HRM Practices Employee Engagement and Teachers Turnover Intentions, a Cross- Sectional Study from Public Secondary Schools in Kenya.
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Date
2020
Authors
Kamau, Onesmus M.
Muathe, Stephen M. A.
Wainaina, Lawrence
Journal Title
Journal ISSN
Volume Title
Publisher
HRMARS
Abstract
Employees play a key role in achievement of organizations’ objectives and thus every organization
endeavours to ensure employee retention. However as the organizations seek to do this they are
faced with the challenge of low employees’ engagement and turnover intentions. Although it has
been suggested that Human Resource Management (HRM) practices may affect employees’
engagement and turnover intentions, empirical evidence in Kenyan context is scanty. The study thus
sought to investigate the mediating effect of employee engagement in the relationship between HRM
practices and turnover intentions of teachers in public secondary schools in Murang’a county Kenya.
The study was guided by the Social Exchange Theory (SET). The target population was 3752 Teachers
Service Commission (TSC) teachers in 304 public secondary schools in Murang’a county Kenya. The
study used multi stage random method to select a sample size of 400 teachers from 40 schools. A
self-administered semi-structured questionnaire was used to collect data. The quantitative data was
analyzed using descriptive and inferential statistics of binary logistic regression. The findings of the
study indicated that employee engagement partially mediates the relationship between HRM
Practices and turnover intentions of teachers in public secondary schools in Murang’a County Kenya.
Policy implications of study findings have been discussed.
Description
Article
Keywords
Human Resource Practices, Employee Engagement, Public Secondary Schools, Turnover Intentions, Teachers, Kenya
Citation
Kamau, O. M., Muathe, S. M., & Wainaina, L. (2020). HRM practices employee engagement and teachers turnover intentions: A cross-sectional study from public secondary schools in Kenya. International Journal of Academic Research in Business and Social Sciences, 10(9), 257-271.