Abstract:
Human resourcing and retention are among the major concerns facing many firms both in developing and developed countries due to the high rate of employee turnover which continues to make it on the top five lists of challenges whether or not a firm is driven by the desire to improve human resourcing and retention of employees towards achieving better organizational performance. Given this, the primary purpose of this study was to assess the influence of human resourcing strategies on retention of employees in universities in Kenya. The specific objectives of the study were: To explore,analyze,understand and underline the influence of Human Resource Planning, recruitment, employer branding, career development and employee relations strategies on retention of employees in universities in Kenya. The study is likely to aid university management boards and councils, employee unions, Human Resource professionals, researchers and scholars and government in policy formulation for human resourcing strategies as a reliable means to improve retention of employees in universities in Kenya. The study adopted descriptive design. The fundamental models shaping this study were the linear regression models. The target population of the study comprised all employees in 70 accredited universities in Kenya with a total population of 50,670 employees. The sample size of the study was 384 respondents chosen by stratified random sampling technique. Questionnaires were the primary data collection tool. Linear regression models were used to analyze data using SPSS (Version 23) software. The findings of the study were presented using tables and charts. The main findings from the study indicated that human resourcing strategies influenced retention of employees in universities in Kenya. Also, this study found that 88.8% of retention of employees in universities in Kenya was explained by the five variables of the study; finally the study also contributed to theory and knowledge for humanity. However, the most significant factor influencing employee retention in universities in Kenya was focusing on employee relations strategy with P-value standing at .672, then followed by human resource planning strategy with P-value standing at .587, recruitment strategy with P-value standing at .585, career development strategy with P-value standing at .584 and employer branding strategy with P-value standing at .522. However, the study had various limitations among them being lack of objectivitity of the respondents and also limited scope regarding sample size. The study concluded that human resourcing strategies influenced retention of employees in universities in Kenya and recommended that other human resourcing strategies including providing attractive incentives such as robust medical care, salaries, leave and pension allowances should be considered and implemented by top university management boards and councils in order to improve employee retention. This is likely to boost the employees’ morale and motivate them to perform their job tasks with zeal thus increasing their productivity and hence enabling the universities in Kenya to achieve their mandate and more enormous competitive advantage.
