Effects of Career Development and Employee Rewards on Employee Retention in Non-Governmental Organizations of Care for AIDS, Kenya
Date
2019-07
Authors
Mburu, Jane Mugure
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Publisher
Pan Africa Christian University
Abstract
Retaining employees is a critical management issue in both private and public organizations. Non-governmental organizations face different problems resulting from globalization, economic growth and skills shortage especially in Kenya. The need to enhance employee morale and performance has never been critical. The study assessed effects of career development and employee rewards on employee retention at Care for AIDS, a non-governmental organization based in Kenya. The study’s main objective was investigating effects of career development and employee rewards on employee retention at Care for AIDS, Kenya. Specifically, the study was built on Vroom’s expectancy theory and the theory of organizational equilibrium. The key goals were to examine the influence of career development on employee retention; and to investigate the influence of employee extrinsic and intrinsic rewards on employee retention in the non-governmental organization. The study was conducted using a descriptive research design. Forty-five employees of Care for Aids formed the respondents in this study. The study used primary data which was collected using semi structured questionnaires, interviews and observation methods. Data from questionnaires was analyzed using both descriptive and inferential statistic with the help of Statistical Package for the Social Sciences (SPSS, 2015). The
findings of the analysis indicated that there was a strong significant statistical relationship between career development practices and employees’ retention at the organization. Secondly, the findings of the analysis indicated that there was a moderate significant statistical relationship between intrinsic reward practices and employees’ retention at the organization. Third, the findings of the analysis indicated that there was no significant statistical relationship between extrinsic reward practices and employees’ retention at the organization. Recommendations such as a focus on enhancing employee careers through career development practices and a focus on proper rewards in the organization if they seek to enhance retention were suggested. Several limitations such as the use of self-reported measures and a small sample size were identified.
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Keywords
Career Development, Employee Retention, Reward Management
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