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dc.contributor.authorMatuga, Linus Motaroki
dc.contributor.authorBula, Hannah
dc.date.accessioned2023-03-06T13:29:20Z
dc.date.available2023-03-06T13:29:20Z
dc.date.issued2021
dc.identifier.citationMatuga, L. M., & Bula, H. HUMAN RESOURCE MANAGEMENT INITIATIVES AND EMPLOYEE RETENTION AT KENYA AIRWAYS–KENYA.en_US
dc.identifier.issn2707-7810
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/24877
dc.descriptionArticleen_US
dc.description.abstractEmployee retention is the dependent variable in the study that is influenced either positively or negatively by the independent variable represented by the term human resource management initiatives whose variables are: training and development, career development strategies, job satisfaction and compensation policies. Employee retention has a relationship with human resource management initiatives; if the HRM initiatives are good the retention rates will be high while if HRM initiatives are poor there will be high employee turnover. Kenya Airways workers are vitally important for the effective functioning of airline systems and networks. The general objective of this study was to find out the influence of human resource management initiatives on employee retention at Kenya airways. The specific objectives of the study were; to assess the influence of training programs on employee retention at Kenya airways, to examine the effect of career development strategies on employee retention at Kenya Airways, to establish the effect of job satisfaction on employee retention at Kenya Airways and to determine the effect of compensation policies on employee retention at Kenya airways. The theoretical framework of the study consisted of Herzberg Two Factor Theory, Role Behavior Theory, Reinforcement Theory and Job Embeddedness Theory. This research adopted a descriptive research design which was used to explain characteristics of the subject being studied .Stratified sampling technique ad simple random sampling was used to select sample size of 109 respondents from the target population of 1089 respondents in Kenya Airways. Primary data was collected by use of self-administered structured questionnaires which was distributed through the drop and pick method. The secondary data collected was used to identify gaps, formulate objectives, validate the findings and interpret the primary data collected in-order to get reliable results. The collected data was analyzed quantitatively and qualitatively. Descriptive and inferential statistics was done using Statistical Package for Social Sciences (SPSS) version 24 and specifically multiple regression models were used for answering the research questions. Set of data was described using percentage, mean standard deviation and coefficient of variation and presented using tables, charts and graphs. The hypothesis testing was done at 95% confidence level testing and hence all the null hypotheses were rejected since their significance level was less than 0.05 meaning that the alternative hypotheses were accepted. The study revealed that human resource management initiatives had a statistically significant effect on employee retention at Kenya Airways. Employee training had a statistically significant effect on employee retention at Kenya Airways. Career development had a statistically significant effect on employee retention at Kenya Airways. Job satisfaction had a statistically significant effect on employee retention at Kenya Airways. Compensation policies had a statistically significant effect on employee retention at Kenya Airways. The study recommended that Kenya Airways management should adopt human resource management initiatives so as to boost employee retention.en_US
dc.language.isoenen_US
dc.publisherInternational Journal of Advanced Research and Reviewen_US
dc.subjectEmployee Retentionen_US
dc.subjectTraining and Developmenten_US
dc.subjectCareer developmenten_US
dc.subjectHuman Resource Management Initiativesen_US
dc.titleHuman Resource Management Initiatives and Employee Retention at Kenya Airways –Kenyaen_US
dc.typeArticleen_US


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