DRIVERS OF JOB SATISFACTION AND TURNOVER INTENTION AMONG ACADEMICS: INSIGHTS FROM LIBYAN PUBLIC UNIVERSITIES

Abstract

High turnover rates among academic staff pose a serious challenge to the stability and performance of higher education institutions, particularly in developing nations such as Libya. This study explores the core factors that influence job satisfaction and turnover intention among academicians in Libyan public universities. Specifically, it examines how compensation, opportunities for career development, and organisational commitment contribute to job satisfaction and, in turn, affect the likelihood of faculty members leaving their institutions. Additionally, the study assesses job satisfaction as a mediating factor and investigates the moderating role of perceived organisational support in the relationship between job satisfaction and turnover intention. Anchored in the Two-Factor Theory, the Three-Component Model of Organisational Commitment, and Employee Turnover Theory, this research adopts a quantitative approach using structured questionnaires distributed to academic staff across multiple public universities in Libya. The study seeks to fill a critical gap in the literature concerning employee retention in the Libyan higher education sector by analysing how both institutional and individual factors shape faculty members’ work experiences and decisions to stay or leave. Preliminary findings from the literature suggest that dissatisfaction with pay, limited advancement opportunities, and weak organisational commitment significantly heighten turnover intention. Conversely, higher job satisfaction serves as a protective factor, reducing the risk of turnover despite institutional challenges. Furthermore, perceived organisational support, defined as faculty perceptions of institutional care and recognition, is hypothesised to weaken the negative effects of low job satisfaction on turnover intention. Given the ongoing political and infrastructural difficulties facing Libya, the findings are expected to offer practical recommendations for university leaders and policymakers. These include strategies to enhance compensation, invest in professional growth, and strengthen organisational support, all of which are crucial for retaining talented academic staff and ensuring institutional sustainability.