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In Search of Greener Pastures

In Search of Greener Pastures. Causes of Protestant Church Pastoral Turnover and the Implications for a Retention Environment: a brief report Holly Ho September 2007. The Phenomenon.

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In Search of Greener Pastures

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  1. In Search of Greener Pastures Causes of Protestant Church Pastoral Turnover and the Implications for a Retention Environment: a brief report Holly HoSeptember 2007

  2. The Phenomenon • Despite loyalty, sacrifice and perseverance being the core values, instead of the pursuit of monetary rewards and self interests, pastoral turnover in HK has been surprisingly high – at least no different from that of the overall labour market turnover: • Pastoral staff: 46.40% (2000-2004), 46.60% (1995-1999) • Overall labour market: <45.40% (2000-2004) Owing to the general lack of such data and their incompatibility, figures shown were consolidated and compared using data from Census & Statistics Department of HKSARG, HK Institute of Human Resources Management, and a renowned human resources consulting firm.

  3. Research Objectives To find out for the Church: • Causes of pastoral turnover, and • Cures for pastoral turnover (i.e. retention factors –how the Church can help pastoral staff stay)

  4. Method • Survey conducted between mid-December 2006 to mid-February 2007 with 2 sample groups: • Pastors in service103 valid questionnaires returnedrepresenting 3.1% of the estimated population (~3,300) • Seminarians111 valid questionnaires returnedcovering at least 5 theological schools

  5. Survey – Content Coverage • Section 1 – demographics • Section 2 & 3 – items based on the following categories, consolidated from major authors & theories: • Work Itself • Growth & Development • Feedback & Recognition • Trust & Relationship • Organisational Characteristics • Work/Life Balance • Feelings & Emotions • Hygiene (e.g. compensation & benefits) • A special calling (only applicable in Seminarian’s questionnaire)

  6. Survey – Structure * Sections 2 & 3 were based on the 8 categories aforementioned

  7. Results – Pastoral Staff Turnover intention/action:

  8. Results – Pastoral Staff Importance of factors affecting the intention/action of quitting: Rated on a 6-point scale: 6 = extremely important; 1 = unimportant at all

  9. Results – Pastoral Staff Importance of factors affecting the intention of staying: Rated on a 6-point scale: 6 = extremely important; 1 = unimportant at all

  10. Results – Seminarians Importance of attraction factors against perceived reality: Rated on a 6-point scale: 6 = extremely important; 1 = unimportant at all # not applicable (question only included in Section 2 – attraction factors) * Statistically significant differences observed between attraction (desire) & perceived reality

  11. Causes & Cures for Turnover • Trust & Relationship • Top rated category as the cause of pastoral turnover intention/action, factor for staying, and attraction factor for seminarians (i.e.to-be-pastors) • Also where the biggest difference between desire & reality (seminarian’s sample) was observed • Personnel issues or politics • Top rated item among 34 items as the cause of turnover intention/action • Categorised under organisational characteristics

  12. Causes & Cures for Turnover • People issues • The consistent high importance ratings of Trust & Relationship and Personnel issues or politics converged to people issues • The trust between pastoral staff and their supervisor pastor(s), and the trust between pastoral staff and lay leaders were under the spotlight, urging for reviewing and improving: • The partnership between pastoral staff and lay leaders – which could be not only a work stressor, but a driver of turnover in western studies • The management and supervision of pastoral staff

  13. Causes & Cures for Turnover • Non-work factors & Hygiene • Both at the bottom of the list – aligned with “Christian values” of perseverance, not pursuing materialistic reward, etc

  14. Results – on Tenure Seminarians’ opinion on how long a pastoral staff should stay with a church as a minimum: In other words…

  15. Results – on Tenure However, the reality according to pastoral staff in service:

  16. The Pastoral Tenure • Tenures in reality were much shorter than expected/desired • 75.2% expected it to be at least 5 years • However, no tenure medians reached 5 years(current pastorate: 3.5, last: 3.5, longest: 4.71)

  17. The Disengagement Process • While the shortest tenure median was 2 years and longest 4.71, these periods had already included a disengagement process that had started long before the action of quitting • The disengagement process was probably much lengthened in the pastorate • Because of the conviction of a calling (which was rated second most important in the seminarian sample), feeling of obligation, and a premeditated commitment • In fact, “resigning too late” was one or the common regrets quitters reported • Therefore the turnover phenomenon might have been more serious than the figures apparently presented

  18. Limitations of the Current Study • General lack of databases in HK for the past decade • Limited relevant research in HK • Sensitivity of the topic, and small size of the circle • Resistance of some respondents towards secular diction like work instead of ministry or service • Resources of the researcher who was a full-time worker

  19. Recommendations • Note that quitting intention/action remains high • Disengagement can take a long time, so it is important to focus on continuously engaging the pastoral staff • Pursue to become the Church of Choice • Trust & relationship and a good personnel environment are unambiguously among top attraction and retention factors – lay leaders have an important role to play in many aspects • Pastoral staffing policies and practices should be reviewed to ensure that they demonstrate justice and encourage professional growth and personal development

  20. Recommendations • Confront people issues • Building a positive mindset for organisational politics which is a fact of life • Training and mentorship on negotiation and influencing skills for both pastoral staff and lay leaders • Consider intangible strategic options • Short-term: work-life benefits, new hire engagement, retention-focused onboarding & orientation • Long-term: work climate/culture, supervisor behaviour

  21. Recommendations • Be prepared for the new face of the upcoming generation of pastoral staff • New pastoral staff will come into the field with generally more secular work experience; the positive side being the benefits it can bring to the ministry and to the church • The new blood will be mainly Generation-Xers in contrast to Baby Boomers, brought up in the backdrop of an entirely different employment and career thinking

  22. Acknowledgments Prof Chris Smith, for his supervision; Rev Dr Joseph Kok, Rev Au Pak Ping, Ms Elaine OL Cheung, Prof Harry C Hui, Prof Lau Chung-Ming, Mr Gideon Yung, and Mr Robert Chen, for their assurance, support, encouragement and practical help; Ms Silver Chan and Mrs Carmen Siu for their insights and challenges; All survey respondents for their input and belief in the meaningfulness of this study; Our Heavenly Father who provides me with these angels I do not deserve. Holly Ho, AMDG

  23. Thank You! Please let me know if you want to read the full text of this MBA dissertation.

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