Abstract:
Presently, employee retaining in the office of the director in public prosecution is a
recurring problem for the government. Despite measures having been put in place to
monitor and control employee turnover, there are still cases of higher and lower turnover
reported from human resource management. However, this study's primary purpose was
to establish elements that influence personnel turnover in government agencies in Kenya,
with a focus on the ODPP Nairobi Region. This study’s objectives were: to ascertain the
nature and magnitude of staff turnover; to ascertain work environment factors influencing
turnover of personnel; to investigate remuneration factors influencing staff turnover and
to ascertain career-development factors influencing staff turnover by the Office of the
Director of Public Prosecutions. The study was founded on Herzberg's two-factor
hypothesis. This research utilized a descriptive design to analyze the characteristics of the
numerous analyzed parameters. The target population of the study was 236 legal and non-
legal staffs. Structured questionnaires were used in data collection. Systematic random
sampling was used to yield a sample of 147 respondents from the target population of
workers at the Main Office (ODPP House), the PTI, the NSSF, Milimani, Kibera,
Mavoko, and Makadara Prosecution offices, as well as the Kiambu, Machakos, and
Makueni County offices. Additionally, 25 key informants were purposively sampled
among high officials. The Statistical Package for Social Sciences (SPSS version 24) was
employed to derive both descriptive and inferential statistics. The findings of the study
showed that there are high cases of staff turnover with the respondents confirming having
experienced the same with those having experienced it often and very often being at
59.2%. More respondents (61.7%) stated that females experienced turnover as compared
to their male counterparts at 38.3%. Marital status as a variable also influenced the
turnover with 79.2%of the respondents indicating that more married staff were leaving
and in terms of age, 76.7% of the staff indicated that the middle aged were exiting more
than the rest. Lack of work life balance, poor job satisfaction, less allowances, low levels
of salary, lack of recognition and lack of promotion and mentoring opportunities were the
major causes of high staff turnover. The study concluded that the working conditions
should be improved with better salaries and chances at mentorship and promotion to
ensure the staffs grow their career and are satisfied with their jobs.
