The Perceived Influence of Human Resource Management Practices on Employee Retention at Kenya Institute for Public Policy Research and Analysis

Abstract

The objective of the study was to evaluate the perceived influence of Human Resource Management Practices on Employee Retention at Kenya Institute for Public Policy Research and Analysis. The study adopted a descriptive survey design. The design was suitable for the study since it involved collecting data from several respondents. Primary data was obtained using self administered semi- structured questionnaire which was the main data collection instrument. The study targeted 70 employees of the institute. The researcher used percentage formula and employed a census. The collected data was then summarized coded, edited, and analyzed using Statistical Package for Social Science (SPSS) application. Descriptive statistics especially frequency percentages, Mean and Standard Deviation was applied to establish the pattern and trends so as to make it easier to understand and interpret the implications of the findings. Quantitative data on the variable were entered E-Views version 8. The analysis employed the Least Squares Estimation method. This study found that three human resource practices such as Reward, career development, and training have a positive and significant impact on employee retention. This research did not find any significant influence of performance appraisal on employee retention. However when Performance Appraisal is linked career development, there is a positive and significant influence on employee retention. Also when performance appraisal is linked with reward and compensation there is a positive and significant influence on employee retention. The study found the Human Resource Management Practices have significantly influenced retention of employees at Kenya Institute for Public Policy Research and Analysis: training and development; Career Development, Performance Appraisal and Reward. The results are consistent with previous research findings for example in terms of career development a positive and significant relationship with employee retention. This is confirmed by previous studies in terms of training and development, Performance appraisal, Reward and their relationship with employee retention.