International Journal of Science, Engineering and TechnologyAuthors: Research Scholar Tanu Choudhary, Associate Professor Dr. Neha Yajurvedi
Abstract: Faculty continuity is central to teaching quality, research capability, student mentoring, and institutional memory, yet private higher education institutions often manage retention through isolated financial incentives. This study examined the organizational, professional, psychological, and labor-market determinants of faculty retention in private colleges, universities, and professional institutes in Meerut District, Uttar Pradesh. A cross-sectional questionnaire survey generated 530 usable responses from full-time faculty members selected through convenience sampling. Thirteen constructs were measured on five-point Likert scales, and the data were examined through descriptive statistics, Cronbach's alpha, Pearson correlations, multiple linear regression, independent-samples t tests, one-way analysis of variance, and Tukey comparisons. All scales showed good-to-excellent internal consistency (α = .856-.926). The 12-predictor model explained 85.9% of the variance in faculty retention. Job satisfaction was the strongest positive predictor (β = .251), followed by psychological well-being (β = .199), effectiveness of retention strategies (β = .168), organizational culture and employee engagement (β = .161), and leadership and management support (β = .154). Faculty burnout (β = -.089) and external employment opportunities (β = -.073) reduced retention. Retention also varied across several demographic and institutional groups. The findings reject a salary-only view of retention and support an integrated system combining meaningful work, credible leadership, career mobility, well-being protection, equitable rewards, and institutional attachment.
