Motivations and Barriers for Seasonal Camp Employment
Each year, many summer camps deal with the challenges related to retaining quality seasonal staff. Retaining seasonal staff from year to year requires knowing what motivates staff to return and understanding the factors that drive voluntary turnover. While research on employee retention and turnover...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Clemson University Press
2020-03-01
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| Series: | Journal of Youth Development |
| Subjects: | |
| Online Access: | http://jyd.pitt.edu/ojs/jyd/article/view/822 |
| _version_ | 1797331609115951104 |
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| author | Dan Richmond Jim Sibthorp M. Deborah Bialeschki |
| author_facet | Dan Richmond Jim Sibthorp M. Deborah Bialeschki |
| author_sort | Dan Richmond |
| collection | DOAJ |
| description | Each year, many summer camps deal with the challenges related to retaining quality seasonal staff. Retaining seasonal staff from year to year requires knowing what motivates staff to return and understanding the factors that drive voluntary turnover. While research on employee retention and turnover is abundant in management literature, few studies have focused on seasonal summer camp staff. This study used a mixed-methods design and involved a national sample of 997 returning camp staff from a variety of camp types. Respondents completed an online survey that included a 40-item questionnaire measuring staff motivations to return to camp and a series of open-ended questions on drivers of retention and turnover. Exploratory factor analysis and confirmatory factor analysis revealed 7 latent constructs that drive motivation. Within the whole sample, Job Impact had the highest subscale mean score followed by Camp Embeddedness, Value Alignment, Staff Development, Management, Job Fit, and Compensation. Analysis of open-ended responses confirmed that Job Impact and Camp Embeddedness were the primary motivations for seasonal camp staff to return and that Compensation, Poor Job Fit, and Other Opportunities were likely drivers of turnover. This study helps paint a picture of the key factors that bring back seasonal staff and the factors, both controllable and uncontrollable, that lead camp staff to pursue other opportunities. Findings may be especially useful to professionals in the camping industry interested in seeking out potential camp staff and retaining staff year over year. |
| first_indexed | 2024-03-08T07:36:58Z |
| format | Article |
| id | doaj.art-3e8093e622b54d5d89acbca77d039089 |
| institution | Directory Open Access Journal |
| issn | 2325-4017 |
| language | English |
| last_indexed | 2024-03-08T07:36:58Z |
| publishDate | 2020-03-01 |
| publisher | Clemson University Press |
| record_format | Article |
| series | Journal of Youth Development |
| spelling | doaj.art-3e8093e622b54d5d89acbca77d0390892024-02-02T18:26:49ZengClemson University PressJournal of Youth Development2325-40172020-03-0115118020310.5195/jyd.2020.822623Motivations and Barriers for Seasonal Camp EmploymentDan Richmond0Jim Sibthorp1M. Deborah Bialeschki2University of UtahUniversity of UtahAmerican Camp AssociationEach year, many summer camps deal with the challenges related to retaining quality seasonal staff. Retaining seasonal staff from year to year requires knowing what motivates staff to return and understanding the factors that drive voluntary turnover. While research on employee retention and turnover is abundant in management literature, few studies have focused on seasonal summer camp staff. This study used a mixed-methods design and involved a national sample of 997 returning camp staff from a variety of camp types. Respondents completed an online survey that included a 40-item questionnaire measuring staff motivations to return to camp and a series of open-ended questions on drivers of retention and turnover. Exploratory factor analysis and confirmatory factor analysis revealed 7 latent constructs that drive motivation. Within the whole sample, Job Impact had the highest subscale mean score followed by Camp Embeddedness, Value Alignment, Staff Development, Management, Job Fit, and Compensation. Analysis of open-ended responses confirmed that Job Impact and Camp Embeddedness were the primary motivations for seasonal camp staff to return and that Compensation, Poor Job Fit, and Other Opportunities were likely drivers of turnover. This study helps paint a picture of the key factors that bring back seasonal staff and the factors, both controllable and uncontrollable, that lead camp staff to pursue other opportunities. Findings may be especially useful to professionals in the camping industry interested in seeking out potential camp staff and retaining staff year over year.http://jyd.pitt.edu/ojs/jyd/article/view/822summer campstaff retentionemployee motivationstaff development |
| spellingShingle | Dan Richmond Jim Sibthorp M. Deborah Bialeschki Motivations and Barriers for Seasonal Camp Employment Journal of Youth Development summer camp staff retention employee motivation staff development |
| title | Motivations and Barriers for Seasonal Camp Employment |
| title_full | Motivations and Barriers for Seasonal Camp Employment |
| title_fullStr | Motivations and Barriers for Seasonal Camp Employment |
| title_full_unstemmed | Motivations and Barriers for Seasonal Camp Employment |
| title_short | Motivations and Barriers for Seasonal Camp Employment |
| title_sort | motivations and barriers for seasonal camp employment |
| topic | summer camp staff retention employee motivation staff development |
| url | http://jyd.pitt.edu/ojs/jyd/article/view/822 |
| work_keys_str_mv | AT danrichmond motivationsandbarriersforseasonalcampemployment AT jimsibthorp motivationsandbarriersforseasonalcampemployment AT mdeborahbialeschki motivationsandbarriersforseasonalcampemployment |