Journal of Educational Policy and Entrepreneurial Research (JEPER). ISSN: 2408-6231 Vol.1, N0.4, December 2014. Pp 140-151 140 http://www.iiste.org/Journals/index.php/JEPER Prof. Tichaona Mapolisa Synergistic Measures to Mitigate Staff Retention Challenges in Selected Zimbabwe’s Public and Private Universities: Returnee Lecturers’ Perspective Prof. Tichaona Mapolisa Department of Educational Studies, Faculty of Arts and Education, Zimbabwe Open University tichmap@gmail.com Abstract The investigation analysed synergistic measures to mitigate staff retention challenges in Zimbabwe’s two public and two private universities from the perspective of seven criterion sampled Returnee Lecturers. The study’s instrument was an open-ended interview. Interview transcripts were analysed using NVivo data analysis software. The major finding was that the Human Resources Units can exit interview intelligence to retain staff . The other finding was that staff can be actively involved in retaining themselves. The study concluded that involvement of staff themselves in staff retention is among synergistic measures to mitigate staff retention challenges. One other conclusion of the study was that forging partnerships with other universities and organisations is a gateway to enhancement of staff retention in public and private universities. The study recommended that public and private universities need to seriously consider the concerns that quitting lecturers write on the staff exit interview questionnaire as a basis for improving their measures to mitigate staff retention challenges. Future investigations regarding measures to mitigate staff retention challenges need to cover all public and private universities in Zimbabwe and combine quantitative and qualitative research methodologies. Keywords: Staff Retention Challenges, Staff Retention, Staff Retention Challenges, Returnee Lecturers, Public University, Private University Introduction This paper is a sixth excerpt from the researcher’s thesis (in press) entitled, ‘A Comparative Case Study of Zimbabwe’s Public and Private Universities’ Staff Retention Strategies’ submitted for examination to the Zimbabwe Open University late in 2014. Many an organisation grapple with measures to mitigate staff retention challenges. There is a further perception that since the beginning of the second millennium (current era), staff retention strategies of diverse nature are obtaining in the universities around the globe (Seehra, 2013). Such developments have been motivated by the challenges developing countries’ universities face, many of which relate to the changes that are taking place on the higher education market the world over, and to which institutions have to adjust (Mhlanga, 2008). For example, research studies reveal that universities are expected to employ strategies that help them retain their best staff in the wake of growing competition among the world’s universities (Blair and Jordan , 1994; Oginni, Ogunlusi and Fayesiku, 2013; Shin, 2002). Monetary staff retention strategies are assumed to be beneficial in the short term, while non-monetary ones are perceived to be more long lasting than the former (Osasona, 2005). Therefore, more resources are likely to be employed to arrest staff loss through brain drain. Lecturers were leaving their jobs because of low pay, lack of research and staff development facilities to name a few (Adi, 2012; Mushonga, 2005). It is not surprising that universities are expected to play a major role in employing staff retention strategies that make them an employer of choice.