Factors Affecting the Retention of Personnel from Operational to Professional Levels in the Budget Bureau

Abstract

This research consists purposes were 1. to examine the levels of work motivation factors and quality of work life among operational to professional level personnel in the Budget Bureau 2. to assess the level of organizational retention 3. to compare organizational retention levels by personal factors and 4. to analyze the relationships and influences of work motivation factors and quality of work life on organizational retention. This research is quantitative research. There is a research tool which is a questionnaire. The sample group consisted of 245 personnel at the operational to professional level of the Budget Bureau, drawn from a total population of 611, calculated using Taro Yamane’s formula (1973) at a margin of error of 0.05, with a minimum sample size of 242, using proportional stratified random sampling. The data collected from the questionnaires were analyzed using descriptive statistics comprising percentage, mean, standard deviation, t-test, F-test, Pearson’s correlation coefficient and stepwise multiple regression analysis. The findings revealed that 1) the overall level of work motivation factors was at a high level (x̅ = 3.81), with work environment and recognition dimensions scoring highest (x̅ = 3.92), while compensation and benefits scored lowest (x̅ = 3.62). 2) overall organizational retention was at a high level (x̅ = 3.79), with job satisfaction scoring highest (x̅ = 3.86), followed by organizational commitment (x̅ = 3.84) and intention to stay scoring lowest (x̅ = 3.69). 3) personnel with different educational levels and years of government service had significantly different organizational retention levels at the 0.05 statistical significance level, while gender, age, marital status, position level and average monthly income showed no statistically significant differences and 4) all dimensions of work motivation factors and quality of work life had statistically significant positive correlations with organizational retention at the 0.01 level and four factors-recognition, work-life balance, job security and workload and responsibility-could jointly predict organizational retention at 61.3%, with recognition having the strongest influence (β = 0.305).