Human Resource Management Practices and Retention of Employees in Machakos County, Kenya

Abstract

Employees form the critical resources an organization or an institution has for actualizing its mandate. Creating conducive environment for the employees has been associated with improved productivity, as well as reduced turnover of employees. This study found out the role of HRM practices on retention of employees, with a focus on Machakos County. In the study it sought to determine the influence of career advancement practices on employee retention among the workers, evaluate the effects of remuneration practices on employees’ retention, determine the influence of work-life balance practices embraced and determine the influence of work-environment practices on retention of employees in Machakos County. The study looked into four major HRM practice on employee retention that is work life balance, remuneration, career advancement and work-environment practices and their effects on retention of employees. Motivational strategies like better pay and allowances, a work life balance for employees like shift working schedules, career advancement in scholarships, training and development, have been associated with allowing employees to have freedom to be creative and innovative, and being involved in decision-making processes thus feeling part of the organization, owning the organizational processes, and thus being highly likely to remain at their employer. The research design used was descriptive survey research. Data was collected using questionnaires with both open and closed ended questions. The study looked into 464 respondents, from workers within the eleven departments forming the entire Machakos County Government, from where samples of 94 respondents were collected.  The study achieved a 98% of the response rate. The reliability of the data collected was assured as the Cronbach’s alpha was above 0.6, meaning the data was acceptable. The males made the most of the respondents at 56.5% while the majorities were aged 26-35 years (at 51.1%). On remuneration matters, allowances and salaries greatly influenced employee retention with an average mean of above 4.0. Career advancement practices including training and development, available opportunities and study leave, were felt to influence employee retention. The regression results show that the model was considered significant as some of the independent variables influenced the dependent variable (employee retention) as their p-value (significance value) was of 0.002. The four variables contributed to 13.7% of the factors that contributed to employee retention at the county government of Machakos. Recommendations include improving the working environment conditions, offering better remuneration packages, providing work-life balance, and providing career advancement opportunities.