The stakeholders should also emphasize on providing career advancement

The stakeholders should also emphasize on providing

This preview shows page 43 - 47 out of 54 pages.

The stakeholders should also emphasize on providing career advancement opportunities to their employees so as to enhance efficiency and productivity in their organizations. They should periodically facilitate training opportunities and organize seminars regularly so as to impart necessary skills and competences to their employees. Employees tend to be satisfied in staying in organizations that give them career development opportunities. Based on the findings in chapter four and conclusions above, the study also recommended that the stakeholders involved in the industry were to devise ways to ensure that the employees balanced the work life and their social. This was to be done through provision friendly terms such as offering career breaks and flexible working hours. This helped to 31
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ensure that employees had a healthy mental status and this played a big part in enhancing their retention in the organization. Reward packages was another major factor that employees in the banking sector focused on, they argued that good remuneration strategies and appreciation and provision of rewards for any good work done by employees was of great essence in maintaining their retention. 5.5 Suggestion for Further Studies The researcher wishes to call upon further researches to be carried out on various or other effects affecting employees’ retention not only in the financial sector but also in other fields such as the medical field 32
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REFERENCES Amamo, A. (2005). A survey of factors that affect and retaion FM radio presenters in Kenya. University of Nairobi. Anyika, L. (2012). perceived relationship between psychological contract and employee turnover at Barclays Bank. Unpublished MBA project . Armstrong. (2006). Factors affecting Employee turnover . Armstrong. (2009). Aligning human resources and business strategy. Routledge. Routeledge: L Holbeche. Besich. (2005). employees' turnover. factors employees retention in organizations . Burns, G. &. (2001). priciples of research. research desing and procedure . Chew, J. (2004). Retention management of critical employees . A challanging issue confronting organizations in the 21st century. International Business And Economic Research Journal . Collins, J. (2006). Good to great and the social sectors. Random House. Conradie, D. (2014). Engaging the 21st workforce . Kenya Human Capital Trends . Cook, M. F. (1992). The AMA handbook for employee recruitment and retention. American Management Association. Cropanzano. (2002). Theories of organizational justice . Eshiteti, O. &. (2013). Effects of succession planning programs on employee retention. Mediterranean journal of social sciences . 33
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Hausknetcht, J. (2009). Targeted employee retention. Performance- based and employee related differences in reported reasons for staying . Herry. (2008). inputs and services payment. Heyman. (2003). Factors that enhance Employees productivity . Hungler, P. &. (2001). Data collection methods . Irshad, M. &. (2007). Factors affecting employees retention. Abasyn Journal of Social Sciences , 307- 339.
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