the respondents would quit their present universities for the fact 

that the rate at which their current job was satisfying their personal needs was low; the rate at which they 

got frustrated when denied opportunity to achieve their personal work-related goals was high; the rate at 

which they looked forward to another day at their present institution was low; their Dreaming about 

getting a job in another university that would better promote their personal needs was high; and so they 

would rate their intention to quit their present university for a competitor at the slightest opportunity.  

The rating gives credence to the main questionnaire items on the level of turnover intention of the 

academic staff in private universities in Southwestern Nigeria. With these results, it was found that the 

level of turnover intention of academic staff of private universities was high. It therefore means that 

majority of the academic staff in private universities in Southwestern Nigeria would like to leave their 

present universities for competitors at any slight opportunity. 

 

Table 2. Turnover Intention Determination Rating Scale (in percentage) of Academic Staff in 

Private Universities for Competitors 

 

 

 

 

 

 

 

 

Statement, Frequency and Percentage 

1 2 3 4 5 

What is the 

rate at which 

the current 

job is 

satisfying 

your personal 

The rate at 

which you got 

frustrated 

when denied 

opportunity to 

achieve your 

The rate at 

which you 

look forward 

to another day 

at your 

present 

Dreaming 

about getting 

a job in 

another 

university 

that will 

How would 

you rate your 

intention to 

quit your 

present 

university for a 



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Responses 

needs?  personal work-

related goals  

institution better 

promote your 

personal 

needs 

competitor at 

the slightest 

opportunity? 

A 

70%-100% 

(very high) 

72 

4.9% 

436 

29.6% 

80 

5.4% 

412 

28.0% 

416 

28.3% 

B 

56%-69% 

(High) 

288 

19.6% 

615 

41.8% 

283 

19.2% 

620 

42.0% 

628 

42.6% 

C 

50%-55% 

(Moderate) 

89 

6.0% 

30 

2.0% 

87 

5.9% 

44 

3.0% 

37 

2.5% 

D 

31%-49% 

(Low) 

689 

46.8% 

339 

23.0% 

726 

49.3% 

299 

20.3% 

331 

22.5% 

E 

1%-30% 

(very low) 

335 

22.7% 

53 

3.6% 

297 

20.2% 

98 

6.7% 

61 

4.1% 

Decision  Low High Low High High 

 

Research Question 2: What is the level of motivation of academic staff in private universities in 

Southwestern Nigeria?  

Table 3 reveals that among all the pay related factors, only salary induced high motivation of the 

respondents (17.0% low; 83% high (sum of percentage low and percentage high respectively); mean = 

2.96; and standard deviation = 0.601). The rest of the pay factors from items 2 to 7 induced low 

motivation: reward for good job performance (47.4% high; 52.6% low; mean =2.46; and standard 

deviation = 0.644); reward for initiative (43.1% high; 56.9% low; mean = 2.38; and standard deviation 

= 0.665); reward for research breakthrough (38.9% high; 61.1% low; mean = 2.32; and standard deviation 

= 0.881); compensation for extra workloads (41.2% high; 58.8% low; mean = 2.29; and standard 

deviation = 0.734); compensation for holding a leadership position (39.8% high; 60.2% low; mean = 

2.27; and standard deviation = 0.751); compensation for being a member of a committee (40.1% high; 

59.9% low; mean = 2.26; and standard deviation = 0.744).  

Table 3 also shows that 29.4% of the respondents had high motivation, 70.6% signified that they had low 

motivation from promotion. Therefore, with mean score = 2.11 and standard deviation of the scores = 

0.764, promotion in the selected private universities induced low motivation. Likewise, the responses of 

the respondents to the level of inducement of motivation by career advancement opportunities (32.6% 



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high; 67.4% low; mean = 2.19; standard deviation = 0.815); work-life balance (29.2% high; 70.8% low; 

mean = 2.13; standard deviation = 0.744); sabbatical leave (23.5% high; 76.5% low; mean = 2.06; 

standard deviation = 0.770); accumulated leave (17.4% high; 82.6% low; mean = 1.96; standard deviation 

= 0.688); leave of absence (19.3% high; 80.7% low; mean = 1.98; standard deviation = 0.686) reveal that 

they all induced low motivation. This could be further established by the average mean scores (2.07) and 

standard deviation (3.351) of the scores of all the welfare factors. 

Furthermore, Table 3 reveals that the two factors identified as university supports factors induced low 

motivation of the respondents. The scores show that training support could only induce high motivation 

of just 25.5% of the respondents, but 74.5% of the respondents reported low motivation. This is clearer 

from the mean score, which is 2.09 and standard deviation of 0.719. Likewise, research support could 

only induce high motivation of just 26.2% of the respondents, but it gave low motivation to 73.8% of the 

respondents. Therefore, with mean score = 2.09 and standard deviation = 0.722, research support induced 

low motivation of the academic staff. The average of the mean scores (2.09) and the standard deviation 

of the overall scores of university support items (1.398) imply that, the academic staff in the studied 

private universities were not motivated by university supports factors. The overall result with average 

mean of 2.24 < 2.5, therefore, reveals that the level of motivation induced by retention factors in academic 

staff in private universities in Southwestern Nigeria was low.  

 

Table 3. The Level of Motivation of Academic Staff in Private Universities in Southwestern Nigeria 

Items Very 

High 

High Sum Of 

High 

Low Very 

Low 

Sum Of 

Low 

Mean Std. 

Devi

atio

n 

Decis-

Ion 

Salary 212 

(14.4%) 

1010 

(68.6%) 

1222 

(83%) 

227 

(15.4%) 

24 

(1.6%) 

251 

(17%) 

 

2.96 

 

0.60 

High  

Reward For Good 

Job Performance 

49 

(3.3%) 

649 

(44.1%) 

698 

(47.4%) 

702 

(47.7%) 

73 

(4.9%) 

775 

(52.6%) 

 

2.46 

 

0.64 

Low  

Reward For 

Initiative 

36 

(2.4%) 

599 

(40.7%) 

635 

(43.1%) 

721 

(49%) 

117 

(7.9%) 

838 

(56.9%) 

 

2.38 

 

0.66 

Low 

Reward For 

Research 

Breakthrough 

48 

(3.3%) 

525 

(35.6%) 

573 

(38.9%) 

727 

(49.4%) 

173 

(11.7%) 

900 

(61.1%) 

 

2.32 

 

0.88 

Low 

Compensation For 

Extra 

 Workloads 

33 

(2.2%) 

574 

(39.0%) 

607 

(41.2%) 

654 

(44.4%) 

212 

(%14.4) 

866 

(58.8%) 

 

2.29 

 

0.73 

Low 



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Compensation For 

Holding A 

Leadership 

Position 

40 

(2.7%) 

546 

(37.1%) 

586 

(39.8%) 

656 

(44.5%) 

231 

(15.7%) 

887 

(60.2%) 

 

2.27 

 

0.75 

Low 

Compensation For 

Being A Member 

Of A Committee 

32 

(2.2%) 

558 

(37.9%) 

590 

(40.1%) 

651 

(44.2%) 

232 

(15.7%) 

883 

(59.9%) 

 

2.26 

 

0.74 

Low 

Promotion 38 

(2.6%) 

395 

(26.8%) 

433 

29.4 

728 

(49.4%) 

312 

(21.2%) 

1040 

(70.6%) 

 

2.11 

 

0.76 

Low 

Career 

Advancement  

Opportunities 

88 

(6.0%) 

392 

(26.6%) 

480 

(32.6%) 

706 

(47.9%) 

287 

(19.5%) 

993 

(67.4%) 

 

2.19 

 

0.81 

Low 

Work-Life Balance 43 

(2.9%) 

387 

(26.3%) 

430 

(28.3%) 

762 

(51.7%) 

281 

(19.1%) 

1043 

(70.8%) 

 

2.13 

 

0.74 

Low 

Sabbatical Leave 68 

(4.6%) 

278 

(18.9%) 

346.8 

(23.5%) 

800 

(54.3%) 

327 

(22.2%) 

1127 

(76.5%) 

 

2.06 

 

0.77 

Low 

Accumulated 

Leave 

31 

(2.1%) 

225 

(15.3%) 

256 

(17.4%) 

867 

(58.8%) 

350 

(23.8%) 

1217 

(82.6%) 

 

1.96 

 

0.68 

Low 

Leave Of 

 Absence 

23 

(1.6%) 

261 

(17.7%) 

284 

(19.3%) 

848 

(57.5%) 

341 

(23.2%) 

1189 

(80.7%) 

 

1.98 

 

0.68 

Low 

Training Support 37 

(2.5%) 

339 

(23.0%) 

376 

(25.5%) 

812 

(55.1%) 

285 

(19.4%) 

1097 

(74.5%) 

 

2.09 

 

0.71 

Low 

Research Support 35 

(2.4%) 

351 

(23.8%) 

386 

(26.2%) 

798 

(54.2%) 

289 

(19.6%) 

1087 

(73.8%) 

 

2.09 

 

0.72 

Low 

Average Mean = 2.24 Low 

Decision Level: Mean ≥ 2.5 (High); Mean < 2.5 (Low) 

 

Research Question 3: What is the level of job satisfaction of academic staff in private universities in 

Southwestern Nigeria?  

The two items (job security and workplace security) identified under security factors, as shown in Table 

4 shows that job security induced low job satisfaction of the respondents, while workplace security 

induced high job satisfaction. As 28.2% of the respondents reported high job security-induced job 

satisfaction, 71.8% reported low job security-induced job satisfaction (mean = 2.34 and standard 

deviation = 0.634); and 58.7% reported high workplace security-induced job satisfaction and 41.3% 

reported low workplace security-induced job satisfaction (mean = 2.59 and standard deviation = 0.619). 

Considering the average mean scores (2.46) and the standard deviation of the overall scores (0.860), it 



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could be deduced that security factors induced low job satisfaction of the academic staff in the sampled 

private universities in Southwestern Nigeria.  

Table 4 further reveals that 65.4% of the respondents reported high job satisfaction induced by inter-

workers relationship and 34.6% reported low job satisfaction (mean = 2.74 and standard deviation = 

0.704), therefore job satisfaction of the academic staff in the sampled private universities from inter-

workers relationship was high. The results also show that 48.0% of the respondents had high job 

satisfaction induced by management-workers relationship, while 52% had low job satisfaction. With 

mean score of 2.41 and standard deviation of 0.804, academic staff job satisfaction induced by 

management-workers relationship was low. It is clear, therefore, that human relationship factors induced 

high job satisfaction of the academic staff of the studied private universities with average mean scores of 

2.58  

Table 4 also shows that conducive work environment induced high job satisfaction (59% high; 41% low; 

mean = 2.50; and standard deviation = 0.736); but the other two items induced low job satisfaction: 

academic freedom (13.5% high; 86.5% low; mean = 1.96; and standard deviation = 0.597); and facilities 

and amenities (26.8% high; 73.2% low; mean = 2.16 and standard deviation = 0.664). The average mean 

score is 2.21, it means, therefore that environment factors induced low job satisfaction of the respondents 

in the sampled private universities. It could therefore be deduced from the results in Table 4 that with 

overall average mean score of 2.35, retention factors induced low job satisfaction in academic staff in 

private universities in Southwestern Nigeria.  

 

Table 4. The Level of Job Satisfaction of Academic Staff in Private Universities in Southwestern 

Nigeria? 

Items Very 

High 

High Sum of 

High 

Low Very 

Low 

Sum of 

Low 

Mean Std. 

Deviat

ion 

Deci-

sion 

Job security 106 

(7.2%) 

309 

(21.0%) 

415 

(28.2%) 

1033 

(70.1%) 

25 

(1.7%) 

1058 

(71.8%) 

 

2.34 

 

0.634 

Low  

Workplace 

security 

54 

(3.7%) 

810 

(55.0%) 

864 

(58.7%) 

559 

(37.9%) 

50 

(3.4%) 

609 

(41.3%) 

 

2.59 

 

0.619 

 

High  

Inter-workers 

Relationship 

177 

(12.0%) 

786 

(53.4%) 

963 

(65.4%) 

463 

(31.4%) 

47 

(3.2%) 

751 

(34.6%) 

 

2.74 

 

0.704 

High  

Management-  

workers 

relationship 

135 

(9.2%) 

572 

(38.8%) 

707 

(48.0%) 

530 

(36.0%) 

236 

(16.0%) 

766 

(52%) 

 

2.41 

 

0.804 

Low 

Conducive work 45 823 868 435 170 605   High  



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environment (3.1%) (55.9%) (59%) (29.5%) (11.5%) (41%) 2.50 0.736 

Academic 

freedom 

19 

(1.3%) 

180 

(12.2%) 

199 

(13.5%) 

1004 

(68.2%) 

270 

(18.3%) 

1274 

(86.5%) 

 

1.96 

 

0.597 

Low 

Facilities and 

Amenities 

32 

(2.2%) 

363 

(24.6%) 

395 

(26.8%) 

883 

(60%) 

195 

(13.2%) 

1078 

(73.2%) 

 

2.16 

 

0.664 

Low 

Average mean = 2.35 Low 

Decision Level: Mean ≥ 2.5 (High); Mean < 2.5 (Low) 

 

4. Testing of Hypothesis 

Ho1: the level of motivation and job satisfaction has no significant influence on the level of turnover 

intention of academic staff in private universities in Southwestern Nigeria 

Table 5 presents the analysis of the hypothesis testing for the influence of the level of motivation and job 

satisfaction on turnover intention level of academic staff of private universities in Southwestern Nigeria. 

The model summary shows an R Square of 0.120. This means that 12% of the total variance in turnover 

intention of academic staff in private universities in Southwestern Nigeria is attributed to the influence 

of the level of motivation and job satisfaction. The Analysis of Variance (ANOVA) shows that the F-test 

is significant (F(2,1470) = 199.730, p = 0.000 < 0.05). This indicates that the independent variables 

(motivation level and job satisfaction level) and the dependent variable (turnover intention level) have 

linear and significant relationship. The result proves that both the independent variables had significant 

influence on turnover intention level of academic staff in private universities in Southwestern Nigeria. 

Based on this result, the hypothesis was rejected.  

 

Table 5. Influence of the Level of Motivation and Job Satisfaction on Turnover intention Level of 

academic Staff in Private Universities in Southwestern Nigeria 

Model Summary 

R               .346a 

R Square            0.120 

Adjusted R Square         0.119 

Standard Error of the Estimate    2.62710 

a. Predictors (constant), Retention factors 

ANOVAa 

Model Sum of 

Square 

Df Mean 

Square 

F p-value Remark 

Regression  1378.466 2 1378.466 199.730 0.000b Significant 

p<0.05 Residual 10152.309 1470 6.902   



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Total  11530.775 1472     

a. Dependent variable: Turnover intention  b. Predictors (constant), Retention factors  

 

5. Discussion 

The results in table 1, which answered research question 1, revealed that the average aggregate mean 

score of 2.74 was greater than the criterion mean score of 2.50, thus, this implies that the level of turnover 

intention of academic staff in private universities in Southwestern Nigeria was high. Furthermore, the 

results in Table 2, in support of the results in Table 1, portended that the majority of the respondents 

(69.5%) would quit their present universities for the fact that the rate at which their current job was 

satisfying their personal needs was low; 71.4% would leave because the rate at which they got frustrated 

when denied opportunity to achieve their personal work-related goals was high; 69.5% would quit for 

the rate at which they looked forward to another day at their present institution was low; 70% would quit 

because their dreaming about getting a job in another university that would better promote their personal 

needs was high; and so 70.9% would rate their intention to quit their present university for a competitor 

at the slightest opportunity. The rating gives credence to the main questionnaire items on the level of 

turnover intention of academic staff in private universities in Southwestern Nigeria. With these results, 

it was found that the level of turnover intention of academic staff of private universities was high. It 

therefore means that majority of the academic staff in private universities in Southwestern Nigeria would 

like to leave their present universities for competitors at any slight opportunity. The findings authenticate 

Udenta’s (2016) speculation that any young and vibrant lecturers in the private universities are there, 

probably due to lack of job; they would likely leave for any public university anytime a door of 

opportunity is open. The finding had revealed that most of the academic staff of private universities, 

though physically present, are nursing intention to quit the private universities where they worked, for a 

better job in another institution. 

Table 3 presented the results which provided answer to research question 2 about the level of motivation 

of academic staff of private universities in Southwestern Nigeria. The overall result with average mean 

of 2.24, which is less than the criterion mean score of 2.50, revealed that the level of motivation induced 

by retention factors in academic staff in private universities in Southwestern Nigeria was low. The results, 

however, showed in table 3 (investigating level of motivation of academic staff) that salary (mean = 2.96 

and standard deviation = 0.601) was the only incentive which induced high motivation in academic staff 

of private universities in Southwestern Nigeria hence the overall low motivation level. The result 

revealed and confirmed the assertion of Das and Baruha (2013) that private sector was known for making 

use of salary to attract employees. Pay in the study comprised salary, reward and compensation. Among 

the three, only salary induced high motivation (mean = 2.96 and standard deviation = 0.601) and this 

supported the finding of Oginni. Ogunlusi and Faseyiku (2013) that salary was commonly used as 

retention factor to motivate academic staff in private universities. The result concurred with the finding 



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of Bussin (2002) who found salary to have direct relationship with staff retention. They found salary to 

be a motivator of academic staff to stay longer on their jobs. The results shown in Table 3 revealed that 

most of the respondents were not motivated by reward and compensation though salary was good and 

regular. The finding that, despite good salary, other components of pay gave low motivation is consistent 

with the finding of Fapohunda (2010) which indicates that pay in private universities seemed to be better, 

however she also found that pay satisfaction was low.  

Table 4 showed the results of the investigation about the level of job satisfaction of academic staff in 

private universities in Southwestern Nigeria. The overall average mean score of 2.35 is less than the 

criterion mean score of 2.50, meaning that there was low job satisfaction of academic staff in private 

universities in Southwestern Nigeria in spite of more academic staff who reported high workplace 

security, high inter-workers relationship and high conducive work environment. The finding that there 

was low job satisfaction of academic staff was in consonance with the findings of Awang, Ahmad, and 

Zin (2010), Ng’ethe, Iravo, and Namusonge (2012) and Olusegun (2013) who opined that when workers 

are not satisfied by most of the incentives provided by the organization, the incentives would induce low 

job satisfaction in the employees. The findings that some academic staff reported high job satisfaction 

induced by workplace security confirmed the researcher’s observation that, at the entrance gates into the 

universities where the survey was carried out, all visitors were made to identify themselves and to register, 

indicating the purpose of visit and who to visit. Also, all visitors were required to wear tags given at the 

entrance gate and in some of these universities, visitors were directed to see the security personnel who 

were always detailed at the entrance of office blocks and lecture theatres, mainly for monitoring and 

security purposes. This attested to a commendable security system for a safe work environment. Also, 

the report of high job satisfaction with regards to conducive work environment agreed with the finding 

of Agba and Ocheni (2017) who found that lecturers from the Western region of Nigeria were satisfied 

as they observed regular and adequate supply of electricity to their offices which created conducive work 

environment for them.  

The finding presented in Table 5 revealed that the level of motivation and the level of job satisfaction 

had significant influence on the level of turnover intention of academic staff in private universities in 

Southwestern Nigeria (F(1,1471) = 199.730, p = 0.000 < 0.05). The current study presents findings of high 

level of academic staff’s turnover intention, low level of academic staff’s motivation and low level of 

academic staff’s job satisfaction, meaning that the low level of motivation and the low level of job 

satisfaction influenced the level of academic staff’s turnover intention to be high. This was in agreement 

with Mahdi, MohdZin, MohdNor, Sakat, and AbangNaim (2012) and Olusegun (2013) who posited that 

employees’ turnover intention would be influenced by the level of motivation and job satisfaction. 

Workers that are adequately motivated and have adequate job satisfaction will not easily think of quitting 

an organization for another one. When the incentives provided by the organization are strategically and 

effectively used, the tendency is high for workers to be motivated and have job satisfaction. This is 

capable of influencing low turnover intention of employees (Oginni et al., 2013).  



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6. Conclusion  

The results of the study have been able to reveal high level of turnover intention among academic staff 

of private universities in Southwestern Nigeria, consequent upon low level of motivation and job 

satisfaction induced by the incentives provided as retention factors. It is clear from the findings that high 

level of motivation and job satisfaction induced by good salary, serene environment, and workplace 

security among other incentives were not enough to achieve (physical and emotional) retention of 

academic staff in private universities, because despite the fact that all these things were confirmed to be 

minimally present in the private universities sampled for the study, the academic staff still had intention 

to leave. Academic staff in the sampled private universities were not satisfied with management-workers 

relationship in that more academic staff disagreed with enjoying respect from management or with 

management being concerned about their yearnings. The finding revealed that most of the academic staff 

in the sampled private universities were not satisfied with the state of work environment: academic 

freedom was not enjoyed, library facility, instructional facility and social amenities were not satisfactory.  

The study has also been able to present facts and empirical data on the independent variables (level of 

motivation and level of job satisfaction), as they jointly significantly influenced the level of turnover 

intention of academic staff. This implies that high level of motivation and job satisfaction will influence 

low level of turnover intention of academic staff, and conversely low level of motivation and job 

satisfaction will influence high level of turnover intention of academic staff. Therefore, the private 

universities management will need to provide incentives that will be effective enough to influence the 

academic staff to consider staying longer in the system.  

 

7. Recommendations 

1) Results of the study revealed that most of the academic staff in the sampled private universities were 

not adequately rewarded with extra pay for good job performance or regularly paid allowances as 

compensation for excess workloads. This resulted in low motivation and consequently high turnover 

intention level of academic staff in private universities. Academic staff who is rewarded for good 

job performance and compensated adequately for excess workloads will be encouraged to do more, 

management of private universities should therefore adequately reward and compensate academic 

staff who perform extra duties for the universities, while at the same time they should avert inordinate 

excess workloads which are demoralising as well as draining staff physically and psychologically.  

2) Based on the findings, private universities governing councils should initiate policies that foster and 

sustain such practices as good management-workers relationship which will create enabling 

environment for collaborative research and collegiality spirit, because this is one of the push factors 

in the turnover decision of academic staff. 

3) Managements of private universities should therefore allow a measure of academic freedom and put 

in place facilities and infrastructures that will create a good work environment for academic staff to 

perform. 



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4) Based on the results that retention factors in the sampled private universities were only able to induce 

low motivation and job satisfaction in academic staff despite the fact that some of these retention 

factors were there in private universities, Human Resource Departments should therefore make it a 

point of duty to measure the effectiveness of the retention factors and the level of academic staff’s 

turnover intention by conducting regular survey among the academic staff to investigate the level of 

their motivation and job satisfaction. This will help in avoiding academic staff absenteeism, 

moonlighting, disloyalty, and pseudo-commitment which are consequences of keeping turnover 

intentions. 

 

Acknowledgement 

We acknowledge our participants for their cooperation while the study lasted. 

 

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