FLEXIBLE WORKING SCHEDULES AND EMPLOYEE RETENTION OF COMMERCIAL BANKS IN KENYA
Abstract
This study reviewed the conceptual, theoretical and empirical literature on the relationship between flexible working strategies and employee retention in commercial banks in Kenya. The study was guided by Herzberg’s two factory theory. This research adopted the desk review of empirical and theoretical literature. The study concluded that flexible working arrangements was one of the main measures of hybrid working strategies. The study also concluded that flexible working arrangements, when effectively implemented, contributed to higher levels of job satisfaction among employees. Moreover, this research recommended that banks should continuously refine and adapt flexible working strategies based on employee feedback. Policymakers should also ensure that flexible working policies are clearly defined, transparent, and supportive of employee needs. The study also advocated that the management of banks should also regularly assess the effectiveness of flexible working strategies and their impact on employee retention.
Key Words: Flexible Working Strategies, Employee Retention, Job Sharing, Flex Time
CITATION: Abdi, F., & Wanyoike, R. (2023). Flexible working schedules and employee retention of commercial banks in Kenya. The Strategic Journal of Business & Change Management, 10 (4), 1463 – 1471. http://dx.doi.org/10.61426/sjbcm.v10i4.2831
Full Text:
PDFReferences
Ali, B. J., & Anwar, G. (2021). An empirical study of employees’ motivation and its influence job satisfaction. Ali, BJ, & Anwar, G.(2021). An Empirical Study of Employees’ Motivation and its Influence Job Satisfaction. International Journal of Engineering, Business and Management, 5(2), 21-30.
Aramburu, I. A., & Pescador, I. G. (2019). The effects of corporate social responsibility on customer loyalty: The mediating effect of reputation in cooperative banks versus commercial banks in the Basque country. Journal of business ethics, 154, 701-719.
Baughn, R. L. (2023). The Influence of Job Satisfaction Components on Turnover Intention in Commercial Banking (Doctoral dissertation, Saint Leo University).
Bevins, D. T. (2018). Herzberg's two factor theory of motivation: A generational study.
Bharadwaj, S., Khan, N. A., & Yameen, M. (2022). Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis. Asia-Pacific Journal of Business Administration, 14(3), 309-334.
Bhatt, N., Chitranshi, J., & Mehta, M. (2022). Testing Herzberg's two factor theory on millennials. Cardiometry, (22), 231-236.
Dilmaghani, M. (2021). There is a time and a place for work: comparative evaluation of flexible work arrangements in Canada. International Journal of Manpower, 42(1), 167-192.
Fayzieva, M., Goyipnazarov, S., & Abdurakhmanova, G. (2020). Assessing the impact of teleworking on employees’ labor productivity and effectiveness of entity in the period of COVID-19. Общество и инновации, 1(2), 35-52.
Giovanis, E. (2018). The relationship between flexible employment arrangements and workplace performance in Great Britain. International Journal of Manpower, 39(1), 51-70.
Halinski, M., & Duxbury, L. (2020). Workplace flexibility and its relationship with work-interferes-with-family. Personnel Review, 49(1), 149-166.
Hassan, Z. (2022). Employee retention through effective human resource management practices in Maldives: Mediation effects of compensation and rewards system. Journal of Entrepreneurship, Management and Innovation, 18(2), 137-174.
Holmberg, C., Caro, J., & Sobis, I. (2018). Job satisfaction among Swedish mental health nursing personnel: Revisiting the two‐factor theory. International journal of mental health nursing, 27(2), 581-592.
Kim, J., Henly, J. R., Golden, L. M., & Lambert, S. J. (2020). Workplace flexibility and worker well‐being by gender. Journal of marriage and family, 82(3), 892-910.
Kurdi, B., & Alshurideh, M. (2020). Employee retention and organizational performance: Evidence from banking industry. Management Science Letters, 10(16), 3981-3990.
Nawaz, T., & Ohlrogge, O. (2022). Clarifying the impact of corporate governance and intellectual capital on financial performance: A longitudinal study of Deutsche Bank (1957–2019). International Journal of Finance & Economics.
Nayak, S., Jena, D., & Patnaik, S. (2021). Mediation framework connecting knowledge contract, psychological contract, employee retention, and employee satisfaction: An empirical study. International Journal of Engineering Business Management, 13, 18479790211004007.
Nguyen, C. (2020). The impact of training and development, job satisfaction and job performance on young employee retention. Job Satisfaction and Job Performance on Young Employee Retention (May 1, 2020).
Ong’ango, S. A. (2019). The Influence Of Employee Competence On Employee Performance In Commercial Banks In Kenya (Doctoral dissertation, University Of Nairobi).
Otoo, F. N. K. (2019). Human resource development (HRD) practices and banking industry effectiveness: The mediating role of employee competencies. European Journal of Training and Development, 43(3/4), 250-271.
Petani, F. J., & Mengis, J. (2021). Technology and the hybrid workplace: the affective living of IT-enabled space. The International Journal of Human Resource Management, 1-24.
Puppin Romano, A. L. (2022). The effects of flexible working arrangements on leadership styles in the banking sector (Doctoral dissertation, Dublin, National College of Ireland).
Regmi, A. (2022). Impact of Work-Life Balance Initiative on Employee Retention in Nepalese IT Industry (Doctoral dissertation).
Selvi, R. S. A., & Madhavkumar, V. (2023). The Mediating Effect of Happiness at Workplace on the Relationship between Hybrid Work Model and Employee Retention in IT Industry. International Journal of Industrial Management, 17(1), 40-49.
Tanda, A., & Schena, C. M. (2019). FinTech, BigTech and banks: Digitalisation and its impact on banking business models. Springer.
Thant, Z. M., & Chang, Y. (2021). Determinants of public employee job satisfaction in Myanmar: Focus on Herzberg’s two factor theory. Public Organization Review, 21, 157-175.
Venkat, M. V. V., Khan, S. R. K., Gorkhe, M. D., Reddy, M. K. S., & Rao, S. P. (2023). Fostering Talent Stability: A Study on Evaluating the Influence of Competency Management on Employee Retention in the Automotive Industry. Remittances Review, 8(4).
Yang, E., Bisson, C., & Sanborn, B. E. (2019). Coworking space as a third-fourth place: changing models of a hybrid space in corporate real estate. Journal of Corporate Real Estate, 21(4), 324-345.
Yousaf, S. (2020). Dissection of Herzberg's Two-Factor Theory to Predict Job Satisfaction: Empirical Evidence from the Telecommunication Industry of Pakistan. Lahore Journal of Business, 8(2).
Yulita, S. (2022). The Effect of Hybrid Working on Millennial Employee Engagement and Its Effect on Turnover Intention: A Case Study of Indonesian Financial Non-Bank Company. The 5th CEO Proceeding Book.
DOI: http://dx.doi.org/10.61426/sjbcm.v10i4.2831
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
PAST ISSUES:
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.