Employee Retention Strategies and Employee Performance in Tea Industry: A Case of James Finlay Kenya Limited, Kenya

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dc.contributor.authorSang, Betty C.
dc.date.accessioned2022-04-05T10:18:19Z
dc.date.available2022-04-05T10:18:19Z
dc.date.issued2021
dc.descriptionResearch Project Submitted to the School of Business in Partial Fulfilment of the Requirements for the Degree in Master in Business Administration (Human Resource Management) of Kenyatta University, October, 2021en_US
dc.description.abstractDue to pressure from global market competition, high internal standards, the human resource has been straining to meet these demands. This has led to numerous strikes in major companies. The main objective seeks to attain is to investigate the effect of employee retention strategies in the Tea industry in Kenya, a case of James Finlay Kenya Limited in Kericho County, Kenya. The study specifically sought to investigate the relationship between rewards, welfare policies, employee development and adoption of technology, and the performance of employees in James Finlay Kenya. The study covered a period of five years from 2015 to 2019. This study was anchored on the wanted versus unwanted turnover theory, Vroom expectancy theory, and two-factor theory. The descriptive research design was adopted and targeted a population of 257 employees of James Finlay Kenya Limited who are composed of senior, middle and lower-level management. The study used a sample of 156 respondents. A pilot study of the research instruments was conducted to ensure the validity and reliability of the instruments. Data were analyzed using Statistical Package for Social Science Version. The study findings showed that all the study variables investigated were positively correlated to the study dependent variable. A unit rise in reward leads to a rise in the level of employee performance by 0.359 units. A unit rise in welfare policies results in a rise in employee performance by 0.498 units. A unit rise in employee development would result in a rise in employee performance by 0.474 units. A unit rise of adoption of technology would result in a rise of employee performance by 0.102 rewarding its employees sufficiently that has made employees meet the expectation. Findings on welfare policies showed that James Finlay did not have clear policies in place for promoting employees. Training and mentorship programs rendered to employees have made employees efficient in discharging their roles. The introduction of the use of technology has led to an increased level of employee performance due to increased efficiency. The study, therefore, concludes that employee reward, welfare, employee development, and adoption of technology play critical roles in employee performance in the tea industry in Kenya. The study, therefore, recommends tea industries design and implement rewards, welfare policies, employee development policies, and the use of technology to attain a high level of employee performance.en_US
dc.description.sponsorshipKenyatta Universityen_US
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/23503
dc.language.isoenen_US
dc.publisherKenyatta Universityen_US
dc.subjectEmployeeen_US
dc.subjectRetention Strategiesen_US
dc.subjectEmployee Performanceen_US
dc.subjectTea Industry:en_US
dc.subjectames Finlay Kenya Limiteden_US
dc.subjectKenyaen_US
dc.titleEmployee Retention Strategies and Employee Performance in Tea Industry: A Case of James Finlay Kenya Limited, Kenyaen_US
dc.typeThesisen_US
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