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In Search of Greener Pastures

Causes of Protestant Church Pastoral Turnover

and the Implications for a Retention Environment:a brief report

Holly HoSeptember 2007

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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.

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Research ObjectivesTo 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)

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Method Survey conducted between mid-December

2006 to mid-February 2007 with 2 sample groups: Pastors in service

103 valid questionnaires returnedrepresenting 3.1% of the estimated population (~3,300)

Seminarians111 valid questionnaires returnedcovering at least 5 theological schools

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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)

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Survey – StructureQuestionnai

re Pastoral Staff version Seminarian version

Section 1

Demographics,plus pastoral tenures, and intention/action of quitting

(17 questions)

Demographics,plus history of church

affiliation, expected minimum tenure

(11 questions)

Section 2*

Ratings of the importance of different factors

affecting the intention/action to quit

(34 questions)

Ratings of the importance of different factors when

considering whether to join a particular church for ministry

(33 questions)

Section 3*

Ratings of the importance of different factors

making the respondent stay in the current

position (34 questions)

Perceived reality – ratings to show whether those factors were provided in the church

with which the respondent was most familiar(31 questions)* Sections 2 & 3 were based on the 8 categories aforementioned

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Results – Pastoral Staff

Considered quitting a pastorate in the past 12 months 31.31%

Actually quitted a pastorate in the past 12 months 20.99%

Considering quitting a pastorate in the next 12 months 9.28%

Turnover intention/action:

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Results – Pastoral Staff

　 MeanTrust & Relationship 4.560Organisational Characteristics 4.383Growth & Development 4.254Feelings & Emotions 4.129Work Itself 4.064Work/Life Balance 4.024Feedback & Recognition 3.946Non-work 3.767Hygiene 2.917

Rated on a 6-point scale: 6 = extremely important; 1 = unimportant at all

Importance of factors affecting the intention/action of quitting:

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Results – Pastoral Staff

　 MeanTrust & Relationship 5.014Organisational Characteristics 4.628Growth & Development 4.521Work/Life Balance 4.403Work Itself 4.401Feelings & Emotions 4.400Feedback & Recognition 4.278Hygiene 3.578Non-work 3.171

Rated on a 6-point scale: 6 = extremely important; 1 = unimportant at all

Importance of factors affecting the intention of staying:

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Results – Seminarians

　 Attraction

Perceived Reality Difference

Trust & Relationship* 5.200 4.084 1.116A Special Calling 4.960 # #Organisational Characteristics* 4.551 3.985 0.566Work/Life Balance* 4.440 3.938 0.502Feelings & Emotions* 4.367 3.944 0.423Growth & Development* 4.366 3.884 0.481Work Itself 4.257 4.124 0.133Feedback & Recognition* 4.181 3.978 0.202Hygiene* 3.650 4.443 -0.793

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

Importance of attraction factors against perceived reality:

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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

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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

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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

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Results – on TenureSeminarians’ opinion on how long a pastoral staff should stay with a church as a minimum:

0-2 years 0.0%3-4 years 24.8%5-6 years 37.6%7-8 years 10.1%9-10 years 11.0%

More than 10 years 16.5%

At least 3 years 100.0%At least 5 years 75.2%At least 7 years 37.6%At least 9 years 27.5%

In other words…

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Results – on TenureHowever, the reality according to pastoral staff in service:

Pastoral Tenure (Years)

Median Mean Minimum Maximu

mCurrent pastorate 3.5 5.76 0.25 27Last pastorate 3.5 4.65 1 15Longest tenure completed 4.71 4.95 1 15

Shortest tenure completed 2 3.03 0 15

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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)

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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

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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

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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

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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

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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

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AcknowledgmentsProf 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

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Thank You!

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