4.1.1 Employee Compensation
The descriptive statistics for the variable employee compensation were analyzed and
presented in Table 4. 9.
Table 4. 9. Descriptive Statistics for Employee Compensation
Statements SD D N A SA
M
The salary and benefits
are commensurate to
efforts
The university offers
good remuneration to
all staff
Pay of bonus is proportional to our work and is satisfying
Std.
Dev.
I will quit from
the university
Now if I am
2.30% 3.30% 1.70% 48.50% 44.20% 4.29 0.85
Given a better job with a better pay by different employer
47.50% 43.60% 2.30% 4.30% 2.30% 1.70 0.89
Compensation of finance the cause for me to continue working in the university is
2.00% 3.00% 2.00% 46.90% 46.20% 4.32 0.82
Average 3.79 0.84
The findings showed that most (93.4%) of the interviewees agreed that the salary and
benefits are proportional to efforts. The results also indicated that according to most
(92.4%) of the respondents the university offers good remuneration to all staff.
Further most (92.7%) of the respondents indicated that pay of bonus is satisfying and
proportional to effort. Moreover 93.1% of the interviewees concurred that
1.70% 3.00% 2.00% 46.90% 46.50% 4.34 0.80
2.30% 3.30% 2.00% 44.90% 47.50% 4.32 0.86
compensation of finance is the main cause for their long stay in the university.
However, 91.1% of the respondents did not agree that they would resign from the
university if they are offered a higher salary by another employer. The overall mean
for the responses showed that most of the interviewees were agreeing to the
statements regarding employee compensation.
4.1.2 Career Development
The descriptive statistics for the variable career development were analyzed and
presented in Table 4.10.
Table 4. 10. Descriptive Statistics for Career Development
Statements SD D N A SA
M
Sponsorship as well as scholarship for all staff fairly
Std.
Dev.
1.70% 3.60% 2.00% 43.60% 49.20% 4.35 0.83
There is a platform for staff to enhance their career in the university
1.70% 2.00% 2.00% 49.20% 45.20% 4.34 0.76
My current work motivates to work more to get skills linked to my work
2.30% 2.30% 1.70% 41.30% 52.50% 4.39 0.83
There is a program for training and guiding for all staff to enhance their skills
2.00% 3.00% 1.30% 44.20% 49.50% 4.36 0.82
Employees at the
univer
sit
y have mothraen
one potential position for
promotion 2.30% 2.60% 1.70% 47.50% 45.90% 4.32 0.83
Average 4.35 0.81
The results indicated that most (92.8%) of the respondents agreed that sponsorship
and scholarship are available for all staff without favors. The findings also indicated
that according to most (94.4%) of the respondents there exists career
progression/path of
employees in the university. Further most (93. 8%) of the respondents indicated that
their present job encourages them to continuously gain new skills linked to the job.
Moreover 93.7% of the respondents agreed that there is a training and mentorship
program for all employees which adds value to the staff. Finally, 93.4% of the
interviewees agreed that employees at the university have more than one potential position
for promotion. The overall mean for the responses showed that most of the
interviewees were concurred the statements regarding career development. 4.4.4
Achievement
The descriptive statistics for the variable achievement were analyzed and shown in
Table 4.11.
Table 4. 11. Descriptive Statistics for Achievement
Findings revealed that most (94.7%) of the interviewees concurred that their job gives
them the chance to do things for other people. The results also indicated that
according to most (96.4%) of the respondents their job gives them the chance to do
something special that makes use of my abilities. Further most (95.4%) of the respondents
indicated that they attain a feeling of accomplishment from the job. Moreover 95% of
the respondents agreed that having challenging and high goals and tasks enhances
their performance. Finally, 85.4% of the respondents agreed help by management in
their competence and ability boosts their performance. The overall mean for the
responses revealed that most interviewees were concurring to the statements regarding
achievement.
4.4.5 Job Responsibility
The descriptive statistics for the variable job responsibility were analyzed and
presented in Table 4.12.
Table 4. 12. Descriptive Statistics for Job Responsibility
Std.
Statements SD
DNA
SA M Dev.
I am able to keep
busy all the time in
this job. 1.70% 1.70% 1.00% 46.50% 49.20% 4.40 0.75
I am able to
work alone on
the job
and take initiative.
1.30% 2.00% 1.00% 51.50% 44.20% 4.35 0.73
There is job
rotation in my
employment. 1.70% 1.70% 1.00% 52.50% 43.20% 4.34 0.74
Workers are
handled well in my
place of
employment 1.30% 1.70% 1.30% 47.20% 48.50% 4.40 0.73
Roles and
responsibilities are
clearly spelt out
and defined in my
organization. 1.70% 1.70% 1.00% 50.50% 45.20% 4.36 0.74
Average 4.37 0.74
The results indicated that most (95.7%) of the respondents agreed that they are in a
position to be occupied always in the job. The results also indicated that according to
most (95.7%) of the respondents they are able to work alone on the job and take initiative.
Further most (95.7%) of the respondents indicated that there is job rotation in the
employment. Moreover 95.7% of the interviewees concurred that workers are handled
well in their place of employment. Finally, 95.7% of the respondents agreed that roles
and responsibilities are clearly spelt out and described in their organization. The
overall mean of 4.37 for the reply showed that most of the interviewees were positive
about job responsibility in the institution.
4.4.6 Recognition
The descriptive statistics for the variable recognition were analyzed and illustrated in
Table 4.13
Table 4.13. Descriptive Statistics for Recognition
Std.
Statements SD D N A SA M Dev.
I feel like I belong in
my job community 1.30% 2.30% 1.00% 44.60% 50.80% 4.41 0.75
My pay is
commensurate with
the amount of work I
do. 1.00% 2.30% 1.30% 42.20% 53.10% 4.44 0.73
I get along well with
my co-workers. 1.30% 1.30% 1.70% 47.50% 48.20% 4.40 0.72
There is praise for
doing a good job in
my place of
employment. 1.00% 1.70% 1.30% 48.20% 47.90% 4.40 0.70
I would be glad to work for long with this company
1.30% 2.00% 1.30% 51.50% 43.90% 4.35 0.73
Average 4.40 0.72
The findings showed that (95.4%) of the interviewees concurred that they feel like they
belong in their job community. The results also indicated that according to most
(95.3%) of the respondents their pay is commensurate with the amount of work they do.
Further most (95.7%) of the respondents indicated that they get along well with their
co-workers. Moreover 96.1% of the respondents agreed that there is praise for doing a
good job in their place of employment. Finally, 95.5% of the respondents agreed that
they would be very glad to work with the company for the remaining part of their
career. The overall mean of 4.40 for the reply showed that most of the interviewees
were positive about recognition in the institution.
4.4.7 Employee Turnover Intentions
The descriptive statistics for the variable employee turnover intentions were analyzed
and shown in Table 4.14.
Table 4. 14. Descriptive Statistics for Employee Turnover Intentions
Statements SD D N A SA
M
I am considering of quitting from this company
Std.
Dev.
45.90% 49.80% 1.30% 1.70% 1.30% 1.63 0.72
I am intending to search for different work
50.80% 43.20% 1.30% 2.60% 2.00% 1.62 0.81
I plan to inquire vacancies of work intend to ask people
about new job
opportunities 45.20% 47.50% 2.00% 3.30% 2.00% 1.69 0.83
I don’t intend to be in the company plan
39.90% 54.10% 1.30% 2.60% 2.00% 1.73 0.79
I don’t attach myself to this company
46.20% 48.50% 1.70% 2.00% 1.70% 1.64 0.76
Average 1.66 0.78
The results indicated that most (95.7%) of the respondents disagreed that they are
considering quitting the organization. The results also indicated that according to most
(94%) of the respondents they are not intending to search for a different work. Further
most (92.7%) of the respondents indicated that they do not plan to inquire about other
jobs from other people. Moreover 94% of the respondents agreed that they don’t have
plan leave the organization. Finally, 94.7% of the respondents disagreed they do not
feel a strong attached to their company. The overall mean of 1.66 for the responses
indicated that most of the respondents had no intention of leaving the organization.
4.2 Factor Analysis
This is a method applied to decrease large number of determinants to few. The
important ideas that many seen determinants have patterns of feedback that are same
as they all linked a latent factor. In each examination of a variable, there are similar
number of determinants as there are variables. Each determinant tackles a given
amount of variance overall in the variables that are observed. The eigenvalue is a
measure of how much of the variance of the variables that are observed a
factor explains. According to the Kaiser Criterion, If Eigenvalues is greater than one,
we should consider that a factor and if Eigenvalues is less than one, then we should
not consider that a factor. The determinants that describe the least amount of variance
are generally rejected.
The association of each determinant to the existing factor is expressed by the factor
loading which is the correlation coefficient for the variable and factor. Principal
Component method was used in the study. For better understanding of the outputs,
technique called Varimax was applied. This was carried out to evaluate the
determinants of employee turnover intentions among teaching staff at the University
of Nairobi. The focus was to decrease the statements into few factors. Principal
Component starts extracting the maximum variance and puts them into the first
factor. . This procedure goes to the last factor. To get data that is reliable, rotation was
carried out through varimax technique of rotation.
It indicated that the statements can be decreased thirteen factors. This succeeded the
Kaiser criterion that affirms that a factor should be chosen on the basis of Eigen
Values. An Eigen value of 1 or more reveals a factor. The five factors explained a
cumulative variance of 59.133% of the total variance.
Table 4.15: Eigen values
Comp
onent
Initial
Eigenvalues
Extraction Sums of
Squared Loadings
Rotation Sums of
Squared Loadings
Total
% of
Vari
ance
Cumula
tive % Total
% of
Varia
nce
Cumula
tive % Total
% of
Varian
ce
Cumu
lative
%
1 1.694 5.842 5.842 1.694 5.842 5.842 1.504 5.186 5.186
2 1.618 5.578 11.42 1.618 5.578 11.42 1.481 5.107 10.293
3 1.535 5.293 16.713 1.535 5.293 16.713 1.367 4.713 15.006
4 1.482 5.111 21.824 1.482 5.111 21.824 1.365 4.708 19.713
5 1.375 4.742 26.566 1.375 4.742 26.566 1.308 4.512 24.225
6 1.33 4.585 31.151 1.33 4.585 31.151 1.303 4.492 28.717
7 1.31 4.517 35.668 1.31 4.517 35.668 1.279 4.411 33.128
8 1.221 4.212 39.88 1.221 4.212 39.88 1.275 4.397 37.525
9 1.202 4.146 44.026 1.202 4.146 44.026 1.273 4.391 41.916
10 1.191 4.106 48.132 1.191 4.106 48.132 1.273 4.388 46.305
11 1.106 3.813 51.945 1.106 3.813 51.945 1.241 4.28 50.585
12 1.052 3.629 55.574 1.052 3.629 55.574 1.241 4.279 54.865
13 1.032 3.559 59.133 1.032 3.559 59.133 1.238 4.268 59.133
14 0.987 3.402 62.535
15 0.949 3.273 65.808
16 0.942 3.247 69.055
17 0.903 3.115 72.17
18 0.864 2.98 75.149
19 0.833 2.871 78.021
20 0.799 2.755 80.776
21 0.718 2.475 83.251
22 0.706 2.433 85.684
23 0.691 2.381 88.065
24 0.648 2.233 90.298
25 0.624 2.153 92.451
26 0.605 2.088 94.539
27 0.557 1.921 96.46
28 0.522 1.8 98.261
29 0.504 1.739 100
Figure 4.1: Scree Plot
