Browsing by Author "Oruko, Judith E. Atieno"

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    Succession Planning Initiatives and Employee Retention at the Teachers Service Commission, Kenya
    (Strategic Journals, 2025-09) Oruko, Judith E. Atieno; Ndegwa, Priscila
    This study investigated succession planning as a predictor of employee retention at the Teachers Service Commission. Given that the Teachers Service Commission plays a significant role in determining the education landscape in Kenya, it was therefore important to explore the factors in employee retention. An explanatory research design was adopted with emphasis on employees working in TSC headquarters, county, and regional offices. Stratified random sampling was used to select 380 participants from a total workforce of 3,000 employees to ensure diverse representation. Data collection employed structured questionnaires for primary data and a data collection sheet for secondary data. Reliability and validity were tested via a pilot study, and data were analyzed using descriptive statistics and multiple regression analysis through SPSS version 26. The study findings indicated that the succession planning variables collectively explained 63.6% of the variation in employee retention (R² = 0.636, Adjusted R² = 0.632), with the model being statistically significant (F = 163.82, p < 0.001). Selective hiring emerged as a strong predictor (β = 0.715, p < 0.001), though respondents cited concerns about delayed timelines and unclear expectations. Talent identification also showed a positive influence (β = 0.682, p < 0.001), despite widespread perceptions of irregularity and lack of fairness in its application. Leadership development programs had a significant but lower impact (β = 0.551, p < 0.001), hindered by inadequate resource support and weak feedback integration. Performance-based promotions had a positive but statistically insignificant effect (β = 0.492, p = 0.850), indicating that their influence on retention may depend on fairness and transparency in promotion practices. This research confirms that succession planning practices substantially influence employee retention, though their effectiveness is moderated by implementation quality. The study recommends strengthening recruitment practices, enhancing talent management systems, expanding leadership development and training programs, and reforming promotion policies to build a more committed and stable workforce. These recommendations are expected to enrich existing knowledge and inform policy at the TSC by guiding the design of pragmatic human resource strategies that sustain long-term employee engagement and organizational stability. Key Words: Selective Hiring, Talent Identification, Leadership Development, Performance-Based Promotions
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    Succession Planning Initiatives and Employee Retention at the Teachers Service Commission, Kenya
    (Kenyatta University, 2025-11) Oruko, Judith E. Atieno
    Employee retention has continued to be a consideration for organizations, especially within public establishments like the Teachers Service Commission in Kenya. High employee turnover disrupts the continuity of leadership and affects the delivery of services within the education sector. A 2023 annual report from the TSC indicated a slightly below 15% employee turnover rate, implying the need for strategic retention initiatives. Succession planning has been identified as a strategic approach specifically designed, among other things, for the intention of identifying and nurturing future leaders within vital positions, thereby ensuring retention within the workforce. The research specifically endeavored to scrutinize successions as a predictor within employee retention within the Teachers Service Commission. Considering the strategic role within determining the state of education within Kenya, it became important to investigate underlying fundamentals within employee retention. The research, based on Human Capital Theory, Social Exchange Theory, and Two-Factor Theory, specifically utilized a comprehensive approach designed for scrutinizing undertones underlying successions within the context of employee retention. An explanatory research approach specifically concentrated on workers within the TSC headquarters, county, and regional levels. A stratified random sampling approach specifically identified 380 participants from a total of 3,000 workforce members. The research utilized a structured research tool in deriving primary sources, as well as a data collection form within the retrieval of secondary sources. The reliability approach specifically tested validity within a pilot research study, while a multiple linear regression approach specifically utilized the SPSS 26 approach within deriving tertiary sources. The results specifically indicated a joint explanation from the successions approach within explaining 63.6% variability within employee retention, within a value indication of R² = 0.636, Adjusted R² = 0.632, while a significance level specifically indicated F = 163.82, within a significance level indication of p < 0.001. Selective recruitment specifically indicated substantial positive significance within β = 0.715, within a significance indication of p < 0.001, despite a criticism within delayed timelines within expectations. Talent development specifically indicated substantial positive significance within β = 0.682, within a significance indication of p < 0.001, despite being irregular, irregular, within a lack of equity within a distinct indication. The impact of leadership development programs also became relatively significant but lower (β = 0.551, p < 0.001), although it faced challenges from a lack of resource support as well as poor feedback integration. Performance-related promotions demonstrated a positive impact, though it became statistically insignificant (β = 0.492, p = 0.850), suggesting that the impact of these programs on retention could be dependent on their level of objectivity as far as promotions are concerned. This study establishes the fact that succession planning practices make a substantial impact on employee retention, though their success becomes conditional based on the quality of their implementation. The findings of this research recommend the need for improvement in recruitment, improvements in talent management processes, scaling up leadership development/training programs, as well as a need for some improvement in the recruitment/promotion policies in order to develop a more dedicated and stable workforce.