EMPLOYEES PERCEPTION TOWARDS TALENT MANAGEMENT STRATEGY AND STAFF RETENTION AT DELOITTE & TOUCHE, KENYA
DOI:
https://doi.org/10.47672/jsm.94Keywords:
Employees perceptions, management strategy, staff retentionAbstract
Purpose: The purpose of the study was to find out the perceptions of employees towards talent management strategy and staff retention at Deloitte & Touche, Kenya.
Methodology: This study has adopted the form of a descriptive survey design. The population that was targeted for the study was the 400 employees that work in Deloitte Kenya offices. Therefore the sample size was 80 employees who were at the offices of Deloitte Kenya, who were selected using stratified random sampling which was done using R software. The study made use of primary data that was collected through the use of a questionnaire. Descriptive statistics which include mean and frequencies have been used for the purpose of performing data analysis. The mean scores have been used to rate the factors in order of their importance. After data collection which was carried out through the use of questionnaires, this data was prepared for purposes of analysis by having it edited, sorting out any blank responses that were noted, coding these responses, categorizing it as well as keying it into the statistical package for social sciences (SPSS) software so as to be able to analyse it.
Results: The study found thatremuneration, training and career development; organizational culture, reward and recognition all have a significant and positive association with staff retention.
Unique contribution to theory, practice and policy: The study recommends that both benefits and salaries of employees should be commensurate according to the efforts. In addition the bonus pay to employees should be structured in a manner to motivate employees. This will help in improving employee retention.
Downloads
References
Ahmed, M. D. (2015). Perceived relationship between career development and employee commitment and engagement at Nairobi city county government (Unpublished MBA Thesis. University of Nairobi, Kenya).
Armstrong, M., & Murlis, H. (1998). Reward management, 4thedition, Kogan page. London
Bartlomiejczuk, G. (2015). How do Recognition Programs Impact Employee Engagement and How have Companies with a Large Global Footprint Structured such Programs to Drive Results?
Jilani, E. M., & Juma, M. D. (2015). Contingent Rewards As A Strategy For Influencing Employee Engagement In Manufacturing Companies: Case Study Of Williamson Tea Kenya Limited.
Kataike, S. (2013). Relationship Between Talent Management And Employee Retention In Commercial Banks In Kenya (Unpublished MBA Thesis. University of Nairobi, Kenya)
Mbae, B. M. (2014). Perceived relationship between employee engagement and employee performance in Kenya medical training college headquarters (Unpublished MBA Thesis. University of Nairobi, Kenya).
Naidoo, P., & Martins, N. (2014). Investigating the relationship between organisational culture and work engagement
Robinson. D., Perryman, S., & Hayday, S. (2004). The drivers of employee engagement report. Institute for employment Studies, UK
Saks, A. M. (2006), Antecedents and consequences of employee engagement, Journal of Managerial Psychology, Vol. 21 No.7, pp. 600-61
Stanislavov, I., & Ivanov, S. (2014). The role of leadership for shaping organizational culture and building employee engagement in the Bulgarian gaming industry. Turizam: znanstveno-struÄni Äasopis, 62(1), 19-40.
Sun, M. (2012). Employee retention in Chinese state-owned enterprises (Doctoral dissertation, Auckland University of Technology).
Vroom, V. H. (1964). Work and motivation. San Francisco, CA: Jossey-Bass
Wilden, R., & Gudergan, S., et al. (2010). Employer branding: Strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), 56-73.
Downloads
Published
How to Cite
Issue
Section
License
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
