Employee turnover is one of the most costly human resource challenges confronting both public and private organization. Employee turnover affects growth, profitability and customer satisfaction. Employee turnover is caused by various reasons and one of it been the culture of an organization. In this study, innovation and stability was the independent variable while employee turnover was the dependent variable.

The population of the study was 493 employees of Technical University of Mombasa. A sample size of 148 individuals was picked which is 30% of the total population. The sample size was selected using stratified random sampling technique. Data collected was analyzed with the aid of statistical package for social scientist (SPSS Version 20). Descriptive statistic such as standard deviations was used and the inferential statistics used included Pearson correlation, ANOVA and multiple regression analysis. Multiple regression analysis was used to establish the relationship between the research variables.

The result revealed that innovation orientation and stability orientation had significant and positive effects on employee turnover. The study recommended that, to minimize employee turnover at Technical University of Mombasa, the TUM Management should come up with measures on how to incorporate innovation and stability orientation in their retention strategy.

Key Words -Organizational Culture, Innovation Orientation. Stability Orientation, Employee Turnover    

Full Text:



Abbasi, S. M., & Hollman, K. (2000) Turnover: The Real Bottom Line. Public Personnel Management.

Addo, E. (2012).Organizational Culture and its effect on productivity. Unpublished Master’s Thesis, Kwame Nkrumah University of Science and Technology.

Aldhuwaihi, A. (2013). The influence of organizational culture on job satisfaction, organizational commitment and turnover intention: a study on the banking sector in the kingdom of Saudi Arabia. (Research, Doctor of Business Administration). Victoria University, Melbourne, Australia. Retrieved from http://vuir.vu.edu.au/22019/1/abdullah%20aldhuwaihi.

Armstrong, M. (2009). Armstrong's handbook of human resource management

Atuahene-Gima, K., & Ko, A. (2001) An Empirical Investigation of the Effect of Market Orientation and Entrepreneurship Orientation Alignment on Product Innovation. Organization Science.

Burchell, N., & Kolb, D. (2007). Stability and change for sustainability. Business Review.

Bohlander, G. W., & Snell, S. (2008). Human resource management. Mason, Ohio :

Chandran, E. (2004). Research methods: A quantitative approach with illustrations from Christian ministries. Nairobi, Kenya: Daystar University.

Chang, S.-C., & Lee, M.-S. (2007). A study on relationship among leadership, organizational culture, the operation of learning organization and employees' job satisfaction. The Learning Organization. International Journal of Business and Social Science

Chandler, G.N, Keller .C, & Lyon D.W (2000).Unravelling the determinants and consequences of innovation supportive organizational culture. Entrepreneurship theory and practice.

Chen, C.-J., & Huang, J.-W. (2007). How organizational climate and structure affect knowledge management: The social interaction perspective. International Journal of Information Management.

Chow, C. W., Harrison, G. L., McKinnon, J. L., & Wu, A. (2001). Organizational culture: association with affective commitment, job satisfaction, propensity to remain and information sharingin a Chinese cultural context’. Centre for International Business Education and Research (CIBER). Working paper, Faculty of Business & Economics, San Diego State University.

Deery, M. A., & Shaw, R. N. (1999). An Investigation of the Relationship between Employee Turnover and Organizational Culture. Journal of Hospitality and Tourism.

Derek, R. (2006).Turnover intentions. The mediation effects of Job satisfaction, effective Commitment and Continuance commitment. Unpublished Master’s Thesis, University of Walkato.

Frank, F. D.,Finnegan, R. P., & Taylor, C. R. (2004). The Race for Talent: Retaining and Engaging Workers in the 21st Century. Human Resource Planning.

Kothari, C. R. (2010). Research methodology: Methods & techniques. New Delhi: New Age International Ltd.

Kuria, S., Alice, O. (2012) Assessment of Causes of Labour Turnover in Three and Five Star Rated Hotels in Kenya. International Journal of Business and Social Science, Vol 3.

Lambert, E. G., Hogan, N.L., & Barton, S. M. (2001). The impact of job satisfaction on turnover intent: a test of a structural measurement model using a national sample of workers. The Social Science Journal.

Marr, B. and Schiuma, G. (2001) ‘Measuring and managing intellectual capital and knowledge assets in new economy organizations’, in Bourne, M. (Ed.): Performance Measurement Handbook, GEE Publishing Ltd.

Mathias,L.R, Jackson HJ (2004). Human resource management (10th ed.). London Thomson South – West Cengage.

Mugenda, O. M., & Mugenda, A. G. (2003). Research methods: Quantitative and qualitative approaches. Nairobi, Kenya: African Centre for Technology Studies.

Mullins, L. J., & Christy, G. (2005). Management and organizational behaviour. Harlow : Pearson education.

Ngugi, A.Wanjiku & Nickson, L.Agusioma (2014).Effects of Organizational Culture on Employee Performance in Non-Governmental Organization. International Journal of Scientific& Research Publications Volume 4.

Obiero, (2012). Factors influencing high staff turnover in Commercial Bank in Kenya, Unpublished Masters of Arts in University of Nairobi.

Ogbonna, E., & Harris, L. (2000). Leadership style, organizational culture and performance: empirical evidence from UK companies. The International Journal of Human Resource Management.

Punch, K. (2000). Developing effective research proposals. London: SAGE.

Robbins, S. P., Judge, T. A., & Campbell, T. T. (2014). Organizational behaviour. Harlow, England: Financial Times Prentice Hall.

Nganga, R. (2015).Assessment of employee turnover on organizational efficiency, A case study of International Livestock Research Institute ILRL.United State international University Africa. Unpublished Masters Research.

Schein, E. H. (2010). Organizational culture and leadership. San Francisco: Jossey-Bass.

Schaufeli, W.B. and Bakker, A.B. (2004) ‘Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study’, Journal of Organizational Behavior, Vol 25.

Sekaran, U. & Bougie, R. (2010). Research methods for business: A skill building approach (5th ed.). Chichester: John Willey & Sons Ltd

Truss, C. (2012) ‘Spinning Plates and Juggling Hats: Employee Engagement in an Era of Austerity’. Wimbledon: CIPD.

Wang, S., Guidice, R. M., Tansky, J. W., & Wang, Z.-M. (2010). When R&D spending is not enough: The critical role of culture when you really want to innovate. Journal of Human Resource Management.


  • There are currently no refbacks.