Ngaba, D. K.Mulwa, Redempta Serah2015-02-022015-02-022007http://ir-library.ku.ac.ke/handle/123456789/12118Department of Business Administration, 94p. 2007The study focused on assessing the impact of employee training on their job satisfaction and retention at the Kenya Medical Research Institute. The target population was the employees who had completed training in the past 4 years. The study was carried out within three KEMRI collaborating centres namely; Walter Reed Project, Centre for Disease Control and KEMRI-Kenya Department of Defense. These collaborating centres operate entirely under KEMRI policies and mandate. The study sought to find out why despite the fact that training of employees is expected to yield to increased job satisfaction and retention, the rate of staff turnover after acquiring the required training is still high within the centres. The study sought to unearth the reasons behind the staff leaving and therefore identify what the institute is currently not fulfilling within the expectations of the staff after the training compelling them to exit. To effectively address the issue, the researcher came up with the following objectives: - 1. To determine how training relates to employee job satisfaction and retention 2. To establish the factors contributing to staff retention or turnover after acquiring training inKEMRI 3. To explore the possible solutions that KEMRI could adopt to minimize or eradicate employee exit after training. The researcher administered questionnaires with both open-ended and closed-ended questions as an avenue of data collection. After data collection analysis was done using frequency distribution tables, charts and graphs.enThesis