Employee mobility on organisation performance in international non-governmental organizations in Kenya

Abstract

Employee mobility was a critical human resource practice that influenced organizational performance by enabling the right skills to be in the right place at the right time. In the context of International Non-Governmental Organizations (INGOs) in Kenya, effective management of promotions, transfers, job rotations, and secondments was essential for achieving strategic goals and delivering quality services. Despite the recognized importance of employee mobility, many INGOs faced challenges such as inconsistent promotion practices, poorly planned transfers, irregular job rotations, and limited secondment opportunities, which hindered organizational performance. This study sought to determine the effect of employee mobility on organizational performance in INGOs in Kenya. Specifically, it examined the influence of promotions, transfers, job rotations, and secondments on staff productivity, efficiency, and overall organizational outcomes. Based on the resource-based theory, human capital theory, theory of relationship management, and rational choice theory, the study adopted a descriptive research design. A descriptive research design was adopted, targeting a population of 298 employees across 23 INGOs, with a sample of 171 respondents selected using stratified random sampling. Primary data were collected mainly through the use of online structured questionnaires. Data were analyzed using descriptive statistics, where measures of central tendency such as mean, mode, and median were computed. Inferential statistics were also employed, using Pearson correlation to assess relationships and single and multiple linear regression to analyze individual and combined effects of the variables. Research findings were presented in the form of text, tables, charts, and graphs. The findings indicated that all forms of employee mobility had a positive influence on organizational performance. Promotions enhanced motivation and commitment, transfers and job rotations improved skill utilization and flexibility, while secondments facilitated knowledge sharing and professional development. The study concluded that effective management of employee mobility practices was crucial for sustaining high performance and achieving organizational objectives in INGOs. The study recommended that INGOs institutionalize transparent promotion systems, strategically plan transfers and rotations, and provide structured secondment opportunities to maximize employee potential and organizational outcomes. The findings contributed to the existing body of knowledge on human resource management in INGOs and provided practical guidance for improving workforce management and organizational effectiveness.