Role of Human Resource Management Practices on Employees’ Retention in the National Museum of Kenya and Kenya National Archives Headquarters

Abstract

The Research purposed to establish the role of HRM practices on employees’ retention in the NMK and KNA, Headquarters. The study adopted descriptive research design to conduct investigation, with a sample of 257 participants being arrived at and will be selected using stratified sampling. The first objective of the study sought to establish the role of recruitment process on employees’ retention, showing that when recruitment practice is considered individually, there is high impact of 0.516 on employee’s retention and when used with other practices, the impact is at 29.1% (0.291). The second objective determined the role of performance management practices on employees’ retention, showing performance management to influences employee’s retention by 0.556, and when considered together with other HRM practices improve retention by 15.4% (0.154). The third objective sought to find out the role of reward practices employees’ retention, showing reward practices to improve employees’ retention by 0.668 and when implemented together with other practices contributes up to 49.3% of employees’ retention. Finally, the study established the role of training and development practices on employees’ retention, showing up to 0.582 relationship with employee’s retention and together with other practices, implementation of specific training and development practices contributes up to 35.3% of employees’ retention. The study addressed the objectives of the study, showing that HRM practices like recruitment, performance management, training and development and reward to play a critical role in improving employees’ retention. Therefore, the regression model that can improve the employee’s retention in the ministry of culture, mainly KNA and NMK where data was collected is: Employees Retention= 0.922 + 0.291 Recruitment Practices + 0.154 Performance Management Practices + 0.353 Training and Development Practices + 0.493 Reward Practices + ε. The study recommended that great emphasis be given to reward practices, followed by training and development practices, recruitment practices and performance management practices based on their order of influence on employees’ retention.