Effect of Talent Management Practices on Employee Turnover Intentions at Nairobi City Water and Sewerage Company

Abstract

Employee turnover intention is a very important facet of modern day talent management. Employers adopt talent management practices to continuously reduce employee turnover intentions. When a company loses people, it loses skills, information, and experiences, all of which may have a major financial impact. In this scenario, talent management is critical for companies that want to achieve their aims and objectives. Employers have adopted talent management strategies and practices with an aim of reducing their employees’ turnover intentions. The main aim of this research was to analyze the influence of talent management practices on employee turnover intentions at Nairobi City Water and Sewerage Company. The following objectives were used to provide guidance; to determine the influence of HR planning on employee turnover intentions, to study the effect of training practices on employee turnover intentions, to study the effect of rewards management on turnover intentions and to establish the effect of recruitment practices on employee turnover intentions. This research adopted the talent management theory and human capital theory. A descriptive research design was used in this research. The population of the study was the 997 management staff working in the Nairobi City Water and Sewerage Company. Sample size was 286 employees stratified according to their cadre. Primary data obtained using questionnaires was used in this study. The administration of the questionnaires was done through Google forms. The collected data was converted into quantitative format to make analysis using statistical package for social sciences. The statistics generated were descriptive statistics which included mean and standard deviation and inferential statistics which included both correlation analysis and multiple linear regression. The study revealed a significant positive relationship between human resource planning, training, rewards management, recruitment and employee turnover intentions at NCWSC. Regression analysis revealed that 62.8% of changes in employee turnover intentions at NCWSC were attributed to the four variables selected in this study. This study concluded that human resource planning, training, rewards management and recruitment are essential in reducing employee turnover intentions. Based on the findings, HR planning had the greatest influence on employee turnover intention followed by training while recruitment practice and rewards management had the least influence. It is therefore recommended that managers and board members of NCWSC should implement talent management practices relating to these variables as they enhance employee retention and reduce employee turnover intentions.