Career Development Factors and Staff Turnover
Career development is a dynamic concept that covers the formal development of an
employee within an organization by providing long term strategy. It‟s a growing concern for
undertaking need analysis in terms of (career growth and awareness) coaching, training and
mentorship for leadership (Kelly, 2012). Effective career development determines the quality of
work force and success of organizations (O‟Donnell, 2007). Employee commitment (Grawitch et
al 2006) in terms of ownership for both career and ongoing development through Individual
Development Plan (IDP) and continuous learning process will increase job satisfaction and a
sense of ownership in execution of employee‟s duties. The long term implication on employees
will be job satisfaction, succession and higher retention. External and internal skills development
is a prerequisite condition for advancement opportunities and there must be relevant feedback to
increases productivity and decreases turnover.
Employees Performance has a direct correlation with organization performance. HRM
practices must efficiently develop environment suitable for developing professionals that will be
retained for strategy implementation. Instances that decrease motivation will increase
dissatisfaction and staff turnover. Talent management process according to (Munyendo, 2012)
must identify actual and potential talents for the betterment of both individual and organizations.
Ernst & Young survey (2014) recommended that frameworks for self-development, training
programs and career progressions must develop future skills necessary for value addition.
Human Capital remains the most critical and sensitive resource to any organization, management
must invest on employees to facilitate their dynamic and integral functions (Price, 2007).
Organizations must undertake need analysis, evaluate trainings (Bramley, 2003) identify
individual‟s gap, provide coaching and mentorship for succession purposes. Management and
supervisory development programs (Cifalino & Baraldi 2009) must be directed towards career
developments. These programs include decision making, team work and entrepreneurial skills
which are crucial in talent nurturing. These will create optimum path (Hassan &Yayub 2010)
necessary for solving employee‟s needs and fostering commitment. Perception of training and
development of employees must change so that it is no longer viewed as a cost centre but as an
investment to be evaluated alongside investment in capital equipment.
Employee Relations Factors and Staff turnover
Employee Relations otherwise called retention policies covers employee welfares,
conflict resolutions, promotions ,recognitions, leadership, communication styles, succession
plans, industrial relations and employee participation in decision makings. Performance
management (Armstrong ,2009) being the epitome of conflicts in organization are very critical
since it covers interactions between management and employees, collective bargaining
agreements which should be reviewed and integrated to reduce staff turnover. The relationship of
performance management and staff turnover has been described as having positive correlation
especially where management hasn‟t observed fairness and objectivity in rewarding employees
based on performance (Allen, 1999).
Relationship management entails aspects that satisfactorily enhances productivity,
motivation, human relations that are value addition and conducive for employees (Cole,
1991).Employee relations‟ is a common title for the industrial relations function within
personnel management.HRM practices still asserts that human capital remains the most sensitive
resource for any organizational survival (Bernardin,2003).The term underlines the fact that
industrial relations is not confined to the study of trade unions but embraces the broad pattern of
employee management, including systems of direct communication, leadership styles and
employee involvement in decision making (Crowling,2009).
Organization with attractive retention policies (Ulrich, 2007) can reduce recruitment
costs associated with high staff turnover; this will enhance productivity and performance. Poor
employee relations (poor leadership styles, aggressive communication, and poor working
conditions) will negatively affect the realization of organization and individual goals. Rewarding
employees both at the individual or group levels for their performance and acknowledging their
contributions to the organization‟s mission is a fundamental. Basic principles of effective
management allow behavior to be controlled by consequences. Impartiality, performance and
objectivity must be employed in rewards and punishments rather than nepotisms, tribalism and
corruption in the current employment sectors.
Performance linked with pay decisions, promotions and recognitions will automatically
boosts employee‟s morale and improve retention rates. Payments based on performance are
effective in motivating employees since they are feedback oriented. Recognition, rewards and a
sense of achievement are central to the motivation process (Herzberg, 1959). Managers need to
address ways in which they reward staff, as each member is different and will react in different
ways to reward and recognition. Consistency and fairness in distribution is important and
managers also need to be conscious of de-motivation (Holbeche, 1998) since organizations are
increasingly becoming “flatter” structures. Reward systems must motivate rather than de-
motivate employees.
Pay structures must be moderated and the gap between subordinates and management
bridged to decrease inequality (Khalumba, 2012). Employees gossips on payment of peer
workers has detrimental impact on motivation and is regarded as morale killer especially where
Higher performers receives inferior rewards compared to their co–workers especially after
industry benchmarking. Equity theory on job motivation (Adams, 1963) acknowledges that fair
treatment in terms of equitable distribution of resources in organizations is very imperative since
it‟s viewed as the single most cause of conflicts. Internal and external comparison has triggered
the feelings of dissatisfaction and demoralization resulting to employee‟s intention to search for
greener pastures.HRM practices would be tested in connection with staff turnover (Teleema &
Soeters 2006).
The conventional view is that a manager‟s plan for strategy implementation should
incorporate more positive than negative motivational elements because when co-operation is
positively enlisted and rewarded, people tend to respond with more enthusiasm and effort
(Sampson, 1973).Inspirational leadership, proper communication, management by objectives,
appreciation and feedback to employees are still considered key in improving relations and
retention policies. To get employees retained, management must rely on motivation incentives as
a tool for implementing strategy, the greater will be the employees‟ commitment, performance
and higher retention.
REFERENCES
Allen, D.G., Griffeth, R.W. (1999), Job performance and turnover: a review and integrative
multi-route model, Human Resource Management Review, Vol. 9 pp.525-48.
Andisi, M J, (2006), Factors that are associated with Employee turnover among the health
Armstrong, M 2006, A Handbook of Human Resource Management Practice, 10th edition;
Kogan Page USA, Philadelphia , USA.
Armstrong ,M. (2009) Armstrong's Handbook of Performance Management: An Evidence-Based
Guide to Delivering High Performance,Kogan Page Publishers, USA .
Armstrong M. (2008) A handbook of Human Resources Management practice 10th Edition
London,Kogan page Ltd
Aryee, S., &Budhwar, P.S., & Chen, Z.X. (2002). Trust as a mediator of the relationship between
organizational justice and work outcomes: test of a social exchange model. Journal of
Organizational Behavior, Vol. 23 No.3, pp.267-85.
Aryee, S., &Budhwar, P.S., & Chen, Z.X. (2002). Trust as a mediator of the relationship between
organizational justice and work outcomes: test of a social exchange model. Journal of
Organizational Behavior, Vol. 23 No.3, pp.267-85.
AKIB/CBK (2014) Annual Report Released on Business Daily, Friday January 10th 2014 Sunday
January 2014.
Barney et al. (2009), HRM Theory & practice. Cape Town: Zebra Publications.
Bernardin, H J, 2003, Human Resource Management: An Experimental Approach, 3rd edition,
McGraw – Hill, New York,
Blau, P.M. (2006), Exchange and Power in Social Life: New Introduction by the author, 10th
ed., Transaction Publisher, London
Blake, R .(2006) Why Employees leave, Available online.
Bramley, P. (2003), Evaluating Training, Chartered Institute of Personnel Development,
London.
Brown, L. V. (2007). Psychology of motivation. New York: Nova Science Publishers.
Capelli, P. (2000) A market driven approach to retaining talent. Harvard Business Review
78(1):103-111.
CBI (2005), Who Cares Wins: Absence and Labour Turnover, CBI, London, May,
CBK/BSD (2012/2013 )Supervisory Annual Report: Bank Supervision and Banking Sector
Reports on business daily newspaper 29/11/2013
Chartered Institute of Personnel Development (CIPD) (2007), Rewarding Work – The Vital Role
of Line Managers, CIPD, London, change agenda
Chepkony Nicholas K, (2012) The link between talent management practices ,succession
planning and corporate strategy among commercial banks in Kenya ,Unpublished MBA
project , UON.
Cifalino.A. and Baraldi S. (2009) Training programmes&Performance measurements Evidence
from Healthcare Organizations .Emarald Group Publishing Ltd.
Cole, G.A. (1991), Personnel Management: Theory and Practice: Emerald publications London.
Commercial Bank ofAfrica,CBA Human resources department, http://www.cbagroup.com
Coon, D. & Mitterer, J. O. (2010).Introduction to psychology: Gateways to mind and behavior
with concept maps. Belmont, CA: Wadsworth.
Cooper, C.R. and Schindler, P.S. (2003), Business Research methods.Seventh edition. New York:
Irwin/ McGraw-Hill
Costello, D. (2006, December). Leveraging the Employee Life Cycle.CRM Magazine, 10(12),
48-48. Retrieved February 23, 2009, from Academic Search Premier database.
Creswell, J.W., and Vicki L. Plano Clark.Designing and conducting mixed methods research.
Thousand Oaks, CA: Sage publications, 2007.
Crowling,M.(2009) The Essence of Successful Personnel Management & Industrial
Relations,Prentic,HallInternational,Hertfond,CT.
CorporateStaffingServices, PricewaterhouseCoopers &DelloiteLtd ,2014 Employment survey
Released on Business Daily ,Wednesday March 26,2014 , 26032014
Deci, E.L., Ryan, R.M. (1985), Intrinsic Motivation and Self-Determination in Human Behavior,
Plenum, New York, NY.
Deci, E. L., & Ryan, R. M. (2000). The 'what' and 'why' of goal pursuits: Human needs and the
self-determination of behavior. Psychological Inquiry, 11, 227-268.
Derek, T, Laurel, H & Stephen, T, 2002, Human Resources Management, 5th edition, Person
Education Limited, Harlow, England.
Ernst &Young Consulting Firm,( 2014) Employment survey (pay rises as companies poach staff)
15052014
Fehe, E.& Falk, A. (2002) Psychological foundations of incentives ,Institute for Economic
Research ,European Economic Review 46 (2002) page 687-724.
Furlonger, J.1999. European IT staff retention: why people leave, and what to do, Gartner Group
Research Note, December 24, p 1-3. Health field, S. M. 2006. Salary and compensation
trends for forward thinking organizations, your guide to human
Glebbeek, A. C. &Bax, E. H. (2004). Is high employee turnover really harmful? An empirical
test using company records.Academy of Management Journal, 47, 277-286.
Gratton L. &Erickson.T.J (2007) What it means to work here ,Harvard Business Review
vol.85,No3 pp104.
Grawitch, M. J., Gottschalk, M., &Munz, D. C. (2006). The path to a healthy workplace:
A critical review linking healthy workplace practices, employee well-being, and
organizational improvements. Consulting Psychology Journal: Practice and
Research, 58, 129-147.
Griggs, R. A. (2010). Psychology: A concise introduction. New York: Worth Publishers
