Role of Public and Private Universities’ Recruitment and Selection Strategies on Employees Retention in Kenya.

Role of Public and Private Universities’ Recruitment and Selection Strategies on Employees Retention in Kenya.

John Ouru Nyaegah (PhD)

Senior Lecturer, Department of Educational Management, Policy and Curriculum Studies,

Faculty of Education, University of Nairobi, P O Box 30197-0100 Nairobi, Kenya

DOI: https://dx.doi.org/10.47772/IJRISS.2024.803009S

Received: 11 March 2024; Accepted: 26 March 2024; Published: 30 April 2024

ABSTRACT

To survive in the rapidly changing and competitive global economy, universities in developed and developing countries, have recognized human resourcing, selection, retention and employee turnovers as among the major concerns facing managers which must be dealt with carefully if they are to keep pace with the stiff competition and realize their desire for improved institutional performance. The study’s purpose was to evaluate the role plaid by recruitment and selection frameworks on retention of employees in Public and Private Universities. By applying descriptive design and stratified random sampling criteria, the study used 384 respondents out of 50,670 staff members working in the seventy (70) approved Universities. Data which was analyzed by using linear regression models where SPSS Version 23 software was applied, made use of questionnaires as the main research tool to collect data. Based on analyzed data the study established that 58.5% of employee’s retention was realized as a result of suitable recruitment and selection frameworks put in place by managers of universities who participated in this study. Besides, the study established that employees’ Human Resource Planning framework which registered a P-value of .672 followed by a recruitment framework that had a P-value of .585 and a career development plan whose P-value stood at .584 were most significant factors which made employee retention in those institutions realizable. The researcher established that Recruitment and Selection strategies played a major role in universities employee retention and therefore recommends that, other human resourcing frameworks which includes a comprehensive medical care for all employees, better remunerations, and pension and leave allowances, among others, be given consideration by universities’ boards of management and councils so as to further improve employee retention. The study also recommends the need to have one well-structured selection policy which should be adhered to by all universities.

Key words; Employee Retention; Global Environment, Human Resourcing; Planning framework; Recruitment Strategy; Selection Strategy.

INTRODUCTION

Provision of quality education which is recognized universally as a basic human right every child of school-going age is entitled to, has become one of the main areas of concern to managers of universities worldwide. To achieve this, universities have adopted use of modern technology so as to obtain qualified and talented workforce that is capable of providing this essential commodity. Through globalization, the world has become increasingly more technology driven as observed by Chaiprasit & Swierczek (2019) and as a result, universities are using the internet to advertise for vacant positions in their institutions. Retention of academic staff has over years remained a major challenge to managers of institutions of Higher Learning worldwide making universities mostly in Africa worse of.

Moreover, the use of English as a common language across many countries is another factor that has positively supported globalization in higher education. Many universities have their programs delivered in English which is universally spoken and understood by many across the globe. The New York Times once reported that in a span of three years, over 1700 universities doubled students intake in their master’s programs which they were offering in the English language as was observed by Hejjazi & Ma (2019). The notable increase in the number of student learners definitely translates into an increase in the number of faculties required to teach them. Higher education systems around the world, however, are undergoing profound transformations as a result of massive internal and external disruptions as noted by Zaleza (2018).

Human Resources, according to Kuucherov & Zavuyalova (2021), are increasingly becoming the most strategically significant assets in any institution of Higher Education Learning through which desired competitive advantage is realized. They are regarded by managers of these institutions as the lifeblood which must be adequately available in orders for set goals to be achieved. Besides, managers use their human resource to execute their day today innovative activities with precision. Because of this therefore, managers must hire, develop and deploy their human resource in a manner that benefits both the organization and the individual employees themselves. For this reason, therefore, the human resource function becomes extremely critical to the success and survival of any organization, universities included.

In his book entitled “The Transformation of Global Higher Education, 1945-2015”, Zaleza (2018) has identified five (5) main sets of changes which are, privatization, massification, internationalization, rising pressures for accountability, and shifts in knowledge production. Massification, as earlier alluded to, is the notable increase in the number of higher learning institutions globally. He points out that universities world over increased from 6,931 in the year 1970 to 20,808 as at the end of the year 2020. The fastest growth was registered in Asia, Africa, Latin America and also the Caribbean regions. Other than public universities, private universities are also emerging to help cater for the increased demand for higher education. To appropriately meet this increasing demand, there is need for universities to obtain highly skilled, trained, committed and experienced staff who will assist them execute their mandate effectively.

Despite the many challenges universities face in Africa, the future of University Education in whole of Africa and specifically Kenya, seems to be promising due to the fact that it plays a big role in the development of countries. Countries are becoming more concerned with the future of their youth, women, and the disabled in the society. In some countries, the gender gap in education is changing and more women and girls are being encouraged to pursue education up to the highest level possible. In order to meet this high demand and to offer quality service to students, universities need the support from both lecturers and other support staff who will ensure timely and effective service delivery. The ultimate aim of every parent who has a child in a secondary school today in Kenya is Higher Education. As observed by Boitta & Kipkoech (2019), there is need for every university to ensure highly qualified staff are attracted, hired and retained.

 According to a report by released by the Kenya’s Commission for University Education (CUE), there are currently 17 private universities plus several other constituent colleges providing higher learning education. These universities differ in many aspects in terms of their fee structures, programs scheduling, class sizes, facilities, variety of programs and faculty remuneration and other benefits packages. Besides, there is need for universities to put in place new marketing frameworks or strategies that are capable of attracting highly skilled lecturers and potential students. Collaboration and partnerships with both continental and international institutions that share the same objectives will definitely bring in more funding. Development of exchange programs between faculty and students with other institutions will enable universities obtain a good caliber of lecturers who are capable of delivering quality content in their various programs.

Statement of the Problem

Pioneer Universities and Colleges in Africa Understandably, have felt the effects of employee deficits which has impacted negatively on their set goals’ which cannot be achieved effectively as planned. Available research findings have cautioned that, if something is not done urgently, most universities in Africa are therefore likely to lose their ability and capacity to provide quality education in their institutions. This will in turn make universities unable to offer a satisfactory workforce which will go a long way into helping the nations’ human resource needs. Besides, if these concerns are not addressed in good time, university managements might be unable to protect and uphold acceptable levels of quality scholarly living standards. Provision of quality education in South Africa, for example, has been affected adversely due to high rates of lecturers’ turnovers.

Study findings from a study done in South Africa in the year (2004) by Human Sciences Research Council on Education Labor Relations, established that 75% of lecturers left that country. According to a study done by Chaicha (2017) and Busiinga (2019) in Uganda, Professors and lecturers left the country due to poor remunerations making most universities in that country operate at unimaginably low staff numbers. The situation was not any better in Nigeria according to Jaiyeloba & Jibrill (2018) as two thirds of the country’s 36,134 did not fill academic staff positions by December 2017. According to that research, this was attributed to poor remunerations.

The kind of competition being experienced at institutions of higher education learning calls for innovative thinking and new ways of doing things. As a result, institutions are experiencing both positive and negative impacts as they do everything possible within their means to adapt to the dynamic global environment. Wallkar (2017) notes that, globalization of higher education is the underlying factor in the increasingly diverse nature of both faculty and student populations in individual universities. Dickenns (2019) defines globalization as the way in which underlying developments in economic and social change increase across national borders and also the way it impacts both developed and developing countries.

Besides competition, changes in the environments within which universities operate and the tenacious economic changes continuously bring about constant changes in organizations as observed by Wood et al., (2018).  The impact resulting from competition has become more extensive and intense especially among employees whose differences in remuneration, according to Muloki (2017) is quite high. Lecturers are migrating across the world in large numbers in search of better opportunities and good working environments, among others. There has been noticeable increases in the number of research conducted to determine factors which influences the choice of an institution of higher education learning among students. Most Universities are trying to cope with these changes by opening several campuses around the world in order to attract both lecturers and migrant students as noted by Aldrich (2018).

The above-mentioned transformations world-wide can no longer be overlooked. Universities have to take into consideration the impact of these trends and factor in their daily operations so as to remain relevant and competitive. They must embrace, more so, the use of technology in their operations as the internet continues to privately reach out to millions of people around the world at a click of a button. Universities’ failure to acknowledge and appropriately respond to these disruptions will deprive them of their ability to reach millions of people in this era of technology.

 Ahammad (2019), observes that those universities that do not acknowledge these changes are likely to be irrelevant in future, because learning behaviors of students keep changing as they keep interacting with internet and online learning. Kenya has also not been left behind in brain-drain problem which is affecting other countries. Waswak & Kapana (2018) observes that 36% of highly qualified and skilled Professors, Senior Lecturers and Lecturers leave the country every year to go and look for greener pastures in Europe, South Africa and Latin America.  It is based on the intensity of turnover problems in universities in Kenya that made the researcher in this study carry out an investigation on the problem in a bid to provide a long-lasting solution.

Despite many studies having been done in the area of employee turnover culminating into the availability of a lot of literature on factors that have in the past caused employees to quit their jobs as observed by Hauskech (2019), little has been done by researchers in Kenya on those strategies that organizations need to put in place so as to attract and retain their highly specialized and skilled members of the academic staff. Available studies such as those done by Ng’ethie (2021) and Kipkeput (2020) focused on determinants of academic staff members’ retention and also those factors which makes staff to be committed respectively in five universities. These two researchers recommended that a study be done involving five top public universities mainly to establish the extent to which their Councils and Management Boards pay attention to Human Resource Management activities such as employee retention frameworks and their remuneration policies.

Universities in Kenya keep on loosing highly skilled professors and senior lecturers who move to universities in Europe, Asia, Latin America, among others, where they are remunerated well. The latest study was done by (Nguii, Mukulua & Gachaunga 2021). Their study investigated effects of Human Resource Frameworks and their focus was Kenya’s Commercial Banks’ performance. In this study, the investigator set to collect data which would show what universities can do so as to retain their valued employees from the period they are recruited, their selection and all the way to the time they exit using sound recruitment frameworks that need to be put in place.

Available studies such as those done by Mwiiria (2017), and Gumma (2021) have not made it clear as to whether there exists recruitment and retention plans put in place by universities in Kenya that can effectively put a stop to employee turnover. It therefore goes without saying that these studies have inadequately addressed this problem, are in exhaustive, inconsistent and inconclusive.  It is therefore based on this understanding that the investigator in this study decided to do a study which would establish how recruitment strategies’ influence on retention of universities’ staff which he believes will effectively seal these knowledge gag which has been left by fellow scholars and researchers.

Purpose of the Study

In view of the fact that qualified academic and other professionals spend most of their productive years looking for jobs abroad and also working in those foreign countries, this study sought to evaluate the role plaid by universities recruitment and selection frameworks in place which aims at retaining their employees.

Objectives of the Study

1. Analysis the role recruitment plan plays on retaining skilled staff working in universities.
2. To explore roles plaid by Human Resource Planning Strategy on retaining staff working in universities.
3. Assess career development strategy’s role on retaining staff working in universities.

Research Hypotheses

Ho1:   Recruitment strategy does not have any significant influence on staff retention in universities.

Ho2:    There is no significant role plaid by HR Planning Framework on retention of university staff in Kenya.

Ho3:    Staff’s Career Development strategy does not have any significant influence on retaining members of staff working in universities.

Study Methodology

The investigator has described the design he selected and which he found was suitable for this study, his targeted population, sampling techniques he used, how he selected his sample size, the methods used in collecting data and also the techniques he used to analyze data he collected. Besides, he has also provided the statistical models which he used in analyzing data collected and also has shown how he tested the three study hypotheses.

Study design

A study design being a researcher’s comprehensively laid down strategy showing how he plans to collect and analyze data as observed by Orodho (2008), this study’s investigator picked a descriptive survey which brought on board the mixed mode research approaches that were both quantitative and qualitative in nature. The researcher found this design suitable as it was quantitatively going to not only enable him examine the cause-and-effect interactions systematically as noted by Kummar (2020) and test relationships among all study variables, but also was going to provide him with an accurate account of the characteristics involved. He further found the design qualitatively suitable because, as observed by Zikmund et al., (2022), it was going to enable him interpret the phenomenon under investigation without necessarily relying on either statistical research methods or numerical measurements. He found this design not only quite efficient in collecting data concerning a large group of persons but also was a flexible standardized medium which was less susceptible to any error.

Target population

The investigator in this study targeted all the 50,670 university staff in the seventy (70) government accredited universities and which are authorized by Commission for University Education (CUE) to offer higher education academic programs in Kenya and beyond. Available CUE records of 2020 indicated that there were 50,670 employees working in public and private universities. The graph provided below shows how universities are categorized with the total number of employed staff each had by the time this study was being carried out.      

(Source: Kenya’s Commission for University Education 2020 Report)

Sample selection techniques and sample size.

Through Stratified Random Sampling Technique, the study obtained a sample from a total target population of 50,670 staff members working in all the 70 accredited universities (Commission for University Education’s October 2020). This sampling technique was found suitable because, as observed by Mugenda and Mugenda (2003) and Coopper and Schindlerm (2018), stratified sampling is normally applied on populations that are not   homogeneous hence a researcher has to rearrange populations into small sub-groups that are homogeneous in form and nature. For this research therefore, there were seventy (70) strata simply because each university’s population was regarded as homogeneous whereby a stratum consisted of individual universities with their staff respectively making up a population. The expression or formula given below was applied in order to secure the desired sample as recommended by Kothari and Garg (2014).

Take a look at the formula given below:

To understand this formula, ‘n’ stands for the selected sample while ‘z’ stands for the normal distribution which is standardized and is set at 1.96. This in return translates to 95% confidence level. In this formula, the interval ‘p’ represents the proportion expected from the entire population whose corresponding characteristic is being measured (0.5) hence its statistical level (p =1- .0 05) of statistical significance, is set as 0.05.

It is important to note that researchers apply this formula mostly when the population size targeted by the study appear to be above 10,000 (Ten Thousand). In our case, there was a total of 50, 670 workers in the 70 accredited universities. The investigator used a sample of 384 respondents simply because the target population was more than 10,000. Through proportional sampling technique, the researcher arrived at the right sample size after ensuring that every stratum was proportional to the size of the stratum.

Research Instruments

The nature of the research problem under investigation, funds available and time determined his choice of the instruments he selected for this study.  The researcher identified primary and secondary sources of data which he used questionnaires to collect. This is to say therefore, the researcher used questionnaires as the main data collection instrument which effectively addressed the study’s objectives and hypotheses.

The study’s use of questionnaire as the main instrument, as observed by Denscumba (2022), was found by the researcher to be economical in terms of time and cost when administering them to the study’s respondents. Besides questionnaires being economical, they also ensured   anonymity as study questions asked did not allow any spec of bias on the part of the researcher. Semi-structured questionnaires enabled him collect quantitative information on closed-ended questionnaires while at the same time allowing him room to ask a few questions which would otherwise enable collection of more data.

Validity of Research Instruments

Having understood validity as a concept which  is not unitary in nature and which test developers widely use in a variety of acceptable procedures when documenting validity levels of the test instruments which includes criterion, content and construct related, the researcher in this study, as observed by Sakunders et al., (2021); Bryman & Bell (2019); determined his research instruments’ validity by using his supervisors as research experts  and also by using construct validity method which measures levels or degrees to which collected data meaningfully and accurately reflects or represents a  particular theory. This method simply refers to the accuracy with which the investigator translates or fairly forms an idea, or a behavior and makes its functionality real.

In order for this study therefore to ascertain the research questionnaire’s validity the researcher conducted factor analysis whereby he applied EFA & PCA (Exploratory Factor Analysis & Principal Component Analysis respectively) which then showed existing biases between factors contained in the questionnaires which were revealed through Common Bias Method (CBM).

Study Instrument’s Reliability.

In testing data collection instrument’s reliability, which in this study was the questionnaire, the researcher applied Cronbach’s alpha coefficient scale suggested by Mugenda & Mugenda (2003) to obtain its internal consistency. Reliability, which in research is concerned with the robustness of the data collection’s main tools focuses on the questionnaire’s ability to produce consistent results. Zikmund and Babin (2022); Sushill and Verrama (2020) support these views by saying that a research tool’s reliability needs to be understood as generally a measure of a research tool’s internal consistency which therefore examines correlations internally and within the instrument itself and it thus indicates how well the tool’s items fits conceptually together.

Researchers avers that CAC (Cronbach’s Alpha Coefficient) normally ranges from 0 to 1 with 0.6 as maximum while others suggest that anything above 0.7 to 0.9 is considered to be a high level of internal reliability as also noted by Sushill & Verama (2020). A sum score of questionnaire items is calculated or computed by the researcher so as to have an estimation of the consistency of the whole questionnaire. In order for the researcher to ensure his study instrument’s reliability, he first standardized the prevailing conditions upon which the questionnaire was administered. In other words, the researcher made sure all the internal variation sources such as fatigue, boredom, among others, were minimized as much as possible. He designed the questionnaire carefully in a way that it never varied from group to group and were therefore administered by highly motivated and well-trained research assistants throughout data collection period.

LITERATURE REVIEW

The literature reviewed focused on the themes developed from the objectives of the study. Therefore, here the researcher presents literature which is very closely related or in other words relevant to the problem which was being investigated. Literature reviewed thus comprises of the study’s related Theoretical Framework and finally presents major findings of previously conducted related studies, gives a scholarly critiquing of the current existing literature and points out gaps in research which this study sought to seal.

Theoretical Review

The researcher found out that Human Capital Theory was the most appropriate theory to guide his study. The theory was propounded by Schultz (1961) and comprehensively developed later by Becker (1994). The theory encourages managers of organizations to ensure they support their employees who may want to have the right education and training which will enhance their skills at workplaces and make them better workers. By acquiring relevant education and training, an employee is therefore equipped with the right skills which in return raises the productivity levels of employees. This acquisition of new knowledge and skills, as observed by Becker (1994)   raises employees’ future net income which in return also increases individual workers’ lifetime earnings.

 The theory further encourages managements of organizations to invest in their workers as this not only generates worthwhile returns to the individual employees but also makes organizations produce high quality products which will also attract a lot of income for the organizations as observed by Armstrong & Taylor (2014). These two scholars further observe that there is clear evidence which shows that companies or institutions which have and continuously enhance or cultivate their human capital, they overtake those competing organizations that are without. This view is also supported by Crook et al., (2021). To operate well in the current competitive business environment, knowledge management by both individual workers and organizations has nowadays become a very crucial element to be highly considered in organizations compared to capital and land which were highly precious in the last decade, as noted by Chen (2008), highly valued.

The Human Capital theory postulates that employees are the most valuable assets organizations can ever take pride on hence their increased interest in knowledge and asset management is a critically very important factor that determines employee productivity and talent retention. Mullinnas (2020) crowns this by saying that only employees of a given organization carry a head the vision and mission of that organization. An organization is regarded as bad or good depending on the workers who work there. The researcher found this theory therefore, to be relevant for this study because it regards people who work in any organization as assets and stresses that any organization that prudently invests in its workforce stand to reap big as it will generate worthwhile returns.

 Managements of organizations need to be worrisome of the fact that, to remain relevant and achieve their set goals within the current technologically motivated new business environments, highly skilled and knowledgeable employees need to be maintained and well managed. Managers need to motivate and remunerate their staff members as they continually reward and value their profession. Organizations need to work towards ensuring that they provide an enabling environment in which employees are encouraged to continually upscale their knowledge levels as a way of developing themselves and their organizations. The theory also encourages managements to plan and ensure availability of suitable employee rewards systems.

DATA COLLECTION AND ANALYSIS PROCEDURE

 By use of descriptive and inferential statistics, the researcher analyzed his coded data which resulted in measures of central tendencies such as the median, mean, mode, variance, standard deviation, percentages, frequencies, and also coefficient of correlation. The researcher applied inferential statistics in order to measure parameters. He tested the study hypotheses using t-Test and ANOVA and the intention was to show causation and the development of inference variables.

Analysis of data collected was guided by the study’s set objectives whereby the researcher examined the coded data critically, made inferences and then ensured he cleaned it, sorted and then subjected it to SPSS software. After doing all these, he then went ahead and analyzed it using inferential and descriptive statistics. This assisted the investigator in describing data collected together with its features which were of interest to the study. The researcher, as observed by Coopper & Schindlerm (2018), analyzed both quantitative and qualitative data, used mode as a measure of the response given which manifests mostly in variables under investigation. While in the process of analyzing data, the investigator’s main focus was on patterns and relationships which were seen a cross a given collection and then finally made a general discovery about a phenomenon as noted by Seiadel et al., (2021).

The researcher, while collecting his data from respondents, he made sure he adhered to research ethics. No respondent was coerced in order to accept to fill research questionnaires. They gave required information freely because the researcher and his properly trained research assistants explained the purpose of the study and respondents were therefore convinced that the study was well intended. He therefore maintained a high level of confidentiality throughout data collection period by being neutral on all research matters and avoided subjectivity by not being biased in any way. No respondent was required to write his or her name anywhere on the questionnaire and this enhanced respondents’ confidentiality.

Hypotheses Testing

 In order for the researcher in this study to apply regression model to test his three hypotheses, he used T-Test and F- Test. F-Test was used to test the overall regression model. Besides, he applied t-Test to establish whether independent variables had any significant influence statistically over the dependent variable. This t-Test done and which involved the study’s independent variables was done as indicated below:

Ho1: Recruitment strategy has no significant influence on retention of employees.

Ho2: Human Resource Planning has no significant influence on retention of employees.

Ho3: Career development strategy has no significant influence on retention of employees.

It is worth noting that, if the P values, for all the independent variables were found to be greater than 0.05 the Null hypotheses were then rejected and their subsequent alternative hypotheses accepted. The investigator tested all variables level of significance at 5% or 95%.

STUDY FINDINGS AND DISCUSSIONS

First and foremost, the researcher in this study measured the influence which recruitment strategy had on employees’ retention in both public and private universities. After using 8 items whose factor loading was above 0.40 (0.419 &m0.721) the researcher found out that the eight (8) items highly valid for the constructs they represented. These items and the constructs they represented were then found to be useful in the study and this led to the conclusion that the factor loading for universities recruitment strategy was good (Hair et al., 2021) and Tabachnicka & Fiddel (2021).

Influence of Recruitment Strategy’s Regression Analysis

The researcher tested the relationship between recruitment strategy and retention of staff members using Pearson’s Product Moment Correlation Statistic where the R square value showed that 0 .585 (58.5%) of employees’ retention, which is quite significant, was as a result of the recruitment strategies put in place by the university managers hence, the conclusion that recruitment strategy and retention of employees are closely related and that they influence each other significantly.

ANOVA for recruitment strategy

An analysis of Variance (ANOVA) further showed that, 423.935 which was the F- Statistics Value and the P-value of (0.000) analytically realized by the researcher was less than 0.05 which therefore means that retention of university employees in Kenya is greatly influenced by recruitment strategies hence is providentially significant. These results were confirmed by studies done by Frankaisis (2020) which observed that recruitment and retention policy and organizations’ talent management, can significantly reduce staff members’ exit attraction rates.

Coefficient: Recruitment strategy (X2)

This study’s Regression Coefficient analysis done shows that t-value calculated was 20.590 while its p- value was 0.000. This was then found to be less than 0.05, significance level.   It then must be noted here that these values providentially show that recruitment strategy influences staff retention in all the universities involved in the study. This finding therefore confirmed that the obtained coefficient (Y=2.528+ 0.370X2) implied that, for every recruitment strategy’s unit increase, employees’ retention increases with 0.370. Based on this analysis, it was therefore confirmed that, there exists a significant relationship between universities recruitment strategy and staff members’ retention which makes the null hypothesis be rejected and its alternative adopted.

Staff Retention and University Employees’ Human Resource Planning Strategy 

The study’s second objective sought to establish the extent to which human resource planning strategy influence university employees’ retention. This focused mainly on whether or not the universities used for this study had made sure human resource planning strategies were in place in universities. Concerning this aspect, respondents who constituted 70.6% of them agreed, 12.2% of them decided to remain neutral while 8.9% of the respondents strongly agreed, as 4.3% of them disagreed with the statement and 4.0% disagreed strongly. When respondents were asked to show whether forecasting had in any way helped top managements of universities employ quality staff commensurate to the right number, their responses showed 9.9% of the respondents, which is an insignificant number of respondents strongly agreed, 32.0% of them agreed while 38.3% decided to be neutral. Respondents who constituted 15.0% disagreed and 4.3% strongly disagreed with that statement. These results from their responses confirmed the findings of studies carried out by Armstrong & Taylor (2014) who noted that every organization needs to make sure it employs an appropriate number and type of staff who are committed to performing their respective tasks effectively and efficiently so as to enable organizations meet their set objectives. When asked to indicate whether human resource planning frameworks in their universities were being reviewed regularly to be in line with university retention strategy, respondents constituting 7.3% strongly agreed to the statement, 28.4% of them just agreed, 39.9% decided to remain neutral, while those who disagreed constituted 19.1% and 5.3% for those who strongly disagreed with that statement.

This study’s researcher wanted to establish whether universities’ human resource planning strategies were integrated with their missions and visions and responses from respondents who formed 11.2% strongly agreed while 39.3% simply agreed with 32.7% of them choosing to be neutral as 12.0 % of them chose to disagree and 4.0% strongly disagreed with the statement. These findings therefore confirm Armstrong and Taylor’s (2014) observation which indicated HR Planning Strategy is an organization’s systematic procedure which goes a long way to providing managers with a clear structure that enables them to make right decisions on their human resource.

Universities Career Development Strategy and Retention of Employee

The third objective of this study sought to assess whether retention of staff was influenced greatly by career development and to establish this, the researcher asked the respondents to show their level of agreement by indicating the extent to which they agreed or disagreed with the statements he provided on the same and their responses were as follows; Respondents who constituted 2.3% strongly disagreed to the statement while 7.3% disagreed, 17.5% of them decided to be neutral, 52.1% were in agreement with the statement while 20.8% of them strongly agreed. These findings concurred with Bolagun (2005), Light et al., (2009) who observed that, in the 21^st century, making changes in organizations demands that only those workers who have the required skills and competencies need to be hired and compensated appropriately as opposed to the skills and competencies of the 20^th century. The results therefore indicated or confirmed the existence of a significant relationship between career development and staff retention in universities as observed by (Monis & Sreedhara 2011); and (Abbas, 2014). These four researchers’ studies focused on career development and thus observed that, when employees are developed and compensated well in their places of work, they tend to stick to their jobs and serve with dedication throughout their lives.

Armstrong (2009) observed that organizations’ lack of a clear career development or development for workers in many organizations was responsible for employee turnovers and recommended that employers come up with career development plans and clear employee retention strategies. The researcher’s bid to establish whether managements of universities in Kenya align career development programs with staff’s personal goals, mission and vision of their universities, got him the following results; respondents constituting 8.9% strongly disagreed with his statement while 10.9% of them simply disagreed as 29.1% decided to remain neutral. The rest constituting 34.3% and 16.6% agreed and strongly agreed with the researcher’s statement respectively. Out of a possible score of 5, the study realized 3.3874 average score and 1.15231 standard deviation which was then a clear indication that majority of respondents agreed to the statement which stated that career development is aligned to the personal goals of university staff thus there is clear alignment of employee personal goals to their organizations’ goals, vision and mission. In order to establish whether universities’ management do support both organizational development and also individual career development programs, respondents responded as follows:  Respondents who constituted 2.3% strongly disagreed, 28.1% were neutral, 12.2% disagreed, 22.8%1 strongly agreed while 34.7% agreed.

STUDY FINDINGS AND CONCLUSIONS

By use of inferential statistics in data analysis, the results indicate that there is a significant relationship between universities recruitment strategies, human resourcing plans, staff’s career development plans (which in this study were independent variables) and staff retention which was the dependent variable. The study realized that the overall model which was obtained from the findings, indicated that changes in any of the study’s variables would significantly result in positive changes in staff retention. Secondly the null hypothesis which stated that ‘Recruitment, Human resource planning, and career development strategies respectively and employee relations strategy had no significant influence on retention of universities’ staff was rejected and its alternative hypothesis accepted.

Universities Recruitment Strategy and Retention of staff

By use of inferential statistics to test the two main study variables, the results obtained indicated that there was a significant relationship between the independent and dependent variables as 58.5% of retention of staff was explained significantly by universities’ recruitment strategy thus rejecting the null hypothesis and its alternative hypothesis accepted.

Human Resource Planning Strategy and Retention of Employees

From the inferential analysis of data collected done, the study established that there was a significant relationship between universities’ human resource planning strategy, which in the study was the independent variable and retention of staff, which was the dependent variable. It was found out that 58.7% of retention of university employees was as a result of that and therefore the null hypothesis was rejected and its alternative hypothesis accepted.

Universities Career Development and Staff Retention

The researcher after analyzing data established that there was a positively significant relationship between career development of staff in universities and their employee retention. It is also important to note that 58.4% of retention of employees was found to be resulting from staff development frameworks put in place by university managements. These results led to the rejection of the coefficient of the null hypothesis and its alternative accepted. Therefore, the coefficient for career development strategy rejected the null hypothesis and instead accepted the alternative hypothesis.

This study further revealed that, if universities could put in place programs which will offer  career development opportunities to staff members, for example, continuous capacity development to all staff and competence based training that is aimed at improving employee capabilities, employees are more likely to be devoted in their work and will thus be more than willing to work in their institutions till they attain retirement age, a scenario that will make institutions experience improved productivity. Therefore, the study noted that universities inability to develop clear career development strategy was the main reason behind poor retention.

The study’s researcher finally concluded from the study’s findings that employee relations strategy may enable universities achieve their objectives if only their top managements can recognize, value their employees and provide them with avenues through which they are free to air their complaints at the same time be free to give their inputs to the organization. In this regard therefore, the study acknowledges that private and public universities in both developing and developed countries, face key employee recruitment and retention challenges. This is seen especially when recruiting staff particularly professionals, technical, and academic members of staff. University managers therefore, need to give employee management and retention priority if they are to achieve their mandate and compete favorably in the ever-changing contemporary society.

 After having looked at the findings that the study came up with, we are therefore authoritatively persuaded to conclude that there is a significant relationship between universities’ Human Resourcing Frameworks and retention of university employees in Kenya.

RECOMMENDATIONS

Recruitment Strategy and Retention of Employees

The researcher, after having analyzed the study’s findings recommends that management boards and university councils in Kenya need to identify recruitment needs at departmental levels which will involve job analysis and workplace details. This will enable them have in their possession pertinent information concerning training of staff, skills and experiences required before embarking on recruitment exercise.

Secondly, top managers of both public and private universities need to ensure they advertise vacant positions to be filled in local newspaper dailies and also at social media platforms. This will accord qualified and interested job applicants’ equal opportunities for selection, ensure selection of suitable candidates from a wide catchment area and also attract highly competent and skilled applicants. It is believed that if this is done, it will allow recruiters more time to have all applicants vetted, short-listed and also have enough time to send feedback to all applicants. After interviewing shortlisted applicants successfully, universities’ top managers need to ensure issuance of appointment letters does not take unusually long to be released to successful candidates. It must be borne in mind that effective and timely communication attracts interested candidates to a recruitment process that is seen to be transparent and which in the long end will bring about job satisfaction. Besides, top university managers need to train recruiters in a bid to strengthen and sharpen their personal skills desirable for conducting a recruitment and selection of suitable candidates’ exercise that is seen to be fair and free of any malpractice.

The study also recommends that universities’ top management need to look for a way of eliminating manipulative, discriminative and subjective recruitment practices prevalent in their universities such as: tribalism and nepotism. They need to ensure they have in place competitive practices that are based on individual competences of prospective candidates from all diversity, that is, practices that are conscious of gender and discrimination of any kind. Besides, the study also recommends that top managements of universities need to ensure they offer competitive salaries and other motivational packages, benefits and attractive welfare schemes for all staff. This when done, will attract and retain talented, skilled, committed, willing, motivated and highly qualified staff who will in return enhance high quality productivity in their institutions.

Human Resource Planning Strategy and Retention of Employees

 The study recognizes the role Human Resource Planning strategy plays in running the daily affairs of universities in Kenya. The researcher recommends that university managers need to have revised and robust human resource planning frameworks entrenched in their human resource policy documents. Besides, they should have detailed short-term and long-term human resource requirements as entrenched in their strategic frameworks and also ensure they are implemented fully. They should put mechanisms in place that will ensure frequent monitoring and evaluation of the implementation process.

The study further recommends that there is need for university managers to ensure Human Resource Planning frameworks on retention of their staff are put in place. This can be done by ensuring that there is effective communication from their councils down to all workers. This will ensure there is credibility in their human resource strategies programs that focus all levels of employees. Besides, this will ensure universities top managements are able to address in a timely manner, all human resource planning implementation challenges they experience in their institutions. They further need to provide effective and efficient leadership which ensures moral support and timely financial resources are provided to all employees. This should also strictly adhere to promotions and appointments laid down criteria and a match between employee skills, responsibilities and remunerations. Universities need to adopt a rigorous approach to individual performances, effective implementation of human resource frameworks and proper induction and placement in their institutions of all recruits.

 It is recommended that top university management provides a friendly working environment which is capable of incorporating all staff in their human resource planning plan. It is important for universities to recognize individual employees’ participation in decision making process and their full engagement for efficient and effective running of universities. Further still, the study recommends a thorough continuous review of universities’ human resource planning frameworks in order to accommodate emerging challenges of political, social, cultural and economic nature and which are manifest in business environments. Universities human resource departments need to review their demand and supply surveys in order to continuously have a balanced number of employees who should be recruited and the number that should be retained for work at any given time. This helps in streamlining retention strategies and also enables employees to have strong feelings of satisfaction and attachment to their institutions. Besides that, universities must ensure they have in place effective pro-active and trans formative leadership that is capable of dealing with the ever-changing human resource planning needs.

Career Development Strategy and Retention of Employees

 The study recommends that university managements and councils need to have in place an attractive staff development framework which should be enshrined in their HRM policy documents. They need to ensure this policy document’s plans are fully implemented. They must make sure effective monitoring and evaluation mechanisms are put in place which will bring about a successful implementation process. It must be borne in mind that an excellent career development strategy is that which brings about learning experiences and facilitates transitions or promotions which are capable of moving individual employees towards a personally determined and evolving preferred future.

SUGGESTIONS FOR FURTHER RESEARCH

The researcher’s intention for carrying out this investigation was to carry out a detailed assessment based on the role played by recruitment strategies on influencing the attraction and retention of members of staff in both approved and accredited private and public universities in Kenya. The researcher suggests therefore, a similar study be carried out by any research scholar which now would look at the influence of recruitment frameworks on staff attraction and retention involving non-profit making organizations such as private and public companies, commercial and manufacturing sectors like banks, internal and International manufacturing companies bearing in mind that these organizations value greatly their human resources for their survival and their overall achievements in the contemporary competitive business oriented environments and the contribution they make to the development of their economies in their respective countries.

Besides that, the researcher further suggests that research be conducted which will investigate the extent to which recruitment frameworks influence attraction, retention and performance of staff using independent variables, such as, gender, age, marital status, sample size as well as hierarchy. The study may involve universities or some other organizations in Kenya.

ACKNOWLEDGEMENT

 I want to very sincerely acknowledge my employer, The University of Nairobi for creating an enabling environment for me which led to a successful collection of date. Pieces of advice given to me by my mentor Prof. Dororthy Ndunge Kyalo will forever remain fresh in my mind. I will not forget to thank lecturers and managers of the universities I visited for filling for me my research questionnaires and for providing me with the much-needed information. Those who gave me any type of assistance at the time of doing this study, I thank them all.

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