Selected Human Resource Management Practices and Employee Retention: A Case of Public Universities in Central Rift Valley Region of Kenya

Abstract

The Public Universities operate in a highly competitive setting, necessitating the retention of key employees to maintain a competitive edge. With globalization and innovative management practices, public universities face both local and international competition in the marketplace. This study focuses on the impact of specific human resource management (HRM) practices namely promotion, training and development, remuneration, and supervision on employee retention, as these factors directly influence employees' perceptions of their organizations. The primary aim of this research was to assess the relationship between these HRM practices and employee retention in public universities located in the Central Rift Valley region of Kenya. The study was structured around four specific objectives and targeted full-time employees. These objectives included investigating how promotion, training and development, remuneration, and supervision affect employee retention. Grounded in expectancy theory, the study employed a descriptive research design. The target population consisted of 2,462 individuals, including teaching, administrative, and support staff, from which a sample of 217 respondents was selected through purposive, stratified, and simple random sampling techniques. The reliability of the research instrument was assessed using Cronbach’s alpha and a coefficient score of 0.87 was obtained indicating high reliability. Data was collected via questionnaires and analyzed using the Statistical Package for the Social Sciences (SPSS), employing both descriptive and inferential statistical methods. Descriptive statistics were summarized using frequencies, means, standard deviations, and percentages, presented in tables and charts. Inferential statistics, including Pearson’s correlation analysis and both simple and multiple regression analyses, were used for hypothesis testing at a 5% significance level. The findings from Pearson’s correlation analysis revealed significant positive relationships between promotion, training and development, remuneration, supervision, and employee retention (p < 0.05). Regression analysis results indicated the following: Hypothesis One confirmed that promotion positively influences employee retention (p < 0.05); Hypothesis Two established a significant positive effect of training and development on employee retention (p < 0.05); Hypothesis Three found that remuneration positively impacts employee retention (p < 0.05); Hypothesis Four demonstrated a significant positive effect of supervision on employee retention (p < 0.05); and Hypothesis Five concluded that the selected HRM practices collectively exert a significant positive effect on employee retention (p < 0.05). Based on these results, it is recommended that university management integrate and implement these HRM practices simultaneously, as they are instrumental in strengthening employee retention