Employee Job Promotion Practices and Employee Retention among Non-Governmental Organizations in Kenya
DOI:
https://doi.org/10.53819/81018102t5312Abstract
Employee retention is a vital issue for all organizations, as it affects their performance and growth. However, retaining a skilled and talented workforce is not easy, especially in the context of global competition and labour mobility. The study examined the relationship between employee job promotion practices and employee retention in non-governmental organizations in Kenya. An explanatory research design was used in the study. The research was conducted in Nairobi County. The target population was selected from the NGOs registered in Nairobi, which amounts to 1,191 organizations. The study's respondents were the top managers of each of these NGOs. A sample size of 20% was chosen, which equated to 238 individuals out of the total target population of 1,191. The study used simple random sampling technique to select one top manager from each of the 238 sampled NGOs. IBM SPSS version 24 was used to carry out the analysis of data. The correlation results revealed a positive and statistically significant association between employee job promotion practices and employee retention (r=0.567, p=0.000). The regression results revealed that employee job promotion practices is related to employee retention in non-governmental organizations in Kenya (=0.514, p=0.000). The R square was 0.322 (32.2%). This implied that employee job promotion practices could account for 32.2% of the variations in employee retention in Kenyan non-governmental organizations. The study concludes that employee job promotion practices such as vertical, horizontal, and dry promotion are essential for organizational growth and employee satisfaction. The study recommends a consistent approach to job promotions to improve employee retention in non-governmental organizations (NGOs) in Kenya. A balanced mix of vertical, horizontal, and dry promotions, customized to individual and organizational needs, is necessary. Vertical promotions, being the most desired for their career advancement potential, should be supplemented by horizontal promotions that offer valuable cross-functional experience and skill diversification. Dry promotions, while less attractive, can be used wisely to acknowledge potential and responsibilities when budget constraints limit financial rewards.
Keywords: Employee job promotion practices, Employee Retention, Non-Governmental Organization, Kenya
References
Ahmad, H., & Halim, H. (2017). Determining sample size for research activities. Selangor Business Review 5(2), 20-34.
Armstrong, M. (2019). Handbook of performance management: an evidence-based guide to delivering high performance. (5th ed.). Londond: Kogan Page
Armstrong, M. (2020). Human resource management practice. (14th Ed.). New York: Kogan Page
Cavico, F.J.& Mujtaba, B.G. (2020). An assessment of businesses school in student retention accreditation and faculty scholarship challenges. Contemporary Issues in Education Research 3 (1) 107-118. https://doi.org/10.19030/cier.v3i1.167
Freiman, J. A., Chalmers, T. C., Smith, H. A., & Kuebler, R. R. (2019). The importance of beta, the type II error, and sample size in the design and interpretation of the randomized controlled trial: survey of two sets of “negative” trials. In Medical uses of statistics (pp. 357-389). CRC Press.
Gathungu, E.W.M., Ivravo, M.A., & Namusonge, G.S (2015). Effect of promotion on the organization commitment of the banking sector employees in Kenya. Journal of Humanities and Social Science, 20 (10), 36-45
Hay Group. (2013). Preparing for take-off: global research into employee retention. Available https://antrium-haygroup.com.downloads.
Hendra, R., & Hill, A. (2019). Rethinking response rates: new evidence of little relationship between survey response rates and nonresponse bias. Evaluation review, 43(5), 307-330.
Johnson, L., Nguyen, T., & Patel, R. (2020). The impact of promotion practices on employee turnover in a humanitarian NGO. Journal of Nonprofit Management, 24(3), 187-203.
Koh, S. Y., Teh, B. H., San, O. T., & Abdullah, A. (2021). The Impacts of Physical, Psychological, and Environmental Factors on Employees Job Satisfaction among Public Accounting Professionals in Malaysia. IMC 2021 Proceedings, 1(1).
Kosteas, V.D (2009). Level changes and wage growth. International Journal of Manpower, 30 (3) 269-284.
Kumar, S. (2020a). The impact of employee benefits as retention strategy in a concept dining restaurant chain in India. Unpublished master’s in arts in Human Resource Management.
Lee, S., & Wilkins, P. (2021). Talent development strategies and employee retention in the non-profit sector. Human Resource Development Quarterly, 32(2), 159-178.
Lentawa, J., Gesimba, P., & Gichuhi, D. (2021). The effect of a company's innovation orientation culture on employee turnover among selected non-governmental organizations in Samburu, Kenya. International Journal of Research in Business and Social Science (2147-4478), 10(7), 150-155. https://doi.org/10.20525/ijrbs.v10i7.1388
Maritim, E. (2020). The perceived influence of reward management practices in the retention of generation Y employees at G4S Kenya Limited. Nairobi, Kenya.
Munro, Z. (2021). Work-life balance, job satisfaction and turnover intention amongst information technology employees. Retrieved 17 June 2018, from http://uir.unisa.ac.za/handle/10500/20234
Mwema, N. W. (2022). Reward Management as A Precursor of Employee Retention in Christian Faith-Based Health Institutions in Kenya: Moderating Role Transformation Leadership. Human Resource and Leadership, 2(1), 25-37.
Ndinya, M. K., Nzulwa, J., Kwena, R. (2017). Factors Affecting Employee Retention in Non-Governmental Organizations in Nairobi County, Kenya. Strategic Journal of Business & Change Management, 4(2). https://doi.org/10.61426/sjbcm.v4i2.444
Neem, N. (2013) Impact of organizational culture and promotion policies in employee job satisfaction: The case of Pakistan. Journal of Business and Finance, 1 (2), 63-68.
Ng'ethe, M., Iravo, M &Namusonge, G.S. (2012). Determinants of academic staff retention in public institutions in Kenya empirical review. International Journal of Humanities and Social Science, 2 (3) 205-212.
Ngo, H., & Poon, S. (2018). Promoting fairness and trust: The role of HR practices in NGOs. Nonprofit and Voluntary Sector Quarterly, 47(5), 1063-1080.
Njagi, L. (2020). The impact of effective leadership on employee motivation and job satisfaction among workers in Kenya organizations. International Journal of Business and Management, 16(3), 54-65.
Njoroge, S.N., Nzulwa,J., & Kwena,R. (2016) Determinants of employee turnover in Non-Gorevnmental organizationsin Kenya: A case of John Hopkins. Strategic Journal of Business and Change Management. 4(2) 197-217. https://doi.org/10.61426/sjbcm.v4i2.431
Onyango, E.A (2013). Rewards and employee retention in Non-Government Conservations organizations in Nairobi, Kenya. (Master’s Thesis) KCA University.
Sinitsyn, M. (2020). Evaluating horizontal mergers in the presence of price promotions. Quantitative Marketing and Economics, 18(1), 39-60.
Smith, J. (2019). Employee engagement survey reveals importance of promotion pathways in NGOs. The Non-Profit Times. https://www.thenonprofittimes.com/hr/employee-engagement-survey-reveals-importance-of-promotion-pathways-in-ngos/
Soe, K. K. N. (2022). Effect of Motivation on Employee's Retention of Non-Governmental Organizations in Health-Related Sector (Doctoral dissertation, MERAL Portal).
Solnet, D., Karlj, A. & Kandampully, J. (2020). Generation Y employees: an examination of work attitude differences. Journal of Applied Management and Entrepreneurship 17 (3) 36-54.
Tuwei, J.G, Matelung, K.N., Boit, S.R. & Tallam, K.Z (2013). Promotion opportunity on employee career change decision. The case of a selected learning institute in Kenya. International Journal of Business and Management, 8 (18) 53-62. https://doi.org/10.5539/ijbm.v8n18p53
USAID. (2020) NGO sustainability index for sub-Saharan Africa. Retrieved 31 august2018fromhttps://www/usaid.gob/sites/default/files/documents/1860/2020_Africa.pdf.
Wachira, J.W. (2018). Factors influencing employee retention at International Institutes: A case of the International Livestock Research Institute. (Doctoral dissertation). United Sates International University- Africa. Nairobi, Kenya
Zubair, A., Bashir, M., Abrar, M., Baig, S. A., & Hassan, S. Y. (2021). Employee’s participation in decision making and manager’s encouragement of creativity: The mediating role of climate for creativity and change. Journal of Service Science and Management, 8(03), 306. https://doi.org/10.4236/jssm.2015.83033
