Browsing by Author "Olweny, Odhiambo Fredrick"

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    Human Resource Management Practices and Employees Retention in Non-Governmental Organizations in Nairobi City County, Kenya
    (Kenyatta University, 2025-11) Olweny, Odhiambo Fredrick
    The main objective of this research was to study the effect of human resource management practices on employee’s retention within Non-Governmental Organizations in Nairobi County. Specifically, the research purposed to ascertain the influence of leadership style, work environment, and career development opportunities on employee retention. Additionally, the study sought to assess the role of job embeddedness as a mediator in the relationship between human resource management practices and the ability of NonGovernmental Organizations to retain employees. A good number of employees in NonGovernmental Organizations in Nairobi express a lack of intention to remain in their current work environments. In 2020, more than 30% of Non-Governmental Organizations employees in Nairobi expressed a desire to voluntary leave their employment. A rate that rose to 34% in 2021 according to reports. This observation was predominantly attributed to poor working environments, unfriendly organizational cultures, poor staffing practices, lack of motivating renumeration packages and operational methods. The theoretical foundations underpinning this study is drawn from one model and three theories, namely, the Mixed Model of employees Retention, Trait Theory, Hierarchy of Needs Theory, and Job Embeddedness Theory. They provided insight to understand employee’s retention. The study assumed an explanatory research design, targeting 201 Non-Governmental Organizations operating within Nairobi County. The research sample comprised of 69 Non-Governmental Organizations selected through stratified random sampling technique. This enabled the sample to be representative and accurate, ensuring that the distinct subgroups from the population were adequately and proportionally included. Fishers’ formula was used to get the 69 organizations. Semi-structured questionnaires were utilized, with pilot testing conducted on 7 Non-Governmental Organization employees who were subsequently excluded from the final study. Questionnaire validity was ensured through expert judgment and reliability was ensured through Cronbach's alpha testing with a threshold of 0.7. Data analysis involved coding and entry into Statistical Package for Social Sciences version 22, followed by descriptive statistics analysis to characterize the data, and logistic regression to assess variability associations of the variables under the research. The research established that leadership style, work environment and career development opportunities affected employee’s decision to stay or leave the organization. In addition, job embeddedness was observed to mediate the affiliation amongst human resource management practices and retention in Non-Governmental Organisations. Further, the study showed that job satisfaction moderates the connection amongst human resource management practices and retention of workers. The study determined that factors such as employee commitment, motivation, and work-life balance are key contributors to retention. However, many employees in Non-Governmental Organizations in Nairobi do not have adequate access to coaching and mentorship programmes, which could support their professional growth. It is recommended that managers adopt appropriate leadership styles, that integrate supportive work environments with career development opportunities to enhance employee retention
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    Human Resource Management Practices and Employees Retention in Non-Governmental Organizations in Nairobi City County, Kenya
    (Kenyatta University, 2025-11) Olweny, Odhiambo Fredrick
    The main objective of this research was to study the effect of human resource management practices on employee’s retention within Non-Governmental Organizations in Nairobi County. Specifically, the research purposed to ascertain the influence of leadership style, work environment, and career development opportunities on employee retention. Additionally, the study sought to assess the role of job embeddedness as a mediator in the relationship between human resource management practices and the ability of Non- Governmental Organizations to retain employees. A good number of employees in Non-Governmental Organizations in Nairobi express a lack of intention to remain in their current work environments. In 2020, more than 30% of Non-Governmental Organizations employees in Nairobi expressed a desire to voluntary leave their employment. A rate that rose to 34% in 2021 according to reports. This observation was predominantly attributed to poor working environments, unfriendly organizational cultures, poor staffing practices, lack of motivating renumeration packages and operational methods. The theoretical foundations underpinning this study is drawn from one model and three theories, namely, the Mixed Model of employees Retention, Trait Theory, Hierarchy of Needs Theory, and Job Embeddedness Theory. They provided insight to understand employee’s retention. The study assumed an explanatory research design, targeting 201 Non-Governmental Organizations operating within Nairobi County. The research sample comprised of 69 Non-Governmental Organizations selected through stratified random sampling technique. This enabled the sample to be representative and accurate, ensuring that the distinct subgroups from the population were adequately and proportionally included. Fishers’ formula was used to get the 69 organizations. Semi-structured questionnaires were utilized, with pilot testing conducted on 7 Non-Governmental Organization employees who were subsequently excluded from the final study. Questionnaire validity was ensured through expert judgment and reliability was ensured through Cronbach's alpha testing with a threshold of 0.7. Data analysis involved coding and entry into Statistical Package for Social Sciences version 22, followed by descriptive statistics analysis to characterize the data, and logistic regression to assess variability associations of the variables under the research. The research established that leadership style, work environment and career development opportunities affected employee’s decision to stay or leave the organization. In addition, job embeddedness was observed to mediate the affiliation amongst human resource management practices and retention in Non-Governmental Organisations. Further, the study showed that job satisfaction moderates the connection amongst human resource management practices and retention of workers. The study determined that factors such as employee commitment, motivation, and work-life balance are key contributors to retention. However, many employees in Non-Governmental Organizations in Nairobi do not have adequate access to coaching and mentorship programmes, which could support their professional growth. It is recommended that managers adopt appropriate leadership styles, that integrate supportive work environments with career development opportunities to enhance employee retention
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    Perceived HRM Practices and Employees’ Retention: The Importance of Job Embeddedness and Job Satisfaction in NonGovernmental Organizations in, Kenya.
    (European Journal of Business and Management, 2025-04) Olweny, Odhiambo Fredrick; Muathe, Stephen M.A.; Bula, Hannah
    This study examined the relationship between perceived human resource management practices and employee retention in non-governmental organizations in Nairobi County, Kenya. The primary goal of the study was to investigate the impact of human resource management practices on employee retention within non-governmental organizations in Nairobi County in Kenya. Specifically, the study sought to determine the influence of leadership style, work environment, and career development on employee retention or intention to leave. The study also explored the mediating role of job satisfaction and the moderating effects of job embeddedness on employee retention. The research was enriched by the theoretical foundations based on Mixed Model of Employee Retention, Trait Theory, Hierarchy of Needs Theory, and Job Embeddedness Theory. The research adopted an explanatory research design. The study targeted 201 non-governmental organizations operating within Nairobi County. The study sample was selected using stratified and random sampling, which included 69 nongovernmental organizations based in Nairobi County of Kenya. The study employed questionnaires. A pilot test was conducted with 7 employees from the non-governmental organizations, who were subsequently excluded from the final study. The data was analysed using logit model to test the effect between the independent variables and the dependent variable. In addition, the model was also used to analyse the mediation and moderation relation effect. The findings established that leadership style, work environment, and career development opportunities had a positive and significant effect on employee retention in Non-Governmental Organizations in Kenya. Furthermore, job satisfaction was found to play a key role in moderating the relationship between human resource management practices and employee retention in non-governmental organizations. Additionally, the study found that job embeddedness mediated employees’ attachment to their organizations. Based on these findings, the study recommended that organizations adopt effective human resource management practices that harmonises with both the needs of the organization and the employee to improve retention and enhance organizational performance.