scholarly journals MOTIVATION ON EMPLOYEE RETENTION IN COMMERCIAL BANKS IN HOMABAY COUNTY, KENYA

2020 ◽  
Vol 8 (7) ◽  
pp. 66-72
Author(s):  
Charles O. Ndede ◽  
Keyword(s):  
Commercial Banks ◽  
Employee Retention

Influence of Coaching on Employee Retention in Commercial Banks in Kenya

2020 ◽  
Vol 5 (1) ◽  
pp. 29
Author(s):  
Magdalene Kamunya ◽  
Dr. Joyce Nzulwa
Keyword(s):  
Commercial Banks ◽  
Executive Coaching ◽  
Life Skills ◽  
Employee Retention ◽  
Personal Goals ◽  
Career Expectations ◽  
Career Coaching ◽  
Bank Management ◽  
Performance Coaching ◽  
Personal Interests

Purpose: The main objective of the study was to determine the influence of employee coaching on employee retention in commercial banks. The study specifically aimed to determine the influence of performance coaching, career coaching, life skills coaching and executive coaching on employee retention in commercial banks.Methodology: The study adopted a descriptive research design and the target population comprised of a total of 306 staff working in the six selected Commercial Banks in Kenya. The selected commercial banks included; Cooperative bank of Kenya Ltd; Kenya Commercial Bank Ltd; Consolidated bank of Kenya Ltd; Standard Chartered bank Kenya Ltd and CFC Stanbic Bank Ltd and NIC bank. The study adopted a probability sampling design by using a stratified random sampling technique to select the sample size of 136 respondents. Questionnaires were used as the main data collection instruments and pretested for validity and reliability using a pilot study. Data gathered was analyzed using both descriptive and inferential statistics and presented using tables and charts.Findings: The study findings indicated that performance coaching factors notably, goal setting, feedback, personal development and goals achievement influences employee’s retention in commercial. The study also noted that career coaching ensured that employee personal interests are considered, employee career expectations are met there is achievement of employee personal goals and employees are able to effectively plan their careers. The study concluded that performance coaching is the major coaching method that influences most employee retention in commercial banks, followed by career coaching, then executive coaching and lastly life skills coaching.Unique contribution to theory, practice and policy: The study recommends that to improve on performance coaching, the bank management should offer performance coaching programmes which equips employees with skills to enable employees to understand organization goals and set their goals and work towards achievement of the goals.  The bank management should adopt effective career coaching programmes which motivate employees to stay working in the organization in order to advance their careers. The bank management should provide coaching programmes which ensures that employee personal interests are considered, employee career expectations are met and there is achievement of employee personal goals and employees are able to effectively plan their careers. This will contribute towards employee career development and growth which influences most employees to remain working in organization and hence leading to increased rate of retention

scholarly journals The role of HRM practices in retaining employees: evidence from the banking sector

2021 ◽  
Vol 7 (4) ◽  
pp. 232-247
Author(s):  
Muhammad Daniyal ◽  
Mrestyal Khan
Keyword(s):  
Performance Appraisal ◽  
Commercial Banks ◽  
Employee Retention ◽  
Banking Sector ◽  
Training And Development ◽  
Working Environment ◽  
The Past ◽  
Convenience Sampling ◽  
And Performance

Banking is one of the fastest-growing sectors because of its contribution to the economy, however, today employee retention is demurring for banks and they are striving to fulfil this challenge. It has been observed from the past few years that it is due to the lack of knowledge related to the proper implementation of HR practices in the commercial banks. The main purpose behind conducting the research is to understand the effect of compensation (C), working environment (WE), training and development (T&D), and performance appraisal (PA) on employee retention (ER). The study used convenience sampling with a sample size of 200 and data was collected from the employees of different commercial banks located in Islamabad and Rawalpindi. The empirical results showed that WE, PA, and COM have a significant positive relationship with the ER whereas T&A has the insignificant one.

scholarly journals Employee Retention in Nepalese Commercial Banks

2019 ◽  
Vol 22 (2) ◽  
pp. 95-106
Author(s):  
Dhan Raj Chalise
Keyword(s):  
Commercial Bank ◽  
Commercial Banks ◽  
Employee Retention ◽  
Banking Sector ◽  
Development Program ◽  
Training And Development ◽  
Work Life ◽  
Career Opportunities ◽  
Career Opportunity ◽  
High Level

Employee retention issues is the burning issues especially in the banking sector in Nepal. This study is designed to examine the factors on retention of employees in Nepalese commercial bank. Adopting descriptive cum analytical research design the study is based on 5 point likert scale questionnaire. 200 managers, assistant manager and officers level employees from three commercial bank operating at Kathmandu valley were selected on basis of stratified random sampling method. Training and Development, Career Opportunity and Work Lifer policies are taken as dependent and Employee retention as an Independent variable of the Study. The collected data were analyzed through correlation, regression and coefficient analysis to establish the relationship between the dependent and independent variables. The result showed a significant positive relationship between career opportunities, work life policy with employee retention. In addition this study replicates the high level of effect of work life policy and no significant relationship with training and development program in Nepalese commercial banks.

The Influence of Leadership on Employee Retention in Tanzania Commercial Banks

2018 ◽  
Vol 8 (2) ◽  
pp. 274 ◽  
Author(s):  
Kelvin M Mwita ◽  
Eliza Mwakasangula ◽  
Oscar Tefurukwa
Keyword(s):  
Commercial Banks ◽  
Employee Retention ◽  
Linear Regression Analysis ◽  
Leadership Skills ◽  
Working Hours ◽  
Training And Development ◽  
Working Environment ◽  
Bank Managers ◽  
Recruitment And Selection ◽  
Management Functions

Leadership is one of important aspects in any form of activity that involves people. Leadership may make employees either stay or leave the organisation hence it becomes one of factors that influence employee retention. Organisations spend and invest a lot in their employees and this starts from recruitment and selection, training and development, compensation and other Human Resource Management functions. This entails that letting an employee leave your organisation is a costly decision one can ever make. Various studies done in Tanzania have been investigating employee retention by associating it with other factors such as salaries, working hours, training and development, working environment and promotion among others. This study examined the link between leadership and employee retention. The study used Akiba Commercial Bank (Buguruni Branch) and Tanzania Postal Bank (Morogoro Branch) as the study cases and data were collected using questionnaires. Linear regression analysis was employed to examine the relationship between the variables. It was found that there is significant linear relationship between leadership and employee retention in Tanzania commercial banks. The study recommends provision of training to bank managers and supervisors on leadership skills since managing and leading go hand in hand. It further reminds managers and supervisors to seek for feedback from their subordinates on how they perceive leadership styles used in respective banks and make improvements before the employees decide to leave.

scholarly journals Employee Retention in Nepalese Commercial Banks

2019 ◽  
Vol 22 (1) ◽  
pp. 95-106
Author(s):  
Dhan Raj Chalise
Keyword(s):  
Commercial Bank ◽  
Commercial Banks ◽  
Employee Retention ◽  
Banking Sector ◽  
Development Program ◽  
Training And Development ◽  
Work Life ◽  
Career Opportunities ◽  
Career Opportunity ◽  
High Level

Employee retention issues is the burning issues especially in the banking sector in Nepal. This study is designed to examine the factors on retention of employees in Nepalese commercial bank. Adopting descriptive cum analytical research design the study is based on 5 point likert scale questionnaire. 200 managers, assistant manager and officers level employees from three commercial bank operating at Kathmandu valley were selected on basis of stratified random sampling method. Training and Development, Career Opportunity and Work Lifer policies are taken as dependent and Employee retention as an Independent variable of the Study. The collected data were analyzed through correlation, regression and coefficient analysis to establish the relationship between the dependent and independent variables. The result showed a significant positive relationship between career opportunities, work life policy with employee retention. In addition this study replicates the high level of effect of work life policy and no significant relationship with training and development program in Nepalese commercial banks.

scholarly journals The Mediation Effect of Job Satisfaction between Reward System and Training and Development on Employee Retention in Yemen’s Banking Sector

2021 ◽  
Vol 4 (4) ◽  
pp. 215-228
Author(s):  
Hareth Abd Al-Wareth Alrazehi ◽  
Noor Aina Amirah ◽  
Ali Salman Mohammed Emam
Keyword(s):  
Job Satisfaction ◽  
Commercial Banks ◽  
Employee Retention ◽  
Banking Sector ◽  
Reward System ◽  
Training And Development ◽  
Important Variable ◽  
Mediation Effect ◽  
Cross Sectional ◽  
And Training

This study was conducted to determine the effect of rewards systems and training and development on employee retention, mediated by the effects of job satisfaction, in Yemeni commercial banks. The study used cross-sectional data collection methods. Data was collected from the headquarters of 15 commercial banks. A set of questionnaires using a 5-point Likert scale was distributed to employees; the data was analyzed using the Structured Equation Model (SEM) by IBM SPSS AMOS 25.0. The results indicated that both the rewards system and training and development significantly affect job satisfaction, while job satisfaction has a significant positive effect on employee retention. Training and development themselves have no statistically significant effect on employee retention. The results showed that job satisfaction plays a mediating role because the indirect effect is significant. The mediation is complete because the direct impact is not significant. The result indicates that job satisfaction is an important variable that links the reward system and training and development to employee retention in Yemeni banks. This study is expected to make significant theoretical, practical, and methodological contributions to this field of research due to the development of a model of the effects of the reward system and training and development on employee retention through job satisfaction.

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