Examining intentions to leave among employees in public organizations: a case study of Uganda Revenue Authority

Abstract

The purpose of this study was to examine the factors influencing employees’ intentions to leave public organizations, with the Uganda Revenue Authority (URA) as a case study. The study was guided by four objectives: to assess the level of employees’ intentions to leave, to evaluate the effectiveness of URA’s employee retention strategies, to identify the key factors influencing employees’ intentions to leave, and to propose recommendations for improving retention. A descriptive and cross-sectional research design with a quantitative approach was adopted. The study targeted URA staff within the Kampala Metropolitan Area, and data were collected from 206 respondents out of an intended 300, yielding a 68.7% response rate. The results revealed that the majority of respondents (60.1%) either disagreed or strongly disagreed with statements suggesting they were thinking about leaving URA, indicating generally low turnover intention among employees. Most respondents expressed satisfaction with job security, collegial relations, and organizational reputation, although moderate concerns remained regarding compensation competitiveness, career growth opportunities, and recognition. The findings also showed that while URA has implemented several retention strategies—such as training, staff welfare programs, and performance rewards—their perceived effectiveness was moderate, with employees citing limited communication, slow promotions, and bureaucratic procedures as persistent challenges. Overall, the study concluded that employee turnover intention at URA is relatively low, sustained largely by job security and institutional stability. However, intrinsic job satisfaction, professional growth, and recognition remain key drivers of long-term commitment. The study recommends that URA should strengthen career progression frameworks, enhance recognition systems, improve supervisory support, and maintain an open communication culture to further consolidate employee retention. Future research should explore comparative turnover dynamics across other public sector institutions.

Keywords: Employees, Public organizations, Uganda Revenue Authority