SUMMARY OF THE FINDINGS, DISCUSSION, CONCLUSION AND
RECOMMENDATIONS
Summary of the Findings on factors influencing employee turnover in Kenyan media
industry: the case of nation media group Nairobi County
The following findings are based on the independent variables of the study.
The first objective of the study was establish how job security influences employee turnover at
NMG. Most (74%) of the employeees are satisfied with the job security at NMG. As a result,
most of the NMG employees are not worried by the job security in the organiation. This could be
attributed to the fact that most of the employees are permently employed.Still, a significant
number of the employees, 26%, are dissatisfied with job security at NMG. This is also reflected
by the significant proportion (28%) who are worried about their job security at NMG.
The second objective was to establish whether organizational justice influences employee
turnover at NMG. The employees at NMG sometimes look for a new job, some are looking
forward to active job search in the coming years while a significant number translating to 13%
percieve that they would leave NMG once their contracts end. The employees are likely to
discontinue their relationship with NMG if they perceive that there is low distributive justice; that
distributive justice has a significant effect on the employees quitting intentions.
The third objective of the study was to determine the influence of organizational culture on
employee turnover at NMG. These findings show that organizational culture influences employee
turnover as it is an important factor having tremendous bearing on employees’ turnover
intentions. The culture at NMG influences employee’s job satisfactionand enhances better job
performance. Organizations with high performing cultures produce excellent results, attract,
motivate and retain talented employees.
The fourth objective of the study sought to assess the influence of work environment on
employee turnover. Most (71%) of the employees rated NMG’s working environment as ‘Good’;
19% rated the working environment as ‘Excellent’ while only 10% rated the working
environment as poor. Thus, NMG has favorable and good working conditions and may therefore
not have high turnover intention among employees. Unfavorable and poor working conditions are
a major reason for high turnover intention among employees and that the working environment
play very crucial role to increase job satisfaction and employee retention.
The fifth objective of the study was to determine how rewards systems at NMG influences
employee turnover. NMG’s reward system was found to influences the turnover rate to a great
extent as indicated by 42% of the employees. However, a significant number (18%) of the studied
employees indicated that NMG’s reward system influenced employee turnover to a least
extent.NMG’s recognition of work done is not good and NMG’s managemnt must step up in
proper rewading of work done because recognition for work done is key in retaining workers in
any organization and it must be the purpose of any human resource management to design a
competitive remuneration package which will serve to attract, retain, and motivate staff so as to
ensure the ultimate organization’s commercial and financial viability.
5.1 Discussion
The following are discussions based on the summary of the findings and the relevant literature
review.
Job security influences employee turnover at NMG. NMG however needs to give longer contracts
to its workers so as to employee turnover intention. Employees who feel insecure are threfore
more worried about their contracts at NMG.
Some of the employees at NMG are not satisfied with the organizational justice. The perception
of organizational justice may therefore have influence on work outcomes and a high degree of
turnover intention could be observed on employees who showed negative feelings towards
procedural and distributive justice.
5.2 Conclusion
Organizational culture influences employee turnover as it is an important factor having
tremendous bearing on employees’ turnover intentions. NMG threfore has high performing
cultures that produce excellent results, attract, motivate and retain its talented employees.NMG’s
working environment is good and favourable. Since working environment influences employee
turnover, well regarded work environment implies that employee work attitudes are better, their
job satisfaction is higher and not likely to leave NMG.
Lastly, reward system influences employee turnover at NMG. The findings imply that rewards
offered by NMG have a powerful impact on employees’ attitudes towards their jobs and the
company (NMG) for which they work.
5.3 Recommendations
The study recommends that
1. NMG needs to improve the job security particularly of the employees who are worried
about their job security. This can be done through better terms of the contract of
employment, collective bargaining agreement or labor legislation that prevents arbitrary
termination, layoffs, and lockouts.
2. The second recommendations is that NMG formulates and implements appropriate
procedures to ensure that officials do not allow personal biases to affect their decisions.
3. Communications channels should be enhanced to allow employees in NMG air the views
on erreneuos decisions.
The study also recommends that NMG ensures proper rewarding system for its employees
because rewards have been found to be the major drivers of job satisfaction and low employee
turnover rates. NMG needs to annually increase the salaries and bonus of the employees. At the
same time, NMG should ensure a fair commission structure should be used to reward
performance.
5.4Recommendations for Further Study
This study focused on job security, organizational justice, organizational culture, working
environment, and reward systems. More research studies should be carried out to find out
other factors influencing employee turnover in NMG.
The focus of this study was on NMG, Nairobi. Future research studies should consider
similar studies in other media organizations so as to give a wider representation of views of
factors influencing employee turnover in organizations in Kenya.
