Motivation and Retention Factors in Research Administration | Part 2: Motivation Factors
The Spotlight is exploring prevailing employee motivation and retention factors in research administration. In January, historical trends in literature, as well as the methods for obtaining data, were highlighted. This month’s focus turns to mutual factors that influence research administrators to remain with or leave their positions and/or institutions.
As discussed previously, the 2023 Redcap Survey was designed to gather data from research administrators that built upon common motivation and retention strategies from published literature. The responses gathered from the survey data are examined here.
Almost 90 percent of respondents identified as female, which is consistent with previous research estimating that 85% of the Research Administration (RA) profession are female (Zink et al., 2023). In addition, over half the respondents reported their age between 40 and 59 years, and 20% of respondents were under age 40. A plurality of respondents (46%) indicated that they had worked in RA for more than 15 years, followed closely by those who had been in the field between four and 10 years (26%).
The most consistent motivator for leaving a place of employment was a lack of support from supervisory and upper management; the majority of respondents who chose this factor as their first motivator consisted mainly of those with more than 10 years’ experience in RA. However, for those with less than 10 years in the field lack of support tied with inadequate compensation and benefits as causes to move on. Other highly rated motivators for leaving included lack of work from home (WFH) or remote work options and a high or overly demanding workload.
Reasons to remain at current institutions and positions mirrored those of the motivators to leave, but with reverse emphasis. The top three stay put motivators consistently chosen were support from supervisors and upper management, WFH/remote work options, and adequate compensation and benefits. Interestingly, many respondents also noted that positive relationships with coworkers and feeling valued were strong motivators to remain at their institutions or in their positions.
Comments also provided insight into the ranked motivators. Respondents stated that they felt “undervalued” and “burned out,” with “constant stressors” and “fires to be put out.” As one commenter remarked, “There is a lack of understanding of the demands of this job from upper management.” Many comments pointed to a lack of respect from investigators, toxic workplace environments, and lack of consequences for principal investigators and other researchers who do not follow institutional or sponsor guidelines. Some commenters even revealed that they want to leave due to negative experiences with racism and sexism. Indeed, several people even responded that they only stay because they are so close to retirement and do not want to change careers or start a new position.
Many of the responses can be tied back to the ranked motivating factors; if upper management would better support their research administrators through policy enforcement and focus more on achievable workloads, then many personnel would be more likely to remain. Additionally, many comments echoed previous published literature, which espoused that as long as employee psychological well-being was met, employees would choose to remain. This belief is supported by the many observations from respondents who stated that they stay put at their positions because of positive relationships with their coworkers and because they feel valued as individuals. They consistently want to be treated as individuals and not as seat fillers. As one respondent stated, “When I need time off, I'm able to take it without question or being guilted. When I'm overwhelmed there are a lot of options for how to relieve me.” Another noted, “I love the place where I work, love the people I work with and for, [and I] find research [administration] challenging and stimulating.” These comments reinforce the idea that being surrounded by supportive peers and managers and recognizing that research administrators are persons with distinct psychological and emotional needs can motivate individuals to stay and support their organizations.
Next Month: What retention strategies can research organizations offer to retain talent?
Zink, H., Keim, S., Chollet-Hinton, L., Cernik, C., and Larson, K. (2023). Equal Opportunities in Academic Research Development? Faculty Gender Bias and Stereotypes in Research Administration. Journal of Research Administration, LIV(2).
Authored by Meaghan Ventura, MS, CRA, Senior Sponsored Projects Officer
Abigail Wexner Research Institute, Nationwide Children’s Hospital
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