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