An assessment of entrepreneurial orientation as a human resource retention strategy within an academic institution

Abstract

The study measured the entrepreneurial orientation within Potchefstroom Academy and SAAHST, and whether the variables associated with entrepreneurial orientation namely autonomy, innovativeness, risk-taking, proactiveness, and competitive aggressiveness, displayed a significant relationship with employees’ intention to leave the organisation. Thus, the primary objective of the study was to identify whether there is a positive correlation between entrepreneurial orientation, affective commitment, job satisfaction and employee retention, and to provide suggestions on how to improve employee retention. The secondary objective included: adding to the empirical body of research on entrepreneurial orientation and organisational behaviour - particularly human resource retention; drawing conclusions from the empirical study to offer practical recommendations to academic institutions such as Potchefstroom Academy and SAAHST that might help with the successful implementation of entrepreneurial orientation as a human resource retention strategy. The study was conducted amongst employees of Potchefstroom academy and SAAHST. Questionnaires were sent to 48 respondents via email. Only 42 completed the questionnaire successfully. The demographic characteristics of the participants were analysed and descriptive statistics, including mean values and standard deviation of the variables, were provided. Cronbach alpha coefficients were calculated to determine the reliability and internal consistency of the measuring instrument. Multiple regression analyses were conducted to measure the relationship between independent variables (entrepreneurial orientation - consisting of autonomy, innovativeness, risk-taking, proactiveness, and competitive aggressiveness), intermediate variables (affective commitment and job satisfaction) and the dependent variable (intention to leave). The regression model demonstrated that only two of the entrepreneurial orientation variables, innovativeness and proactiveness, significantly influenced the affective commitment of the participants. Moreover, innovativeness was iii the only variable that significantly influenced job satisfaction. Lastly, proactiveness proved to have a significant impact on the intention to leave. Furthermore, a Spearman’s correlation coefficient measured the strength of the relationship between the variables. The results indicated innovativeness and proactiveness showed a large correlation with the both the intermediate variables (affective commitment and overall job satisfaction) and a large negative correlation with the dependent variable (intention to leave). The rest of the variables indicated a medium to large correlation with the intermediate variables (affective commitment and overall job satisfaction) and a medium to large negative correlation with the dependent variable (intention to leave). Only completive aggressiveness exhibited a medium correlation with overall job satisfaction and a medium negative intention to leave. Based on the above-mentioned results conclusions were drawn on the outcomes of the selected factors. The evidence was critically evaluated and practical recommendations were presented on how to implement entrepreneurial orientation as human resource retention strategy. Suggestions were also made for future studies.