Data analysis on Perceived Relationship between Employee
Retention Practices and Organizational Performance
This section reports on the perceived relationship between Employee Retention
Practices and Organizational Performance at NOC. On a 5-point scale, 8 Employee
Retention practices under investigation were, Recruitment& Selection, Training &
Development,
Career Advancement, Compensation & reward, Effective Communication, Work
environment & Socialization, Supervisor Support &Relationship and Organisation
Culture. The respondents were asked to indicate the level of agreement using a Likert
scale of 1-5 where 1 is not to any extent, 2 low extent, 3 is moderate extent, 4 large
extent and 5 is to very large extent. To be able to interpret the score, mean score of <
1.5 implies not to any extent, 1.5 – 2.4 implies low extent, 2.5 – 3.4 implies moderate
extent,– 4.5 implies large 13extent and > 4.5 very large extent. A standard deviation of
>1.5 means a significant variance showing non-consensus in the responses while <1
showing significance variance hence consensus in response.
Recruitment and Selection Practices and Organizational Performance
The respondents were asked to state their view of the recruitment and Selection
practice on organisation performance at NOC. The results were as shown below on
Table
Recruitment and Selection Practices and Organizational Performance
Recruitment and Selection Practices and Organizational
Performance
Mean Standard
Deviation
Hiring instruments at NOC ensure that the relevant job criteria are
included in the tests and interviews at the design stage which lead
to selecting candidates who match the demands of the job in terms
of their skills, attitudes and behaviors.
3.8 .98257
NOC uses structured interviews to enhance reliability and validity
of the interview. Those hired are therefore matched to key job
criteria resulting to superior performance which helps organisation
achieve its goals
3.1 .89819
Average Mean 3.5
The findings as shown in Table 4.6 above indicates that the respondents agreed
to large extent (Mean of 3.8, SD .98257) that relevant job criteria are included
in the tests and interviews at the design stage leading to selecting candidates
who match with the demand of the job. The respondents agreed moderately
with use of structured interviews to enhance reliability and validity of the
interview at NOC, (Mean of 3.1SD. 89819. On average, the respondents agreed
to large extent (mean of 3.5) that the method employed by NOC on recruitment
and selection is capable of bringing new reliable staff. The analysis above
highlights that NOC has a moderate criteria for selecting candidates who match the
demands of the job in terms of their skills, attitudes and behaviors. However, the
use of interview instrument to enhance validity and reliability is not largely used at
NOC.
Training and Development Practices and Organisational
Performance The respondents were asked the extent to which training and
development has enhanced organisational performance at NOC. The results are
presented on Table 4.7 below.
Table Training and Development Practices and Organisational Performance
Training and Development Practices and Organisational
Performance
Mean Standard
Deviation
Knowledge acquired through continuous training has a direct
influence on my work performance.
4.3 0.89617
Training needs assessment is carried out continuously within
the organization to enhance performance
3.5 0.98257
NOC has a comprehensive policy on training which links
training to performance.
2.1 0.89819
Training programme are evaluated to gauge their effectiveness
in improving performance
2.1 1.89719
Average Mean 2.6
In regard the findings in Table 4.7 as to whether knowledge acquired through
training has helped improve performance, respondents agreed to large
extent (Mean of 4.3, SD .89617). They also in agreement to large extent that
continuous training assessment is carried out to enhance performance (Mean of
3.5, SD .98257). In regards to comprehensive training policy at NOC the
response indicate a low extent (Mean of 2.1, .89819). On training evaluation
to gauge effectiveness of training, the response is to low extent (Mean of 2.1,
SD1.89719). On average respondents indicated (Mean of 2.6) agreed that
training and development has a direct influence on employee’s work
performance and that training need assessment was moderately carried out.
From the above analysis, employees at NOC have acquired training and
development which has helped them improve performance and training
assessment to establish the skill gap is moderately carried out at NOC.
However, the analysis established that there is no policy on Training and
Development at NOC and that evaluation of training programme is not
consistent to gauge the effectiveness of the training.
