How staff promotions influence Employee performance in the health sector in
Kenya
The study sought to establish the importance of staff promotions in employee
Performance: the findings were as illustrated in table 4.7
Table Influence of staff promotion on employee performance
Key: SD – Strongly Disagree, D – Disagree, UD – undecided, A – agree, SA –
Strongly Agree
How staff promotions
influence staff retention in the
SA
A
UD
D
SD T
M
Staff promotions motivates
employees to stay with an
Organization
F
67 118 23 31 16 245 3.89
%
27.35 48.16 9.39 12.65 6.53 77.88
Staff promotions is a key
contributor to employee job
satisfaction
F
67 88 22 51 17 245 3.56
%
27.35 35.92 8.98 20.82 6.94 71.18
Staff promotions helps the staff
to better understand an
organization
F
71 81 34 49 10 245 3.63
%
28.98 33.06 13.88 20.00 4.082 72.57
Majority of employees in the
health sector look forward to
promotions
F
78 91 22 54 0 245 3.79
%
31.84 37.14 8.98 22.04 0 75.76
Source: Field work (2022)
The study findings revealed that 77.88% (mean=3.89) of the respondents strongly agreed
that Staff promotions motivates employees to stay with an Organization, while 75.76%
(mean= 3.79) strongly agreed that Majority of employees in the health sector look
forward to promotions. Furthermore, 72.57% (mean= 3.63) strongly agreed that Staff
promotions helps the staff to better understand an organization, and 71.18% (mean 3.56)
strongly agreed that Staff promotions is a key contributor to employee job satisfaction.
From the table it can be concluded that majority of the respondents agreed that staff
promotion motivates staff to stay with an organisation.
The findings of this study concurs with those of Baruch (2004) who argues that an
organization‟s devotion to career oriented practices like internal promotions better
training and development opportunities and job security lead to lower turnover.
Psychological commitment is greater m workers who have a feeling of being treated as
valuable resources instead of being tools to generate profit. Giving employees better
career opportunities shows them that they are being valued and thus leads to
commitment. It involves making them feel a part of the organization rather than just a cog
in the machine. This makes sure that they see themselves at a worthy place in the
organization and thus believe that a part of their identity is reflected through this role.
Such strong linkages are required to retain employees or the hot market has a lot to offer
to experienced employees.
In another study conducted by Bemthal & Wellins (2001), it was revealed that
management level jobs have higher employee motivation and retention rates when
compared to non management positions as involvement in the organization‟s decision
making processes is higher in management positions. This helps employees to relate to
the organization. Further it was revealed that factors that improve retention rates of
female employees are slightly different from those that improve retention rates of male
employees. When male employees seem to value the clarity of mission communicated by
senior management, female employees value factors such as quality of relationship with
supervisors, level of trust, cooperation among co-workers, clear understanding of work
objectives, and desirability of geographic location. Considering all these factors,
employee retention rates were found to be the lowest in the information technology
industry (William Pride, 2011). The study revealed that technical staff usually falls under
the category of non management employees whose retention rates are more dependent on
short term compensations like company responsiveness to individual needs and quality of
compensation package. Giving them autonomy and freedom would not serve as highly
motivating factors. Thus factors that affect each class of workers should be studied and
be used accordingly to retain employees
How staff trainings influences the staff performance in the MTRH
The researcher sought to establish the role of employee training in staff performance.
The results are as illustrated in table 4.8;
Table staff training and employee performance
Key: SD – Strongly Disagree, D – Disagree, UD – undecided, A – agree, SA –
Strongly Agree
How staff trainings influence
the staff retention in the
SA
A
UD
D
SD T M
Employee training develops
employees skills and thus job
satisfaction
F
71 81 32 38 23 245 3.57
%
28.98 33.06 13.06 15.51 9.39 100 71.35
Employee training shows an
organization values its
employee
F
82 97 18 31 26 3.84
%
33.47 39.59 7.35 12.65 10.61 100 76.73
Employee training enriches an
organizations working
environment
F
73 85 12 29 46 245 3.45
%
29.80 34.70 4.90 11.84 18.78 100 68.98
Employee training motivates
employees to stay with an
organization
F
85 83 14 31 32 245 3.65
%
34.69 33.88 5.71 12.65 13.06 100 72.90
Source: Field work (2022)
The study findings revealed that 76.73% (mean= 3.84) of the respondents strongly agreed
that Employee training shows an organization values its employee, while 72.90% (mean=
3.65) strongly agreed that Employee training motivates employees to stay with an
organization. Furthermore, 71.35% (mean= 3.57) of the respondents strongly agreed that
Employee training develops employees skills and thus job satisfaction and 68.98 %
(mean= 3.45) of the respondents strongly Employee training enriches an
organizations working environment.
These findings concur with those of Robbins,(2009) who noted that employee
competencies change through effective training programs. It therefore not only
improves the overall performance of the employees to effectively perform their
current jobs but also enhances the knowledge, skills an attitude of the workers
necessary for the future job, thus contributing to superior organizational
performance. The branch of earlier research on training and employee
performance has discovered interesting findings regarding this relationship.
Training has been proved to generate performance improvement related
benefits for the employee as well as for the organization by positively
influencing employee performance through the development of employee
knowledge, skills, ability, competencies and behavior (koonz, 1990;
Schermerhorn, 2010; Griffin, 2012). Moreover, other studies for example one
by William Pride, (2011), elaborate on training as a means of dealing with skill
deficits and performance gaps as a way of improving employee performance.
According to Thomas G. Cummings, (1998), bridging the performance gap
refers to implementing a relevant training intervention for the sake of
developing particular skills and abilities of the employees and enhancing
employee performance. He further elaborate the concept by stating that training
facilitate organization to recognize that its workers are not performing well and
a thus their knowledge, skills and attitudes needs to be molded according to the
firm needs. It is always so that employees possess a certain amount of
knowledge related to different jobs. However, it is important to note
