Individual and organizational determinants of talent turnover intention among employees of Safaricom limited

Abstract

The quest for the factors that determine turnover intentions has increasingly been a subject of empirical investigations among scholars globally. A cross-section of studies has attributed turnover intentions to shortcomings in the relationship between the employee and the organizational culture, inadequate training, lack of incentives and organizational policies; Leadership styles; Organizational justice. None of the foregoing extant studies however focused on high-potential employees, presenting an empirical gap warranting the present study. Against this backdrop, the present study set out to investigate the individual and organizational determinants of talent turnover intention with reference to high-potential employees of Safaricom PLC. The overall objective of the study was to ascertain the individual and organizational determinants of talent retention in Safaricom PLC. The specific objectives were to; establish the effect of task performance on talent turnover intention, determine the effect of remuneration on talent turnover intention, examine the effect of organizational culture on talent turnover intention, and assess the effect of work environment on talent turnover intention among employees in Safaricom PLC. The study followed quantitative methods, including the use of a formal questionnaire and data collection with descriptive and inferential statistics. This study was conducted in Safaricom PLC, and the total respondents were 217 from all department. The study made use of primary data obtained using a self-administered questionnaire. The questionnaires were composed of closed-ended questions and were intended to answer basic goals, study questions and theories for testing. Before the actual data collection, 22 staff members, representing 10 percent of the sample population, who were not included in the final study drawn from all departments, piloted questionnaires. Based on the results, the values of skewness and kurtosis revealed that the data were normally distributed. To test the hypotheses, both multiple regression and moderation analyses were used. Findings indicate that high-potential workers in the study region expect to remain in the current company and show a lower risk of near-future turnover. The study accepted the first null hypothesis (H 01 ) that Task performance does not have a significant effect on talent turnover intention among employees in Safaricom PLC (β = .034 ; t = .425; Sig. = .671). The study however fails to accept the second null hypothesis (H 02 ) that remuneration does not have a significant effect on talent turnover intention among employees in Safaricom PLC (β = .204 ; t = 2.844, Sig. = .005). The study also fails to accept the third null hypothesis (H 03 ) that organizational culture does not have a significant effect on talent turnover intention among employees in Safaricom Limited (β = .212 ; t =2.633, Sig, = .009). The study further accepts the fourth null hypothesis (H 04 ) that work environment does not have a significant effect on talent turnover intention among employees in Safaricom PLC (β =- .053, t = .739, Sig, = .461). This study concludes that regardless of their work environment, a majority of high-potential employee in the study area express low turnover intentions and are satisfied with both their task performance and work environment. A majority are however dissatisfied with their remuneration and the organizational culture in the organization. The study recommends that in order to keep the turnover intentions low, the organizations should consider bettering remuneration for high-potential employees and encourage an organizational culture that promotes creativity, productivity and innovativeness. Individual factors particularly remuneration was found to be significant in determining retention of high potential, high performing staff in the study area. To improve on the recognition, there is need to periodically benchmark and review skilled staff remuneration packages in line with best practices. Company specific factors have been found to have a significant effect on retention of high potential, high performing staff. To improve working conditions, skilled staff ought to be clearly communicated upon, the set goals and targets of the Institute. There is also need to provide each skilled staff a specific job description clearly indicating functions, responsibilities and reporting structures in addition to promptly addressing staff issues and suggestions. In general, to improve staff retention, it is imperative for organizations to listen to and address staff concerns and suggestions to ensure that the staffs are happy. There is need for organizations to spend more in understanding applicants’ social backgrounds in relation to the job dynamics before hiring them, to either hire staff whose social characteristics suit the jobs applied for or structure jobs that are rich in depth, which will motivate them to perform. Organizations also need to reengineer their job designs to maximize on employees output on a day-to- day basis. Organizations should further invest in creating a positive perception on employees regarding strategic role that job designs play aligning it with the strategic plans of the organization.