Research Design On factors influencing employee retention in the state corporations
BUSI 240-Organizational Behavior 1
Liberty University
2022
Research Design
The study adopted a cross-sectional design. Cross-sectional design focuses at a subset of the
population at a particular point in time. Cross-sectional research takes a representative sample
of its target group and bases its overall findings on the views of those targeted; assuming them
to be typical of the whole group therefore allowing for generalizations (Mugenda and
Mugenda, 1999). This method was useful in identifying practices in an organization.
Cross-sectional designs require less dedication from research participants, take less time to
complete and do not contain as many obstacles related to finding and maintaining a sample
population (Cooper and Schindler, 2003). It is thus suitable in establishing the factors
influencing employees’ retention in the state corporations in Kenya. The study focused on both
quantitative and qualitative data in order to gain a better understanding and more insightful
interpretation of the results.
Target Population
Ngechu (2004) observes that a study population is a well-defined or specified set of people,
group of things, households, firms, services, elements or events which are being investigated.
Thus the population should fit a certain specification, which the researcher is studying. The
target population of this study included all state corporations in Kenya. There were 155 state
corporations in Kenya as of December 31st, 2012 (GOK, 2012).
Sample Design
A sample is a sub-set or part of the target population; sampling is a process of selecting
subjects or cases to be included in the study of the representative of the target population
(Mugenda and Mugenda, 1999). Ngechu (2004) underscores the importance of selecting a
representative sample through making a sampling frame. For this study, the researcher selected
a sample of 30% of the state corporations in Kenya. The state corporations were selected using
stratified sampling method. Stratification was by sector. Each sector (stratum) contributed
30% of its total number of corporations to the overall sample. The final respondents were
picked randomly from each stratum. These state corporations are preferred because they cut
across several sectors in the country hence they are representative of all the state-owned
corporations in Kenya.
Mugenda and Mugenda (2003), define a sample as the smaller group obtained from the
accessible population. For this study, out of the entire 155 state corporations, the researcher
took a sample proportion of 30% for each category and picked (54) state corporations from
which the data was collected as shown in the table 3.1 below.
Table 3.1: Sample Size
Category Total Sample proportion Sample Size
Financial Services
8
0.3
3
Water Conservation 12 0.3
4
Education and education services 32 0.3 10
Energy
6
0.3
2
Transport and Communication
9
0.3
3
Health and Welfare 11 0.3
4
Hotel and Tourism
8
0.3
3
Trade and investment
7
0.3
3
Agriculture 20 0.3
6
Dairy and fisheries
3
0.3
1
Development Authority 11 0.3
4
Forestry
2
0.3
1
Commissions 11 0.3
4
Housing
3
0.3
1
Security
1
0.3
1
Other 11 0.3
4
Total 155 54
Source: (Government of Kenya, 2022)
Data Collection
This study collected primary data using a self-administered questionnaire. The questionnaire
included open and closed ended questions for ease of administration. To enhance quality of
data, Likert type questions were provided whereby respondents were required to indicate the
extent to which the statements representing variables applied to their organizations. A five
point likert scale was used.
The structured questions were used in an effort to facilitate easier analysis. The questionnaire
was administered in person to avoid discussion among human resource managers from various
state corporations which would jeopardize the whole study. The questionnaire consisted of two
parts. Part A collected biographic data and part B the factors influencing retention. The
respondents were the Heads of Human Resources in each sample corporation.
The questionnaire was pretested before its administration to ensure validity and reliability of
the data to be collected. The questionnaire was pre-tested on ten staff members working in the
state corporations in Kenya. According to Kothari (2004), the purpose of pre-testing the data
instrument is to ensure that the items in the instrument are stated clearly and have the same
meaning to all respondents. It is only during pre-testing that the researcher is able to assess the
ease of use of the instrument. Any sensitive, confusing or biased items were identified and
modified or omitted. Pre-testing permits refinement before the final test (Cooper & Schindler,
2003). It was also useful in order to assess the clarity of the questions and establish the average
length of time it would take to administer the questionnaire. This helped the researcher to
prepare and plan for the actual data collection process.
Data Analysis and Presentations
The data was analyzed using descriptive statistics comprising of mean scores, standard
deviations, frequency distribution, percentages and factor analysis. The analyzed data was
presented using tables and figures.
REFERENCES
Abbasi, S. M., and Hollman, K. W. (2000), Turnover: The real bottom line. Public
Personnel Management, 29(3), 333–343.
Baird, L., and Meshoulam, I. (1988), Managing two fits of strategic human resource
management, The Academy of Management Review, Vol. 13 No.1, pp.116-28.
Barney, J.B. (1991). Firm Resources and Sustained Competitive Advantage, Journal of
Management, 17, 99- 120.
Barney, J.B., and Wright, P.M. (1998), On becoming a strategic partner: the role of
human resources in gaining competitive advantage, Human Resource
Management, Vol. 37 pp.31-46.
Becker, B., and Huselid, M. (1999), An interview with Mike Losey, Tony Rucci, and
Dave Ulrich: three experts respond to HRMJ's special issue on HR strategy in five
leading firms, Human Resource Management, Vol. 38 No.4, pp.353-65.
Bhatnagar, J. (2007), Talent management strategy of employee engagement of Indian
ITES employees: key to retention, Employee Relations, Vol. 29 No.6, pp.640-63
Bijsterbosch, M.G., and Nahuis, N.J. (2000), Krapte op de arbeidsmarkt:
Beleidsinitiatieven gewenst, Economische Statistische Berichten, Vol. 85 pp.920-
8.
Bindra, Sunny [online]. Available at http://www.sunwords.com/2012/05/13/we-lost-a-
decade-in-reforming-kenyas-state-corporations [Accessed 28th August 2013]
Boland, T., and Fowler, A. (2000), A systems perspective of performance management in
public sector organizations. The International Journal of Public Sector
Management, 13 (5), 417-446.
Boles, J., Lawrence, and E., Johnson, J. (1995), Reducing employee turnover through the
use of pre employment application demographics. Hospitality Research Journal,
Vol. 19 No.2, pp.19-30.
Braunschweig, C. (2000), VCs begin to fund Monster Competition. Private Equity
Brown, R. (2006), Doing your dissertation in business and management: the reality of
researching and writing. London, SAGE.
Cafaro, D. (2001), When the honeymoon ends: thinking in long-term solutions,
Workspan, Vol. 44 No.2, pp.42-6.
Cairncross, F. (2000), Inside the machine: survey of e-management. The Economist, Vol.
11 No.11, pp.6.
Cappelli, P. (2001), Making the most of on-line recruiting. Harvard Business Review,
No.March.
Christensen H. J. (2008), Human resource management in the hospitality industry, in
Brotherton, B., Wood, R.C. (Eds), Handbook of Hospitality Management, Sage,
London, pp.273-01.
Dipietro R. B. and Condly (2007), Employee Turnover in the Hospitality Industry: An
Analysis Based on the CANE Model of Motivation. Journal of Human Resources
in Hospitality & Tourism, 01; 6:1-22.
Dixit, A. (2002), Incentives and organisations in the public sector: An interpretive review,
Journal of Human Resources, 37, (4), 696-727.
Fortino, P. and Ninemeier, J. (1996), Industry in the dark about turnover rate. Lodging,
Vol. 22 No.4, pp.25.
Hauser, A.H. and Baggett, M. S. (2002), "Workers' Compensation: The Statutory
Framework for Defending a Claim. Trial Advocate Quarterly 21 (fall).
Kim, W., Leong, J. and Lee, Y. (2005), Effect of service orientation on job satisfaction,
organizational commitment, and intention of leaving in a casual dining chain
restaurant. International Journal of Hospitality Management, Vol. 24 No.2,
pp.171- 93.
Knox, S. and Freeman, C. (2006), Measuring and managing employer brand image in the
service industry. Journal of Marketing Management, Vol. 22 pp.695-716.
Kurb, M. ( 2002), Management Consulting: A guide to profession: (3rd ed.). Geneva: ILO
Publications.
Marsden, P.V. (1994), The hiring process. American Behavioral Scientist, Vol. 37 pp.979-
91.
Marsden, P.V. and Campbell, K.E. (1990), Recruitment and selection processes: the
organizational side of job searches, in Breiger, R.L. (Eds), Social Mobility and
Social Structure, Cambridge University Press, Cambridge, MA,.
Michaels, E., Handfield-Jones, H. and Axelrod, B. (2001), The War For Talent. Harvard
Business School Press, Boston, MA, .
Mugenda, M. and Mugenda, G. (2003), Research Methods, Quantitative and Qualitative
Approaches, Kenya.
Ngechu. M. (2004), Understanding the research process and methods. An introduction.
Star bright Services, Nairobi.
