Effects of Top Performing Employees’ Unexpected Voluntary Turnover on Strategy Performance of Airline Organizations in Africa: Case of Kenya Airways
The rising trend of unexpected top-performing employee turnover has become an issue of concern among the Airline organizations in Africa. The aim of the research was to establish how top performers' unexpected voluntary turnover affects strategy success in African airline organizations, with a focus on Kenya Airways. The study adopted a descriptive research methodology. 294 participants were chosen using systematic sampling from 1111 KQ workers from lower, middle and top levels of management. Data collected using questionnaires was analysed using multivariate regression and Pearson correlation tests. The study revealed that the unexpected top employee voluntary turnover leads to a loss of human resources, resulting in a deficit in employee skills that are important and necessary for successful implementation of organization's strategies. The study concluded that effective organization strategy execution requires experienced personnel who are familiar with the organization's vision, strategies, and working atmosphere, as well as the expertise and experience to perform when called upon. The study recommended that Kenya Airways should commit to employee career development and pursue ways to better compensate top performers in order to prevent unexpected voluntary turnover. Further, professional advancement and proper staff compensation, according to the findings of this study, would bring about a domino influence, increasing employee work satisfaction, that will lead to better strategy performance and job performance.
Keywords: Strategy performance, employee turnover, voluntary employee turnover, Kenya Airways.