CALIFORNIA STATE UNIVERSITY, NORTHRIDGE

An analysis of recruitment, selection, and retention challenges within the Public Sector

A graduate project submitted in partial fulfillment of the requirements

For the degree of Master of Public Administration in Public Sector Management and Leadership

By

Adrienne Vesin

August 2021

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Copyright by Adrienne Vesin 2021

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The graduate project of Adrienne Vesin is approved: ________________________________________ _______________ Dr. Steven J. Golightly Date ________________________________________ _______________ Dr. Marc Glidden Date ________________________________________ _______________ Dr. Henrik Palasani-Minassians, Chair Date

California State University, Northridge

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Acknowledgements

I would like to gratefully acknowledge various people who have been with me

throughout the recent years as I have worked on my Master’s degree and this thesis. First, I

would like to thank my parents, Armik and Janet, my sister Eden, and my fiancé Narbeh.

Through the struggles, tears, and triumphs, you have always been my source of motivation and

drive. Thank you for always believing in me and pushing me to reach my fullest potential. A

special thank you to my parents for moving to a foreign country with nothing, in hopes of a

brighter future for your children. Your sacrifices have led us to this momentous moment, where I

become the first in our family tree to obtain their master’s degree. I dedicate this accomplishment

to you. Next, I’d like to thank my friends, Aida, Erica, Laura, Vivian and Alma for being there

for me anytime I fell short. You ladies gave me structure, support, guidance, and never-ending

care, and for that, I am forever grateful. Lastly, I’d like to thank me for all the sleepless nights,

the tears, and the incessant need to achieve greatness. This degree and thesis are only the

beginning to the endless possibilities you are yet to conquer.

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Table of Contents

Copyright Page ii

Signature Page iii

Acknowledgments iv

Abstract vii

Introduction 1

Review of the Literature 3

An Aging Workforce 3

Employee Recruitment and Selection 5

Civil Service Examinations 5

Employee Retention 6

Employee Turnover 8

Voluntary Turnover 9

Involuntary Turnover 10

Public Service Motivation 10

Employee Retention Strategies 11

Training and Development 11

Empowerment 12

Employee Compensation/Benefits 13

Work/Life Balance 14

Rewards and Recognition 14

Work Environment and Social Support 15

Effect of Employee Turnover on Public Sector 15

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Research Gap 17

Research Question and Aim 18

Research Design 19

Approach 19

Survey Structure and Delivery 19

Variables 20

Survey Population 20

Hypotheses 21

Hypothesis 1: Public Service Motivation 21

Hypothesis 2: Compensation/Benefits 21

Hypothesis 3: Training and Development 21

Hypothesis 4: Work Environment 22

Discussion 23

Methodological Implications 23

Ethical Considerations 23

Research Limitations 23

Conclusion 25

References 26

Appendix A 31

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Abstract

An analysis of recruitment, selection, and retention challenges within the Public Sector

By

Adrienne Vesin

Master of Public Administration in Public Sector Management and Leadership

Public sector workforce recruitment, selection and retention is challenging, especially in

a competitive work environment like the one that exists today. In any field, it is difficult to find

suitable employees for the wide range of positions that exist within a given organization. In the

public sector however, finding well-qualified candidates who want to pursue a public service

career proves to be an even harder task. Factors such as slow hiring processes, civil service

examinations, and lower compensation in comparison to the private sector, tend to steer the

millennial generation elsewhere. Changes in prospective employee preferences have caused a

great portion of the workforce to be less prone to apply for government jobs. With a younger

generation entering the workforce, work-related values, attitudes, and beliefs may need to shift to

attract people to the public sector.

Keywords: employee retention, turnover, turnover intention, job performance, job satisfaction,

public service motivation, aging workforce, human resource management, public service,

supportive work environment

1

Introduction

Employee retention and turnover have become a critical issue in the public sector in

many regards. Recently, researchers have found that employee retention, especially within the

public sector is becoming an inescapable problem that needs to be addressed (Shaw, et.al., 2005,

p.594). A study by the Center for State and Local Government Excellence (2018) found that two-

thirds of the public sector managers from 18 different states admit that they are having difficulty

attracting and retaining talent. This is a major problem that is impacting a vital sector that the

overall success of the public relies on. As our society changes and jobs become more

competitive, the demand for highly talented individuals is at an all-time high. That said, many of

the highly qualified individuals are not gearing their aim towards the public sector, but rather

going more towards private corporations. This shift can be the culmination of several factors that

either they, or someone they know, may have experienced. By investigating the impact of

recruitment, selection and retention challenges within the public sector, executives and managers

will have the capability to better understand which mechanisms would prove to be more

successful in growing and developing their organization.

According to Bibi, Pangil & Ahmad (2017) employees are the most precious assets of

any organization and the ability to retain them is one of the key aspects of the organization. It is

important for managers to recognize that retaining their employees is an extensive process which

deals with creating the ideal environment in the organization for the employee, which in turn will

make them want to stay for a longer period of time. Retention of employees is considered a

crucial source of achieving a competitive edge for the public sector in comparison to the private.

This fact is due to public sector job duties often being much more labor intensive and mentally

draining in nature (Hughes & Rog, 2008). Positions such as governmental officials, social

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workers, police officers, fire fighters etc., require a certain type of worker that not all people are

cut out for. Although the public sector does not offer the same competitive range of pay as the

private sector, there are many key attributes that, if managed correctly, should be able to draw in

a large portion of the workforce in its direction.

The principal objective of this research aims to analyze and identify the challenges that

exist within the public sector in relation to recruiting, selecting, and retaining their employees. In

a time where the workforce is shifting and so much of what has been is changing, it is important

to find out what strategies will prove successful in the long run and which strategies are less

enduring. The public sector faces great challenges in retaining talented employees, which in turn

impacts its overall growth. The researcher for this study will determine how employees feel

about the experiences they’ve undergone and how those experiences have influenced their

decision to stay with or to leave the public sector. By conducting community-based surveys

across demographics of all genders, ages and employment levels, the study is geared to gathering

a better understanding of what makes an organization successful today. The purpose of this

graduate study is to investigate and determine the potential challenges public sector leaders face

and what strategies can they implement to ensure that departments are able to recruit, select and

retain well-qualified employees within their organization more efficiently.

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Review of the Literature

The public sector is a segment of the workforce in which vital public programs, goods or

services are provided. It is usually comprised of organizations that are operated by the

government and do not seek to generate a profit (Institute of Internal Auditors, 2011, p. 3). The

workforce that exists within the public sector experiences both pros and cons related to their

employment. On one hand, they have stability and benefits that attract them to the position, but

on the other, they face slow salary growth and low levels of control, as most decisions must be

handled through a formal process (Roberts, 2019). These factors among many others have

impacted the public sector’s ability to properly recruit, select and maintain their workforce in the

everchanging society that exists today. Being that the goal of the public sector is to provide

services to its society and improve people’s livelihood, it is crucial that proper measures are

researched and implemented to ensure that the highest quality of people are hired for these

positions. This review of literature encompasses a review of information assembled from

referenced materials that examine the factors affecting employee recruitment, selection, and

retention in the public sector.

An Aging Workforce

The aging workforce consists of the group of working individuals who have reached a

certain age that is nearing retirement. According to an article by Hirsch (2017), close to ten

thousand Baby Boomers become of retirement age each day—a trend that began in 2011 and will

continue until 2030. Although Baby Boomers have acquired the reputation for being

workaholics, the average Baby Boomer retires at the age of 61 to 65, which implies that the

workplace must plan for a massive tidal wave of turnover (Hirsch, 2017). Amidst Baby Boomer

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retirements and Millennial job-hopping, Human Resource managers are often left struggling to

reduce the damage caused by a substantial employee departure (Hirsch, 2017).

Coupled with the sizeable workforce loss, HR managers are also faced with the task of

handling those intergenerational employees who do choose to stay. To properly manage their

staff, managers must understand the beliefs, values and work styles of each generation and

determine the best practices to appropriately handle them (Mackarel, 2020). These days, there

are four to five generations that work side-by-side in each organization (Mackarel, 2020). Due to

the job security present in the public sector, the broad range of intergeneration spans even further

than that of the private sector. This developing multi-generational group creates diversity of

individuals and of ideas, but also brings about greater challenges as divergences arise (Mackarel,

2020). With each age group comes a differentiation in world views which guide their daily

actions and behaviors (Mackarel, 2020). These differing opinions can create a sense of tension

between colleagues as their working styles clash. Whether in their style of communication, their

viewpoints on hierarchies or their technological capabilities, each generation’s distinctive

features must be recognized and accepted to create for a better functioning workplace.

Alongside the differing intergenerational viewpoints is the fact that the newer generation

of workers comes with a much more extensive list of demands when accepting a position within

an organization. Compared to the current aging workforce, millennials express a need for greater

freedom at work, including autonomy from supervision, minimal overtime, and a healthy work-

life balance (Henstra et. al, 2016). Without such liberties, millennials are more likely to seek

employment elsewhere, unlike the older counterparts. The ability to provide such an environment

that allows such flexibility, may prove to be beneficial in recruiting a larger pool of candidates.

Especially in today’s job market where working remotely from home is the norm, the public

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sector must gear their efforts into accommodating prospective employees who prefer the freedom

of choosing where to work from.

Employee Recruitment and Selection

Recruitment and selection of the correct employees are a couple of the key challenges

threatening modern organizations today. DeCenzo and Robbins (2015) define recruitment as “the

process of discovering potential candidates for actual or anticipated organizational vacancies; it

is a linking activity—bringing together those with jobs to fill and those seeking jobs” (p. 128).

The process of recruitment begins far sooner than at the point in which potential candidates are

discovered, but rather it is initiated with the establishment of what the workforce needs of the

organization are. So often, organizations within the public sector are not properly staffed with the

necessary number of employees required to fulfill all the responsibilities of the given

organization.

Civil Service Examinations

To regulate hiring practices to better suit the requirements of the organization rather than

the needs of a given political leader, civil service examinations were set into place to shift away

from the spoils system and more towards a merit-based system (Rein, 2015). Through the merit

system, potential candidates are given the opportunity to be considered on a level playing field

(Rein, 2015). With civil service examinations applicants are tested for skills related to clerical

workers, postal service workers, military personnel, health and social workers, and accounting

and engineering employees among others (Rein, 2015). Candidates with the top scores on these

examinations are most likely to be hired for the desired position (Rein, 2015).

Although civil service examinations and screenings reduce the potential for

discrimination, they come with a list of drawbacks that may be detrimental to the overall success

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of the hiring process. While some examinations can be proctored online, most are not. Hence,

ensuring that cheating does not take place when applicants take exams on their own computers,

is near impossible (Rein, 2015). Also, as applicants become more familiar with the screening

process, they recognize that by including keywords from the job bulletin in their application,

they increase their chances of being accepted by the analyst or algorithm (Rein, 2015). In these

scenarios, talented candidates are eliminated or fall further down on the list because they may

follow the rules better.

Following civil service rules are important when it comes to the hiring and selection of

new employees in the public sector. That said, eliminating some of the hurdles throughout the

process may prove to be a beneficial strategy for the public sector to recruit quality talent. As

federal, state, and local departments struggle to compete with the private sector for young

workers set to replace the retiring generation, it is vital to speed up the process and introduce a

sense of ease in the application and hiring process (Ramsey, 2020). Since employment with the

public sector can take several months, possibly years, after a candidate’s initial application is

received, prospective employees often have already accepted a role by the time they are

contacted by their local government agency.

Employee Retention

Recruiting high quality employees is one side of the spectrum, however, retaining them is

entirely another. The motivation and management style of any organization governs the how

often employees leave an organization. Employees are not likely to depart from their

organization if the practices, benefits, and management style of their establishments are

appealing and well suited. Often, public sector employees choose other employment due to lack

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of advancement opportunities, competitive compensation, and heavy workloads (Hancock et. al,

2013).

A study conducted by Park and Shaw (2013) analyzed the connection between turnover

rates and organizational performance. In this study, the authors deduced that “retention serves as

a critical factor because organizations desire to keep workers they have hired through rigorous

processes while on the other because training and orientation of new workers prove costly” (Park

et al. 2013, p.1). With budgetary restrictions and limitations being a normal practice within the

public sector, it is imperative that organizations do whatever necessary to maintain their

employees due to the direct and indirect costs associated with their departure. Indirect costs of

employee turnover include low morale, poor organizational image, disrupted organizational

practices and essentially the loss of human capital (Grissom, et al., 2012). The direct costs on the

other hand, are associated to the financial toll employee departures take on an organization.

These include but are not limited to recruitment, selection, hiring and training expenses

associated (Chen, 2008). Research states that the average employee replacement cost is roughly

two times the annual salary of the employee being replaced, and even more damaging is that

when an employee leaves jobs, organizations lose both the worker and the clients who are loyal

because of the services offered by the specific employee (Haar et al., 2013). Retaining such

individuals is an important component of a successful organization because employee turnover

represses an organization’s capability to execute its goals at their fullest potential (Hancock et.

al, 2013). By retaining employees, and reducing turnover, public sector organizations have the

potential of saving costs that would normally be allocated for the constant hiring and training of

new employees (Cho et. al, 2012).

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Employee retention aids in the economic stability of an organization in the public sector

in several aspects. Factors such as job security, less budgetary constraints, and the potential for

spending on goods and services that are crucial for the overall growth (Vasquez, 2014).

Retaining the employees and reducing employee turnover is key for the fiscal development and

growth of the public sector and the organizations that exist within it, as the organizations can

allocate more time and resources into developing employees, and less time training them

(Vasquez, 2014).

Employee Turnover

Employee turnover is a key component of whether an organization is successful or not.

To maintain and grow a prosperous organization, new and improved methods of retaining

employees and reducing the turnover rate must be implemented. When the turnover rate is high,

there is an implication that employees are leaving the organization because they are unfulfilled

with their work (Louden, 2012). This event generates a harmful impact on fellow employees who

could potentially be influenced to follow the same path and eventually leave the job as well

(Louden, 2012). Increased employee turnover produces a major issue for the organization, as it

influences the value of the service they are providing and increases the costs associated with the

replacement and recruitment of new employees. Alongside the associated costs, exists the

necessary training and teambuilding required to connect the employees as viable members of the

organization (Louden, 2012).

Although retaining well-qualified employees until the point of retirement is an ideal

situation, it is not a realistic one. On average, people do not remain in the same role for an

extended period. The Bureau of Labor Statistics (2020) puts the average number of years that

employees have worked with their current employer at 4.1 years; a statistic that has not changed

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much since 2018. For the public sector, however, this number is higher, at 6.5 years (Holliday,

2021). This can be caused by a range of reasons, but the primary being the level of job security

present in the public sector. According to the Center for Retirement Research at Boston College,

“given the nature of their employment, state/local workers have historically been less vulnerable

to layoffs than private sector workers (Munnell & Fraenkel, 2013, p.5). Not having to worry

about losing one’s job is a huge factor in deciding which job position to take and which to

remain in. Especially in a time like today, where the job market is unstable and unpredictable,

those belonging to the workforce are looking for any opportunity to feel a sense of security and

stability in the position they hold.

When examining employee turnover, it is important to note that there are two types:

voluntary turnover and involuntary turnover. Although both types of turnover lead to an

employee’s departure from an organization, the techniques required to reduce each type of

turnover differ greatly.

Voluntary Turnover

Voluntary turnover refers to termination of employment instigated by the employee

(Sims, 2007). This includes, but is not limited to, an employee quitting to accept another job or

quitting because they are unhappy with a particular aspect of their current position. In most

cases, voluntary turnover involves the loss of competent and key employees leaving an

organization and in turn, causes a series of adverse effects on the organization’s daily processes.

According to a report by Stewart and Diebold (2017), voluntary turnover causes the replacement

process of workers to be costly and time consuming, all of which are essential in the production

of an organization (176). The loss of such vital elements causes a sudden decline in performance

and productivity which impacts organizational growth and development.

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Involuntary Turnover

Involuntary turnover on the other hand, is initiated by the organization and occurs when

employees are either fired or laid off due to economic necessity or a poor fit (Gomea-Mejia et.

al, 1997). This type of turnover can also include an organization’s need to cut costs, restructure

or downsize (Bratton, 2003). Within the public sector specifically, involuntary turnover is not as

common, as job security is one of the most prominent features associated. With the exception of

certain fireable offenses, it is common for unfit individuals to remain in a position that they are

not properly suited for an extended period of time. Due to most government employees being

union affiliated, their representatives often fight for their right to stay within their role. A CBS

Interactive (2015) investigation found that there is a civil servant protection system set into place

within the public sector that prevents against politically motivated firings. The rules and

regulations associated with the system, allow employees the right to appeal a termination, a

process that can take up to two years (CBS Interactive, 2015). Since all public sector agencies

and organizations must follow the same rules in regard to firing any unwanted employees, it

often happens that managers make the decision to forgo the hassle of it all. In turn, they allow for

individuals to remain within the organization, regardless of where their intentions lie.

Public Service Motivation

Public service motivation (PSM) is a multifaceted notion with four types of motives:

compassion, attraction to public service, commitment to public values, and self-sacrifice (Wang

et. al, 2020). First, compassion refers to an individual’s emotional obligation to care for the well-

being of others. Secondly, attraction to public service refers to the inner gratification from

serving the public (Kjeldsen et. al, 2013). Many of the individuals who are employed with the

public sector often choose their career path because they want to feel good about themselves and

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the work they do. Third, commitment to public values represents the need to satisfy social

responsibilities and pursue public values (Kjeldsen et. al, 2013). Finally, self-sacrifice which is

the tendency to engage in personal sacrifice to contribute to the welfare of others (Kjeldsen et. al,

2013). Thus, the grander the level of an individual’s public service motivation, the more likely

they are to act beyond monetary or reputational benefits, and to seek membership in a public

organization serving the public (Kjeldsen et. al, 2013).

Employee Retention Strategies

Employee retention strategies refer to “systematic programs, practices and policies

created to address the diverse employee needs by an organization that are targeted at developing

employee loyalty” (Gabriel et al., 2020, p. 77). In order to maintain and retain one’s employees,

organizations must alter their long-standing practices to cater to their workforce. According to

Ghosh and Sahney (2011), providing opportunities to increase employee well-being and work-

life balance have a positive influence on retention of personnel in organizations. In the current

age, implementing strategies such as training and development opportunities, encouraging

employee empowerment, competitive compensation/benefits, promoting a healthy work/life

balance and creating a safe work environment are all effective in retaining an organization’s

workforce.

Training and Development

The ability for the public sector to appeal and recruit qualified and experienced

candidates who have the potential to provide quality services to the public, according to the

organizational standards, has never been an easy task. That said, organizations may not always

find perfect candidates, but can always provide them with the proper training and development to

ensure they obtain the proper tools to satisfy their role within the organization. According to

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Whitcomb (2012), training enhances skills and improves staff performance and can address some

of the factors that contribute to staff retention. Training also clearly defines their role to

employees and in turn minimizes job stress and allows for perceptions of support from the

supervisor and organization to which they belong. An absence of career development and

advancement is another significant cause of employees who are unhappy at their jobs (Johnson,

2018). Employees who feel trapped in their positions are less motivated to maintain high

productivity than those who do not (Johnson, 2018). Employees feel appreciated and respected

when their employers involve them in their long-term plans and demonstrate appreciation

through promotions (Johnson, 2018). Employees who advance within an organization and

receive appropriate compensation that reflects their title and responsibility changes, often

commit themselves to the organizations for the long term (Johnson, 2018).

Empowerment

Employee empowerment generates a sense of belonging and ownership within an

organization and often leads to employees feeling more confident and wanting to improve their

performance. By providing an employee with a voice in the organization, managers increase

their chances of retaining the employee for a long time (Yang & Wan, 2012). Alongside giving

employees a voice, promoting employee engagement will lead to operational teamwork and

resilient relationships within the section and workplace (Yang & Wan, 2012). When close

relationships are developed with other employees, employee retention is more likely to take

place, as it creates a sense of family and community within the workforce. Though this does not

make up for time spent away from home and one’s own family, an employee’s ability to feel that

they have a voice allows for them to feel empowered and heard.

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Employee Compensation/Benefits

Employees are drawn to a position for a multitude of reasons, however, the most

attractive features of a position are often the compensation and benefits that come along with it.

Armstrong (2012) found that compensation and benefits are always viewed as tools for attracting

and retaining desired employees. Both in the public and private sector, employees want to be

compensated well as a form a self-reassurance, but mainly as a practical means of living.

Competitive compensation is significant in retaining key members of an organization, as

employees want confirmation that they are receiving a similar pay to those who are performing

similar work in private enterprises. Similarly, Faustina (2012) confirmed in a study that salary

and additional benefits were one of the most important motivational factors for staying in a

company. If an employee feels valued and has a paycheck that supports that, they are more likely

to remain loyal to the organization they are a part of. Although individuals are motivated by a

multitude of different factors, money and compensation are often the leading determining factors

on how long an employee stays with an organization. For those who place a greater importance

on money, they are more likely to look for employment elsewhere when they are unhappy with

their overall pay. A study conducted by Tang (2000) assessed the correlation between

perspectives regarding money, intrinsic job satisfaction and voluntary turnover. One of the

primary conclusions of the study found that voluntary turnover was high among those

individuals who placed a great value on the monetary aspect of their position.

Opposing views and studies that have found that compensation is not as important as

society often deems it to be. In the meta-analysis conducted by Judge and his colleagues (2010),

92 quantitative studies that spanned over 120 years were reviewed and dissected to determine the

correlation between salary and job satisfaction (p. 160). The results of the meta-analysis found

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that the relationship between the two was very week. “For the employee, if the ultimate goal in a

job is to find one that is satisfying, given a choice, individuals would be better off weighing other

job attributes more heavily than pay” (Judge et. al, 2010, p. 163).

Work/Life Balance

Most workers, both in the public and private sector, value work/life incentives when

considering a position they want to apply for. Most employees will not foresee changing their job

in the near future, as they are more concerned with their leave benefits such as vacation, sick

time, holidays, flexible work schedules, childcare options and a closeness to their home (Dubie,

2000). By recognizing the importance that employees place on work/life balance, HR managers

will have the ability to alter their protocols and procedures to appeal to their workers and in turn,

keep them in the organization for a longer period.

Rewards and Recognition

Highlighting, recognizing, and rewarding high performance and positive work habits and

conduct in the workplace have the potential to increase employee motivation and reduce the

likelihood of employee turnover. According to Salie and Schlecter (2012), rewards and

recognition keep employees connected and compelled to hold a level of loyalty to the

organization in which they are employed. Economists argue that employees change jobs when

they expect the rewards to outweigh the costs. Potential rewards can be in the form of both

financial and psychological (Cho & Lewis, 2012). Financial rewards refer to receiving higher

pay or greater benefits and psychological rewards referring to engaging in more fulfilling work,

improved job security, and a more enjoyable work environment overall (Cho & Lewis, 2012).

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Work Environment and Social Support

A healthy working environment with sufficient social support, plays a critical role in

overall employee retention and motivation. Constructing a workplace culture that places great

importance on employee belonging and inclusivity is the ideal method in appealing to a diverse

and talented demographic and in turn, producing a strong workforce where employees feel

supported and protected. According to a meta-analysis conducted by Kossek and her colleagues

(2012) “feeling cared for and appreciated and having access to direct or indirect help have been

used in the social-support literature, often combined in global measures. Regardless of the items

used, we assume that social support is a critical job resource that makes the role demands for

which support is given such as the integration of the work–family interface experienced more

positively” (p.3).The concept of social support has also included perceptions that an employee

has access to helping relationships of differing levels of quality and strength, which provide

resources such as communication of information, emotional empathy, or tangible assistance

(Viswesvaran, Sanchez & Fisher, 1999). When employees are away from their loved ones and

normal support systems, it is crucial that their colleagues and supervisors provide the support

system they require to process and experience any difficult situations.

Effect of Employee Turnover on Public Sector

The impact of employee turnover within any organization is difficult to gauge and

determine. On one hand, employee turnover negatively impacts the organization as it requires

additional resources to be put towards replacing and training new hires. However, on the other

hand, employee turnover also has the potential to open doors for new employees who have

innovative and unique ideas and perspectives. These two consequences are classified as

dysfunctional or functional effects. According to a study conducted by Lee and Jimenez (2011),

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the dysfunctional consequences include the added expenses incurred for recruiting, hiring and

training of personnel; disturbance of social and communication structures; potential regression in

productivity due to loss of high performing workers; and reduced morale amongst personnel who

stayed in the organization. Functional turnover on the other hand, relates to the positive effects

that include the replacement of low-performing employees, enhanced organizational capacity

(especially if under-performers are replaced with highly trained new hires), and introduction and

initiation of new methodologies to concerns faced by the organization (Lee & Jimenez, 2011).

Alongside the dysfunction and functional effects of employee turnover, is the knowledge

attained by management of an organization which is experiencing employee turnover. According

to Armstrong (2003), employee turnover rates provide as a valuable resource to determine the

effectiveness of Human Resource policies and practices within the organization (374). Thus,

employee turnover provides insight on what human resource practices are proving to be

beneficial and which could be better improved.

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Research Gap

The literature available regarding the recruitment, selection and retention of employees

provides insight into potential strategic management strategies that can be implemented to

address challenges that may come about. That said, the amount of research done on these issues

in relation to the public sector are insignificant. Since the private and public sector are very

different in the way that they handle HR matters, it is crucial that additional research is done to

provide better insight into organizations that provide vital services to the public. With the

anticipated wave of turnover due to the era of Baby Boomer retirements, further in-depth

research should investigate the causes, consequences, and strategies behind why it has become so

difficult to retain employees.

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Research Question and Aim

Through quantitative research, the researcher aims to gather data to answer the following

research questions:

1. What challenges do the Human Resources’ divisions in the Public Sector face with the

recruitment and selection process of new and existing employees?

2. What strategies are public sector leaders implementing to combat these challenges?

3. What strategies are public sector leaders utilizing to improve employee retention after

selections have been made?

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Research Design

The researcher recommends a non-experimental survey research utilizing a questionnaire

to fulfill the requirement for the degree of Master of Public Administration in Public Sector

Management and Leadership. The anticipated survey includes 6 sections: collecting data on

employee demographics, level of public service motivation, views on compensation/benefits,

employee satisfaction, training and development opportunities, work environment and suggested

changes. For the purpose of this research, the population of the study will include current Los

Angeles County employees who hold a permanent employee status.

Approach

Survey Structure and Delivery

This survey entails a total of 16 questions that have been divided into a total of two parts.

Questions 1-5 relate to demographic information about the employee. By identifying the

employee’s age, length of employment, gender and education level, the researcher will have a

better understanding of the employee’s knowledge and experience regarding the focus of the

survey. Questions 6-16 include a total of eleven statements that will be accessed using a 5-point

Likert scale, where responders will specify their level of agreement to the statement in five

points (1) strongly disagree; (2) disagree; (3) neither agree nor disagree; (4) agree; (5) strongly

agree. The purpose for utilizing a 1 - 5 numbered Likert scale was to later have the capability to

calculate the mean, median and mode (Bryman and Bell, 2011). The first section of Part II of the

survey consists of questions related to public service motivation. This section will allow the

researcher to determine whether public service motivation is a concept of the past or if it still

exists. The next portion, Section 2, relates to compensation and benefits. Since the public sector

does not offer opportunities to negotiate wages, it is important for the researcher to gauge the

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overall impact of compensation differences to retaining employees. Sections 3 and 4 address the

work environment and training/development opportunities. These factors allow the research to

grasp a better understanding of what the current work environment is and if the employee has a

sense of loyalty to the organization and how likely they are to leave.

Variables

To evaluate the variables, the primary source of data collection will be a survey

(Appendix A) that will be given to a random selection of 200 permanent Los Angeles County

employees from various age groups, education levels, payroll titles and genders. The basis of the

research conducted will rely on the responses of the employees, as their experiences may shed

light on the issue. The dependent variables in this study include staff retention and high

employee turnover. The independent variables include public service motivation,

compensation/benefits, training and development opportunities and work environment with job

satisfaction as the mediating variable.

Survey Population

The population of the survey will include individuals who currently are employed with

Los Angeles County and maintain a permanent status of employment. Since the County of Los

Angeles currently has a workforce of approximately 100,000 employees, dispersed across 35

departments, the sampling size of 200 participants will be contacted for survey participation. It is

important to note that participants will be from a range of job titles. The broad nature of the

selection will provide a better insight on how viewpoints may change as an employee moves up

in their rank.

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Hypothesis

On the foundation of the reviewed literature, the following variables are the independent

variables with their corresponding hypothesis.

Hypothesis 1: Public Service Motivation

The first independent variable for the research survey relates to an employee’s level of

public service motivation. The included questions under Part II: Section 1 (Appendix A) intend

to determine if an employee is more probable to act beyond their financial benefits to have active

membership in an organization serving the public (Dur & Zoutenbier, 2014). The researcher

hypothesizes that most of the respondents will have a high level of public service motivation and

will choose to remain within the public sector in an effort to help the public.

Hypothesis 2: Compensation/Benefits

The second independent variable for this survey relates to the compensation and benefits

provided to employees within the public sector. The questions in Part II: Section 2 of the survey

(Appendix A) are meant to determine if public sector employees feel that they are properly

compensated for the work that they do, in relation to their counterparts in the private sector. The

researcher hypothesizes that, although employees will for the most part be satisfied with the

benefits they receive, the same will not be true for their annual salary.

Hypothesis 3: Training and development

The third independent variable found in Part II: Section 3 of the survey (Appendix A) is

determining whether employees feel that they have access to proper training and development

opportunities within their organization. Employees who receive education, express lesser

intensions of quitting and higher levels of job satisfaction and organizational commitment and

loyalty (Gould-Williams & Davies, 2005). That in mind, the researcher hypothesizes that LA

22

County employees who are in departments that offer opportunities for professional growth are

more likely to stay within the organization.

Hypothesis 4: Work Environment

The fourth independent variable found in Part II: Section 4 of the survey (Appendix A)

relates to public sector work environment and how it impacts current employees. When

employees feel as though they have a voice in their organization, they are more likely to share

their concerns rather than exiting the workplace (Colquitt et. al, 2001). The researcher

hypothesizes that due to the differing work habits/styles of the different generations that exist

within the public sector, the overall work environment may not be as ideal as expected.

23

Discussion

Methodological Implications

The results of the survey will derive from a sample of 200 respondents who will be asked

to complete an online questionnaire (Appendix A). The questionnaire is set to analyze the

correlation between the employee retention issues and high turnover rates to the overall

satisfaction of public sector employees.

Ethical Considerations

As a current Los Angeles County employee who works in the Human Resources -

Recruitment and Examinations section within the Department of Children and Family Services,

the researcher must ensure that their position within the organization does not create a conflict of

interest and/or harm any individuals participating in the study. To protect all participants, the

researcher will ensure that there is informed consent. Meaning that, all participants will be fully

informed of what is asked of them, how the data will be utilized and what (if any) consequences

there could be (Flemming & Zegwaard, 2018). Another important ethical consideration that the

researcher must take into account is that all participant responses are kept confidential, and

respondent identities remain anonymous. By allowing respondents to complete the survey at

home with no identifiable information requested in the survey, both components will be upheld.

Research Limitations

The proposed study will use a sample profile of only current Los Angeles County

employees with permanent employment status. Although many advantages exist to this sampling

profile such as low-cost for data collection and ease of access to potential participants, excluding

previous permanent employees that may have already retired or quit, limits the scope of the

24

study. The input that could be gained from obtaining insight from those who have been turned

over, is enormous and could potentially change the overall result of the study in its entirety.

The researcher for this study, in an effort to collect relative data, identified major gaps in

literature regarding employee recruitment, selection and retention within the public sector.

Without the proper informational foundation, the structure of the study may have been impacted

and in turn limited the potential outcome of the analyses.

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Conclusion

The use of strategies to improve public sector employee retention, advance the selection

process and reduce employee turnover, could potentially bridge the gap between organizations

and their employees. The issue of employee retention and turnover can reach a conceivable

resolution if organizations and their employees develop a better understanding for one another.

By providing employees with a better work environment that emphasizes job satisfaction as its

primary concern, employees are more likely to trust public sector organizations, which will in

turn, improve overall the recruitment, selection, and retention of its employees. Although staying

with long-standing HR practices would be the easier route to take, organizations will not survive

the overwhelming need to fill vacancies once the wave of Boomers leaves the workforce. To

appeal to the masses, public sector managers must adapt to new procedures and methods to

ensure that they are able to achieve their short and long-term organizational goals.

The researcher advises that the success of the public sector, both in Los Angeles County

and beyond, relies on its ability to change and evolve with the times. Strategies discussed in the

research should be incorporated into all aspects of an organization’s human resource strategic

plan. Implementation of these new strategies will in turn improve employee retention, streamline

selection, and reduce turnover. The advancements and efforts are ones that will not only benefit

the public sector today but will likely be applicable to all public organizations in the future as

well.

26

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Appendix A

JOB SATISFACTION SURVEY LOS ANGELES COUNTY

You are invited to participate in the Los Angeles County, Employee Job Satisfaction Survey. In this survey, individuals will be asked to complete a questionnaire that asks questions about the potential variables that impact the recruitment, selection, and retention of public sector employees. Completion of this survey will take approximately 15-20 minutes. Your participation in this study is completely voluntary. Your survey responses will be strictly confidential and data from this research will be reported only in the cumulative findings. Your information will be coded and will remain confidential. Thank you very much for your time and support. Please start the survey now. Part I: Demographics

1. What is your age? a. Under 18 years old b. 18 – 30 years old c. 31 – 43 years old d. 44 – 56 years old e. 57 years or older

2. How long have you been working in the public sector? a. 1 – 5 years b. 6 – 10 years c. 11 – 15 years d. 16 – 20 years e. Over 21 years

3. To which gender do you identify the most? a. Male b. Female c. Transgender Male d. Transgender Female e. Gender Non-conforming f. Not Listed ____________ g. Prefer Not to Answer

4. What was your education level at the time of being hired with the public sector? a. No High School Diploma b. High School Diploma c. Some college education d. Associates e. Bachelors f. Masters g. Doctorate

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5. What is your current education level? a. No High School Diploma b. High School Diploma c. Some college education d. Associates e. Bachelors f. Masters g. Doctorate

Part II – Job Satisfaction

The following chart includes four sections of statements with which some people agree, and others disagree. Please rate how much you personally agree or disagree with these statements. Please utilize the following scale:

(Rating guide 1= Strongly Disagree, 2 = Disagree, 3 = Neither Agree nor Disagree

4 = Agree, 5 = Strongly Agree)

Topic Rating

Section 1: Public Service Motivation

The work I do is meaningful. 1 2 3 4 5

I feel that the work I do makes a difference in my community. 1 2 3 4 5

Section 2: Compensation/Benefits

I am compensated fairly, relative to my workload. 1 2 3 4 5

I am satisfied with my overall compensation. 1 2 3 4 5

I am satisfied with the provided employee benefits. 1 2 3 4 5

Section 3: Training and Development

I am satisfied with the investment my organization makes in training and education. 1 2 3 4 5

My supervisor assigns tasks to me that are meant to help me grow professionally. 1 2 3 4 5

I am satisfied with the promotion opportunities made available to me. 1 2 3 4 5

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Section 4: Work Environment

I am satisfied with the culture of my workplace. 1 2 3 4 5

I am satisfied with my level of job security. 1 2 3 4 5

My organization is dedicated to diversity and inclusiveness. 1 2 3 4 5