Results and findings on Factors Influencing Employee Retention
BUSI 240-Organizational Behavior 1
Liberty University
2022
Number of Years Served in the State Corporation
The study sought to determine the number of years the respondents had served in the state
corporation. The results are shown in table 4.1 below.
Table 4.1: Number of Years Served in the State Corporation
Frequency Percent %
1–5 years
2
4.9
6–10 years
5
12.2
11–15 years
8
19.5
16–20 years 11 26.8
21 years and above 15 36.6
Total 41 100.0
From the findings in table 4.1, it was found that 36.6% of the respondents had served in
the state corporations for 21 years and above, 26.8% of the respondents had served for
16–20 years, 19.5% had worked in state corporations for 11–15 years, 12.2% had worked
for 6–10 years while 4.9% had worked for 1–5 years. This implied that these respondents
had worked in state corporations for a duration long enough to be conversant with the
operations of state corporations hence they were in position to give reliable information
on the factors influencing employee retention in the state corporations.
Number of Years Served as Head of the Human Resource Function
The respondents were requested to indicate how long they had served as head of the
human resource function. The findings are presented in the table below.
Table 4.2: Number of Years Served as Head of the Human Resource Function
Frequency Percent %
1–5 years
9
22.0
6–10 years 17 41.5
11–15 years 13 31.7
16–20 years
2
4.9
Total 41 100.0
From the findings in table 4.2, majority (41.5%) of the respondents had served as head of
the human resource function for 6–10 years, 31.7% had served for 11–15 years, and
22.0% had served for 1–5 years while 4.9% had served for 16–20 years. The above
findings show that the respondents had been heads of human resource functions for
duration adequate for them to be knowledgeable and experienced about the human
resource management and aware of the factors influencing employees’ retention.
Factors Influencing Employee Retention
These factors comprise of employee empowerment, employee training and career
development, employee compensation, performance appraisal and employee commitment.
Employee Empowerment
The study sought to establish the respondents’ level of agreement with statements that
represent measures of employee empowerment. Table 4.3 below shows the findings.
Table 4.3: Means and Standard Deviations for measures of Employee Empowerment
Employee Empowerment Mean Std. Deviation
Adequate working equipment 2.42 1.015
Readily available loan facilities 3.25 1.461
Opportunities for Professional Growth 2.73 1.032
Well defined goals and objectives 3.64 0.712
Well defined Job Descriptions 3.58 0.918
Guaranteed Job Security 3.19 0.816
Stress Management Programs 2.87 1.202
Average Total 3.10 1.022
As shown in table 4.3, slightly more than 50% of the respondents disagreed that adequate
working equipment was a measure of employee empowerment in their organization as
shown by mean of 2.42. The availability of loan facilities indicated by a mean of 3.25,
opportunities for professional growth indicated by a mean of 2.73, well-defined goals and
objectives indicated by a mean of 3.64, well-defined job descriptions indicated by a mean
of 3.58, guaranteed job security indicted by a mean of 3.19 as well as stress management
programs indicated by a mean of 2.87 were all rated well above the average (i.e. 2.5).
Employee Training and Career Development
The respondents were asked to rate the extent of their agreement or disagreement with
statements describing measures of training and career development. The findings are
presented in table 4.4.
Table 4.4: Means and Standard Deviations for measures of Employee Training
and Career Development
Employee Training and career development Mean Std. Deviation
Employees enjoy training and career development programs. 3.81 1.046
Employee training and career development benefits are in
place.
3.54 0.848
Employees are satisfied with the training and career
development offered to them by the organization.
3.71 0.972
Employee training and career development programs offered
are linked to each employee’s career needs.
2.96 1.168
The organization offers sponsored training to employees. 4.25 1.013
Average Total 3.65 1.009
As evident in table 4.4, the respondents agreed that the employees have training and
career development programs as depicted by mean score of 3.81. On the statement that
employee training and career development benefits were in place, respondents agreed as
shown by mean of 3.54. They equally agreed with the statement that employees were
satisfied with the training and career development offered to them by the organization as
indicated by mean of 3.71. Regarding the statement that employee training and career
development programs offered were linked to each employee’s career needs, respondents
agreed moderately as shown by mean of 2.96. Lastly, the respondents agreed that their
corporation offered sponsored training to its employees as indicated by mean of 4.25.
