| dc.description.abstract | Employee retention is one of the challenges facing many business organizations today. For
many organizations, strategic staffing has become a concern because the ability to hold on to
highly talented core employees can be crucial to future survival. This empirical study examined
the current strategic human resource management (SHRM) practices of BD Kenya Limited in the
retention of their core employees. In particular, the research tried to point out some of the core
elements of SHRM practices, which strongly influence the decision for core employees to stay.
The findings revealed greater insights into the SHRM-retention relationship and validation of the
relationship. More specifically, the research identified some retention factors it believes
influence the decision of core employees to stay. These specific factors consisted of two bundles
of practices: HR factors (e.g., person organizational fit, remuneration, reward and recognition,
training and career development, challenging job opportunities) and Organizational factors (e.g.,
leadership behavior, company culture and policies, teamwork relationship and satisfactory work
environment). The outcome of the SHRM-retention relationship was examined through
organizational commitment.
The findings of this study revealed positive significant co-relationships between the above
mentioned factors and organizational commitment. Moreover, it was highlighted that
commitment acted as a partial mediator of remuneration, recognition and reward, training and
career development and work environment on intent to stay. Commitment fully mediated the
relationship person organizational fit, teamwork relationship, culture and policies and intention
to stay. The study produced a model suitable for use by human resource practitioners as a guide
in determining what initiatives BD Kenya Limited should adopt to retain their critical employees. | en |
