INFLUENCE OF CAREER DEVELOPMENT PRACTICES ON EMPLOYEE RETENTION INPUBLIC UNIVERSITIES IN KENYA A CASE OF TECHNICAL UNIVERSITY OF KENYA
Abstract
Career development practices are core function of human resource management which develops the short and long term capacity of employees. Employees are major assets of any organization; they play an active role towards company’s success. Equipping these unique skills through effective training is imperative in order to maximize job performance. Previous studies in Kenyan public universities shows that over the last two decades, public universities have been facing a myriad of problems which have affected their ability to motivate and retain their employees. This study sought to determine the influence of career development on employee retention in public Universities with reference to Technical University. The study was guided by two theories which are linked to the variables in the conceptual framework. The study adopted descriptive research design since the study intended to gather quantitative and qualitative data that describes the influence of career development on employees’ retention in public universities. The target population was 266 employees. Through stratified random a sample of the 113 respondents were selected. The study used both primary and secondary data. Data was collected using self-administered questionnaires. Data analysis was done using Statistical Computer Software (SPSS). Descriptive analysis was used which included weighted means, standard deviation, relative frequencies and percentages. The data was then be coded to enable responses to be grouped in various categories and descriptive statistics was used to summarize the data. This included percentages and frequencies. Tables and other graphical presentations were used to present the data for ease of understanding and analysis. A regression model was employed to establish the extent to which the specific variables under study influenced retention. The findings showed that Training and Development had a significant positive effect on the employee retention levels; while Mentoring had an insignificant positive effect on the employee retention. The study recommended that organizational leaders do all it takes to career development sessions so as to develop in advance the required skills and competencies. This helped employees to develop a sense of loyalty for employers who were willing to invest in them.
Key Words: Training & Development, Mentoring, Employee Retention
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DOI: http://dx.doi.org/10.61426/sjbcm.v4i2.448
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