Effect Of Human Resource Management Practices On Employee Retention In Selected Supermarkets Within Nairobi County

Abstract

Maintaining important workers remains an essential tool of competitive advantages for every business, since it carries consequences for its ability to compete over an expanding international market. The general objective of this research proposal was to determine the effect of Human Resource Management practices on Employee retention in selected Supermarkets in Nairobi County. The specific objectives were: To determine the effect of Compensation and benefits on employee Retention in Nairobi County supermarkets, to establish the effect of training and development initiatives on Employee Retention in Supermarkets within Nairobi County, to find out the effect of work-life balance on Employee Retention in Supermarkets within Nairobi County and to examine the effect of Stress management on Employee retention in Nairobi County supermarkets.This study was guided by four theoretical frameworks: the theory of Job Characteristics Theory, Vroom’s Expectancy Theory, Herzberg’s Two Factor Theory and Human Capital Theory.A descriptive research design will be used for this study. A quantitative research method was used to acquire the detailed data through the use of questionnaires with 200 employees of the three selected supermarkets within Nairobi County. Three specific supermarkets in Kenya were chosen for the study: Carrefour supermarkets, Naivas supermarkets, and QuickMart stores. The study analysed using descriptive & inferential statics. Target population of this study was employees of Naivas supermarket, Carrefour Supermarket and QuickMart Supermarket totalling to 200 employees. Structured questionnaires were used to collect the primary data which was then be analysed using statistical tools like SPSS, (Statistical Package for the Social Sciences), which is used to study human behaviour in research. The effect of HRM policies on supermarkets of retaining was examined using a model based on regression. Its findings showed an important and beneficial connection between training and development and retaining of staff. The findings also showed a favorable and important connection between staff retention with stress management. The findings also showed a favorable and helpful relationship between work life balance and retaining of employees. Finally, the findings demonstrated a favorable and significant relationship between reward management and retention of employees. The study concludes that human resource management practices affect employee retention although some organizations differ on how they implement these practices. The study examined broadly human resource management practices but future studies on specific components of HRM practices to examine how they affect employee retention. Further studies can be conducted in other sectors to compare the findings on the retention rates.