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Yujia Liu
The use of four-day school weeks (4dsw) in the United States has expanded rapidly over the past two decades. Previous work examines the impact of 4dsw on student outcomes, but little research to date examines the effect on school employees even though schools in some locales have adopted 4dsw to recruit and retain staff. This paper examines the effect of 4dsw adoption in Oregon, a state with widespread 4dsw use, on teacher and other school staff retention by leveraging a staggered roll-out of the schedule using a difference-in-differences design. We find that adopting a four-day week increased turnover among teachers, but that turnover among non-teaching staff was largely unaffected. The findings suggest that policymakers interested in implementing 4dsw for improved school employee retention should exercise caution and be attentive to the full set of incentives offered to staff.
This study uses administrative data from Oregon to estimate the extent to which base salary increases reduce teacher turnover and to investigate whether these effects are heterogeneous by teacher characteristics. Using multiple sets of fixed effects to isolate plausibly exogenous variation in salaries across experience bands within a district, we find that increases in salary are associated with decreases in teacher turnover. In our fully specified model, we estimate that a 1 percent increase in current and future base salary is associated with a 0.15 percentage point decline in turnover. This relationship appears to attenuate for mid-career teachers. While increasing salary reduces turnover among BA and MA degree teachers, these effects are not statistically different from each other. We also find that teachers in special education positions are more responsive to salary increases than those only assigned general education classes. Together, our results indicate the varied impact salaries may have in ameliorating teacher staffing challenges across different teacher characteristics.
Non-teaching staff comprise over half of all school employees and their turnover may be consequential for school operation, culture, and student success, yet we lack evidence documenting their attrition. We use 11 years of administrative data from Oregon to examine mobility and exit among teachers, administrators, paraprofessionals, and other staff. Although teachers dominate staff turnover conversations, they are consistently the most stable employee group. Some school factors, like the proportion of students being disciplined, predict higher turnover rates for all employees, but within-school turnover between staff groups is weakly correlated and some school context variables are differentially associated with the turnover of various employee groups. Results suggest that employee turnover in schools is not a homogenous phenomenon across staffing groups.