Organizational Culture Orientations and Employee Turnover among 18-Holes Private Members Golf Clubs within Nairobi City County - Kenya
Muriira, Patrick Kobia
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In a conference presentation by National Club Association Southwest Regional Conference, it asserted that the golf clubs will continue to encounter difficulties in acquiring and retaining the right employees. Clubs often serve as the training ground for staff who then leave for greener pastures. Kenya Vision 2030 of maintaining a sustained economic growth of 10% per annum over the next 25 years will only be possible if organizations develop a mechanism to retain their manpower who will offer premium quality service. This study explored the organizational culture orientations and employees’ turnover among 18-holes private members’ golf clubs employees within Nairobi City County. The study was guided by the objectives; to determine the influence of clan culture, examined the significance of adhocracy culture, evaluated the effect of hierarchy culture, and explored the leverage of market culture orientation and evaluated the moderating effect of employee demographics on employees’ labour stability and wastage indexes. The study utilized a cross-sectional research design and a sample size of 230 employees working in 4 golf clubs located within Nairobi City,75% (173) employees participated in the study. A random sampling technique was used across the population stratum identified. Semi-structured questionnaires and interview schedules were used to collect the primary data. Data were transcribed and cleaned of errors. Statistical Package for the Social Sciences 23 (SPSS) was used to analyze quantitative data while NVivo 12 was used to summarize qualitative data. The study results and findings indicated that Hierarchy culture orientation, (B= -3.558, p < .001) was the best in predicting employee turnover in 18-holes private members golf clubs. Adhocracy culture orientation (B = 0.090, p = .801) was not contributing significantly to the employee turnover predicting model. Results also indicated that only education (F change = 6.061, p = .015) was statistically significant among the mediating variables on employees’ demographics. Study findings show that 18-holes private members golf clubs in Nairobi City County had an employee turnover rate of 14.96% and a stability index of 81.36%. The study recommends that to further enhance employee retention at the private members' golf clubs, the hierarchical culture orientation aspects of criteria for success, strategic emphasis, organizational leadership, and dominant characteristics should be more emphasized and entrenched by these institutions as their effect on reducing employee turnover was found to be statistically significant.