




































 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

EFFECTS OF HUMAN RESOURCE MANAGEMENT 

PRACTICES ON EMPLOYEE RETENTION IN 

PRIVATE HOSPITALS IN KIAMBU COUNTY, KENYA 

Faith Wanja Njuguna 

Dr. Hellen Mugambi 

Dr. Julius Kahuthia 

 

 

 



European Journal of Human Resource                                                                                      

ISSN 2520-4697 (Online)     

Vol.5, Issue 1 pp 60 - 75, 2021                                                              www.ajpojournals.org                                          

 

 

60 

 

EFFECTS OF HUMAN RESOURCE MANAGEMENT 

PRACTICES ON EMPLOYEE RETENTION IN PRIVATE 

HOSPITALS IN KIAMBU COUNTY, KENYA 

 
1*Faith Wanja Njuguna, 2Dr. Hellen Mugambi, 3Dr. Julius Kahuthia 

1Student, St Paul’s University 

2Senior Lecturer, St Paul’s University 

3Senior Lecturer, St Paul’s University 

*E-mail of Corresponding Author: faithnjugunaw@gmail.com  

 

Abstract 

Purpose: The general objective of the study was to establish the human resource practices 

affecting employee retention in selected private hospitals in Kiambu County, Kenya. The 

specific objectives were: to examine the influence of career development, work life balance, 

work environment and compensation strategies on retention of employees in selected private 

hospitals in Kiambu.  

Methodology: Descriptive survey was employed. The study focused on the level 3 and 4 private 

hospitals, which are 7 within the County. This study targeted 340 employees of level 3 and 4 

private hospitals in Kiambu County. The study used purposive sampling and sampled medical 

workers of the private hospitals in Kiambu County who were 120. The medical workers who 

included the doctors, nurses and clinical officers were sampled since they have knowledge on 

human resource practices and employee retention at the private hospitals.  

Findings: Findings displayed that 89 of the questionnaires we filled properly and returned. The 

results showed that career development, work life balance, compensation strategies and work 

environment had a positive and significant effect on employee retention in private hospitals.  

Unique Contribution to Practice and Policy: Private hospitals that do not have a coaching and 

mentorship programs for their employees should ensure they introduce them since they enhance 

employee retention. The investigation also endorses that the private hospitals should inspire 

active cooperation across different parts of the organization. They should also ensure that there is 

a career path of staffs in their firm.  Since career growth and development are an integral part of 

every individual's career; more opportunities should be created for employees of private 

hospitals. In addition, private hospitals should have a clear work schedule for their employees. In 

addition, private hospitals should ensure they have enough leave days for their workers.  

Key words: career development, work life balance, work environment, compensation strategies, 

retention of employees 

 

 

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European Journal of Human Resource                                                                                      

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1.0 INTRODUCTION 

With globalization fanning competition for talented and skilled employees, organizations are 

challenged to find better ways to entice and retain talented as well as equipped workers. This is 

necessary if they have to continue to offer quality humanitarian services and develop products 

that meet the needs of their ultimate beneficiaries. Employees are tremendously vital to a firm 

since their value is fundamentally intangible and not easily replicated (Muma, 2018). Armstrong 

and Baron (2012) stated that workers’ skills and experience contribute significantly to the 

success of an organization. Besides, Aydogdu and Asikgil (2011) asserted that given a swiftly 

fluctuating business atmosphere, it ought not to be overlooked that the performance of a firm 

depends on the commitment, motivation and satisfaction of the workers.  

Retention of employees as noted by Muma (2018), refers to sustaining staff members that one 

needs to keep and not drop them from the firm for whichever reason and more so to the 

competitors. Further, the author observed that, the important workers are those that have 

positions that are key to the firm success. Similarly, Ndinya, Nzulwa and Kwena (2017) referred 

retention as the act of keeping those employees that keep the business going. The authors noted 

that, such employees are the performers, mismatched or burnout employees. As such, they are 

the staff a firm cannot lose since they are hard to replace as they play a key role to the 

organization's success. According to Anyumba (2016) an organization that has high retention 

rates values employees’ worth. In addition; it treats their human resource as their key strategy 

and encourages team work, individual responsibility and ownership with a positive work culture 

by involving the organization and their staff. 

In addition, employee retention is critical to an organization, since issues such as candidate 

search, recruitment, appointment and training are time consuming and an expensive investment. 

In these regard, inability to sustain the main employees can be quite expensive for a firm (Riley, 

Michael & Mahoney, 2017). In a similar argument, Djabatey (2012) estimated that losing a 

middle level employee means losing more than 5 times his salary. As such, HRM practices 

enable a business firm to retain its effective employees through communication to boost 

commitment and enrich workforce upkeep for key corporate initiatives (Matazu, 2017). 

According to Kimani (2016), human resource management practices have been defined as a 

structure that entices, develops, inspires, and retains workers to certify the active enactment and 

the existence of the firm and its members. HRM practices generate processes that contain the 

workers’ skills and knowledge throughout the firm to stimulate unique and valued firm 

competencies which enhance employee retention. Aguenza and Som (2018) also observed that 

majority of the workers are able to stay at work only if their organizations have good human 

resource practices. Katou and Budhwar (2014) further argued that HRM practices positively 

influences employee retention because it generates job satisfaction of the employees.Priyasad 

and Weerasinghe (2017) found out that, pay elevation and non-monetary matters are key factors 

of employee retention. The non-monetary factors include: enhanced benefit platforms, flexible 

work timetables, conducive work environment, stock options, better training and career 

advancement. An employee reward program is also one of the methods HRM practices employ 

to alter work procedures and key behaviors to benefit an organization. However, employee 

retention is a great problem in the health sector (Kinya, 2018).  

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European Journal of Human Resource                                                                                      

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Vol.5, Issue 1 pp 60 - 75, 2021                                                              www.ajpojournals.org                                          

 

 

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In these regards, this research purposes at instituting the human resource factors that affect 

employee retention. This study focused on internal factors whichare concerned with how 

individuals are employed in firms. Nevertheless, there are many internal human resource 

practices, the current study focused on only four HRM practices which include; career 

development, work life balance, compensation strategies and work environment. These four are 

the most applicable in private hospital employees and also most of the other practices are over 

researched.  

1.1 Problem Statement 

In Kenya, the private hospitals, there have been low retention rates of the employees. Indeed, the 

rate at which the doctors and nurses have been leaving the hospitals is alarming (Nnadi & 

Chinedu, 2019). Staffing trends from the year 2011 to 2015 showed that 381 technicians, 1,678 

doctors, 845 clinical officers and 2,406 nurses were recruited. However, in the same period of 

2011 to 2015, 461 nurses, 972 doctors and 185 lab technicians exited the heath sector (MOH, 

2015). Similarly, KAPH (2017) report further that over 27% of the workers in private hospitals 

leave their medical profession every year. 

Kinya (2018) noted that, private hospitals in Kiambu County are experiencing employee 

retention challenges. For instance, in 2019, more than 50% of the private hospitals in Kiambu 

recorded high levels of staff turnover. For example, Plansview Nursing Home in Ruiru Kiambu; 

between 2016 and 2017, the number of employees who left were 7 and 14 respectively. This 

represented a retention rate of 72%. In addition, in 2019, the number of employees retained 

was34 while 9 staff members left (Transcom Wendo Hospital Annual Report, 2019). 

The low retention rate is causing private hospitals to offer poor services while others have been 

forced to employ unqualified staff that are not able to offer professional services to the patients 

(Ndemaki, 2014). This has resulted to negligence and errors in medication to patients which 

sometimes even cause deaths (Ndemaki, 2014).The health sector has a great task in ensuring 

efficient and timely provision of the highest attainable level of standards of health to its 

population as stated in the Kenyan constitution under the bill of rights as well as Vision 2030. 

Failure to effectively achieve this in private hospitals limits the achievement of vision 2030 as 

well as big four agenda (KEPSA, 2017). 

Past studies have been done on human resource practices and employee retention. For instance, 

Anyumba (2016) focused non-monetary variables that affect employee retention, thus presenting 

a contextual gap. The current research adopted both monetary and non-monetary HRM practices. 

Muthui (2020) did a study on influence of HRM practices on retaining of millenarian work force. 

The research was done in Consolidated Bank of Kenya Limited thus presenting a scope gap. 

Haider et al. (2015) did a study on the impact of human resource practices on workers’ 

retention.  In this research human resource practices included; career development, work life 

balance, compensation strategies and work environment. The current study therefore sought to 

explore the effect of human resource practices on workers’ retention in private hospitals in 

Kiambu County, Kenya. 

 

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European Journal of Human Resource                                                                                      

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Vol.5, Issue 1 pp 60 - 75, 2021                                                              www.ajpojournals.org                                          

 

 

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1.2 Objectives of the Study 

The general objective of the study is to establish the effect of human resource practices on 

employee retention in private hospitals in Kiambu County, Kenya 

1.2.1 Specific Objectives of the Study 

i. To explore the influence of career development on employee retention in private 

hospitals in Kiambu County, Kenya 

ii. To determine the influence of work life balance on employee retention in private 

hospitals in Kiambu County, Kenya 

iii. To examine the influence of compensation strategies on employee retention in private 

hospitals in Kiambu County, Kenya 

iv. To determine the influence of work environment on employee retention in private 

hospitals in Kiambu County, Kenya 

2.0 LITERATURE REVIEW  

2.1 Theoretical Perspective of the Study 

2.1.1 Herzberg’s Theory 

Herzberg (1959) developed the hypothesis. Herzberg revealed that staffs inclined to designate 

nourishing involvements in better conditions of influences that were essential to the satisfaction 

of job itself (Ramlall, 2004). Herzberg’s two factor hypothesis claims that staffs are inspired by 

intrinsic rewards rather than external factors to the job. According to Koech and Namusonge 

(2012), internal rewards contain accomplishment, gratitude, accountability and progress. 

External rewards are policies of a firm, worker association, work environment and management 

strategies. According to this hypothesis, factors that lead to job satisfaction are different from 

those causing dissatisfaction in the job and thus the CEOs who seek to eradicate aspects that 

generate disappointment can convey about harmony (Ramlall, 2004). 

In this hypothesis, dissatisfaction among employees is attributed to ‘hygiene’ features which 

include salary, firm plans, working situations, position and job refuge. The only method to yield 

job fulfillment and surge enthusiasm was to make work itself more stimulating and to advance 

items like chances for accomplishment, acknowledgment, accountability and progression. 

Affirming the same opinion Torrington et al. (2008) contends that when the two factors are there, 

they cause high performance and more effort in job incumbent. These issues unswervingly affect 

how individuals feel about their job. This theory informs the work environment variable. From 

this theory, one has had to understand the current conditions of their workplace and whether they 

are conducive since this will enhance employee retention.  

Herzberg theory has been criticized. The features that lead to the dissatisfaction and satisfaction 

of employees are similar. The features that are important for dissatisfaction and satisfaction are 

recognition, achievement and responsibility. However, issues such as security, working 

conditions and security are less important. In addition, this hypothesis has laid little emphasis on 

the association between dissatisfaction and motivation. 

 

 

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European Journal of Human Resource                                                                                      

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Vol.5, Issue 1 pp 60 - 75, 2021                                                              www.ajpojournals.org                                          

 

 

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2.1.2 Hierarchy of Needs Theory 

Maslow (1943) developed this hypothesis. The hypothesis was advanced under the belief that 

people are driven by requirements that are in born (Maslow, 1943). The hypothesis shows that 

lower requirements need to be contented beforehand so as one can make advancement to the next 

wants levels. At the workplace, worker’s wants ought to be met, particularly wellbeing wants 

and regard need hunt for fulfillment of how compensation, career advancement, working state, 

payment and appreciation impact turnover.  

This theory argues that human needs are organized in an order of five (5) significant stages. 

According to Maslow the initial stage is to fulfill the needs that are physiological that include air, 

clothing, water, etc. After the basic needs are contented, the second stage will be the 

psychological need satisfaction. Somehow, job security of the workers can be assured through 

activities which include training and development, elevation and pension tactics. The third need 

is of a social nature that comprises having a sense of belonging and gratitude in a given work 

atmosphere through attachment. Self-esteem requirements set in that entailed a job title with an 

important status. The last stage is self-actualization then calculations in all that comprises worker 

ability to give back to social needs and thus sensation of attainment and gratification.  

Maslow assumes that each stage must be fulfilled before it can become of importance. However, 

if the beforehand pleased stage set of wants becomes incomplete again, the earnings are discrete 

at that stage (Maslow, 1943). This hypothesis will be very important in this study and shows that 

private hospitals need to motivate their employees. This theory informs career advancement 

variable. The theory indicated that providing career development and growth opportunities on or 

off the job enhances employee retention.  

The theory has had some shortcomings. The sex position in this theory is put in the same 

category with food and breathing. Hofstede (1984) argues that sex in this category shows an 

individual form that does not recognize psychological and emotional impact that it has on a 

person.  

2.2 Empirical Review 

Ampoty (2018) measured the impact of career development on workers’ retention. The specific 

objectives included; the effect of training on workers’ retention, the effect of coaching and 

mentorship on workers’ retention and the effect of promotion on career development. In 

addition, workers require enough career advancement opportunities to prepare them to serve 

effectively and as well as a plan to retain them. The study also concluded that organizations that 

have career aspirations for their employees boost their retention too. 

Suifan, Abdallah and Diab (2016) investigation focused on impact of work life stability on 

turnover purpose in private hospitals. Descriptive research design was used. Outcomes displayed 

that management support and job autonomy as a work life balance practices had a negative 

influence on turnover intentions. In addition, work life balance had a link with turnover 

intentions. The study focused on only one factor that affects turnover retentions. The current 

study focused on three more factors.  

McCloskey and Mateo (2016) argue that people may realize their worth through the pay that is 

attached to the effort they feel they deliver to an organization. If the employee is very talented in 

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European Journal of Human Resource                                                                                      

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Vol.5, Issue 1 pp 60 - 75, 2021                                                              www.ajpojournals.org                                          

 

 

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a particular area they expect that the compensation is also commensurate to the work they do. 

They continue to argue that employers who value talent and have proper talent management 

programs give the employees an opportunity to propose their expected remuneration to enable 

the employer understand their levels of satisfaction. To retain and motivate talent, employers 

could also consider benefits in the form of allowances and bonuses putting into consideration 

flex working hours to prevent issues associated with work life balance. If most of these things 

are taken care of, employees are most likely to be highly efficient thus overall organizational 

success. 

Msengeti and Obwogi (2015) identified the position of the wage and work atmosphere on the 

employees’ retention in the hotels in Mombasa County. Discoveries exposed that wage had a 

weak inspiration on retention of employees while the work atmosphere had the toughest impact 

which was substantial. In Nigeria, Ushie et al. (2015) focused on work environment and 

employees’ commitment. The study specifically sought to determine the effect of security on 

employees’ commitment in industries in Cross River State and to determine the effect of open 

communication on employees’ commitment in businesses. The study was descriptive in nature. 

Findings discovered that work atmosphere which includes consistent communication flow, a 

manageable assignment and electricity availability influence staff performance. 

3.0 RESEARCH METHODOLOGY 

Descriptive survey was employed. The study focused on the level 3 and 4 private hospitals, 

which are 7 within the County. This study targeted 340 employees of level 3 and 4 private 

hospitals in Kiambu County. The study used purposive sampling and sampled medical workers 

of the private hospitals in Kiambu County who were 120. The medical workers who included the 

doctors, nurses and clinical officers were sampled since they have knowledge on human resource 

practices and employee retention at the private hospitals. Primary data through semi structured 

questionnaires was collected. Descriptive techniques, correlation and regression were used to 

analyze the data. Tables and figures were used to present the results. 

4.0 RESULTS 

4.1 Descriptive Statistics 

4.1.1 Career Development  

The study findings of career development variable were as depicted in Table 1. 

 

 

 

 

 

 

 

 

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European Journal of Human Resource                                                                                      

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Vol.5, Issue 1 pp 60 - 75, 2021                                                              www.ajpojournals.org                                          

 

 

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Table 1: Career Development 

Statement 

Strongly 

Disagree Disagree Neutral Agree 

Strongl

y agree Mean 

Std.

Dev 

There is a mentorship ad 

coaching programs for all 

workers 3.40% 20.20% 13.50% 47.20% 15.70% 3.52 1.09 

Workers career ambitions 

within the firm are 

recognized by her 

superior 1.10% 15.70% 6.70% 50.60% 25.80% 3.84 1.02 

Workers in our firm have 

more than one probable 

situation for elevation 2.20% 20.20% 14.60% 41.60% 21.30% 3.60 1.10 

Individual and Society 

and development wants 

are coordinated in this 

Organization 7.90% 11.20% 6.70% 50.60% 23.60% 3.71 1.18 

Grant and support are 

accessible for all operate 3.40% 13.50% 4.50% 39.30% 39.30% 3.98 1.14 

There is career 

development of workers 

in the hospital 4.50% 6.70% 9.00% 50.60% 29.20% 3.93 1.03 

Average 

     

3.76 1.09 

The results displayed that 62.9% (47.2% +15.7%) agreed that there is a mentorship and coaching 

programs for all workers in their hospitals. The mean was 3.52 which was slightly lower than the 

compound average which was 3.76. This implies that the statement affects the employee 

retention of private hospitals negatively. This implies that most private hospitals have coaching 

and mentorship programs which enhance employee retention. Findings displayed that 76.4% 

settled that worker’s job aspirations within the firm are known by her instant supervisor. The 

mean was 3.84 which was higher than the compound average of 3.76. This implies that the 

statement affects the employee retention of private hospitals positively. This implies that most 

private hospitals have career aspirations for their employees which motivate the employees to 

continue working for the organization. In addition, findings displayed that 62.9% settled that 

staffs in the firm have more than one probable position for elevation. The mean was 3.60 which 

was slightly lower than the compound average of 3.76. This implies that the statement affects the 

employee retention of private hospitals negatively.  

Results displayed that 74.2% settled that employee and firm needs are harmonized in this 

organization. The mean was 3.98 which was slightly higher than the compound average of 3.71. 

This implies that the statement affects the employee retention of private hospitals positively. This 

implies that most employees of the Kiambu private hospitals are comfortable with the career 

growth in their organization and thus they are motivated to continue working for the 

organization. 

Finding displayed that 78.2% designated that grant and sponsorship are accessible for all staff. 

The mean was 3.98 which was slightly higher than the compound average of 3.76. This implies 

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European Journal of Human Resource                                                                                      

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that the statement\affects the employee retention of private hospitals positively. This implies that 

most private hospitals have scholarship and sponsorship for their employees which enhance 

employee retention. In addition, findings displayed 79.8% agreed that there befalls career 

pathway of labors in the firm. The mean was 3.93 which was slightly higher than the compound 

average of 3.76. This implies that the statement affects the employee retention of private 

hospitals positively.  

The overall mean of career development was 3.76 while the standard deviation was 1.09 showing 

that most individuals were in agreement with the statement.  

4.1.2 Work Life Balance 

The study findings of work life balance variable were as depicted in Table 2. 

Table 2: Work Life Balance 

Statement 

Strongly 

Disagree 

Disagre

e Neutral Agree 

Strongly 

agree 

Mea

n 

Std.

Dev 

There exists a work life 

policy in the 

organization 5.60% 7.90% 33.70% 44.90% 7.90% 3.42 0.95 

There is a perfect work 

calendar  in the firm 5.60% 4.50% 14.60% 57.30% 18.00% 3.78 0.99 

I’m contented with the 

working times of the 

firm 1.10% 4.50% 15.70% 57.30% 21.30% 3.93 0.81 

The hospital has staff 

well-being programs 1.10% 15.70% 18.00% 50.60% 14.60% 3.62 0.96 

The demands of my 

personal life interfere 

with work-related duties. 6.00% 10.90% 10.10% 47.20% 25.80% 3.82 1.01 

Leave days are available 

any time I require them 16.90% 7.90% 4.50% 52.80% 18.00% 3.47 1.34 

Average 

     

3.67 1.01 

The findings displayed 52.9% (44.9% +7.9%) designated that there exists a work life procedure 

in the organization. The mean was 3.42 which was slightly lower than the compound average of 

3.67. This implies that the statement affects the employee retention of private hospitals 

negatively. This implied that most private hospitals have a work life policy which enhances 

workers’ retention. In addition, results displayed 75.3% designated that there exists a clear work 

schedule in the organization. The mean was 3.78 which was higher than the compound average 

of 3.67. This implies that the statement affects the employee retention of private hospitals 

positively. This implied that most private hospitals have a clear work schedule for private 

hospitals which enhances workers’ retention. The findings displayed that 78.6% designated that 

there they are satisfied with the working hours of the organization. The mean was 3.93 which 

was higher than the compound average of 3.67. This implies that the statement affects the 

employee retention of private hospitals positively. This implied that most private hospitals have 

good working hours which enhances workers’ retention. The results displayed 65.2% designated 

that the hospital has staff wellbeing programs. The mean was 3.62 which was slightly lower than 

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European Journal of Human Resource                                                                                      

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Vol.5, Issue 1 pp 60 - 75, 2021                                                              www.ajpojournals.org                                          

 

 

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the compound average of 3.67. This implies that the statement affects the employee retention of 

private hospitals negatively. This implied that most private hospitals have a staff wellbeing 

program which enhances workers’ retention.  

In addition, findings displayed 73.0% designated that the demands of my personal life interfere 

with work-related duties. The mean was 3.82 which was higher than the compound average of 

3.67. This implies that the statement affects the employee retention of private hospitals 

positively. Findings also showed that 70.8% designated that leave days are available any time 

they require them. The mean was 3.47 which was slightly lower than the compound average of 

3.67. This implies that the statement affects the employee retention of private hospitals 

negatively. This implied that most private hospitals have a leave plan for staff which enhances 

workers’ retention.  

4.1.3 Compensation Strategies 

The study findings of compensation strategies variable were as depicted.  

Table 3: Compensation Strategies 

Statement 

Strongly 

Disagree 

Disagre

e Neutral Agree 

Strongl

y agree Mean 

Std.D

ev 

The hospital does annual 

salary review 3.40% 2.20% 12.40% 57.30% 24.70% 3.98 0.88 

Bonus pay is satisfactory 

and commensurate to effort 3.40% 2.20% 10.10% 58.40% 25.80% 4.01 0.87 

Employees are attracted by 

merit based pay (Percentage 

increase in salary based on 

good performance   

permanently added on to the 

salary) 6.70% 3.40% 11.20% 55.10% 23.60% 3.85 1.04 

Employee appreciation for 

better performance by the 

employer enhances 

employee motivation in this 

organization 1.10% 4.50% 10.10% 55.10% 29.20% 4.07 0.82 

The firm offers good 

remuneration to all staff 0.00% 3.40% 15.70% 51.70% 29.20% 4.07 0.77 

The allowances gives 

commensurate to efforts 11.20% 16.90% 6.70% 44.90% 20.20% 3.46 1.30 

Average 

     

3.91 0.95 

Findings were displayed that 82.0% designated that the hospital does annual salary review. The 

mean was 3.98 which was higher than the compound average of 3.91. This implies that the 

statement affects the employee retention of private hospitals positively. This implied that most 

private hospitals have an annual salary review which enhances employee retention. In addition, 

results showed that 84.2% designated that bonus pay is satisfactory and commensurate to effort. 

The mean was 4.01 which was higher than the compound average of 3.91. This implies that the 

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European Journal of Human Resource                                                                                      

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statement affects the employee retention of private hospitals positively. This implied that most 

private hospitals have a bonus pay for their employees which enhances employee retention.  

Finding also showed that 78.7% designated that employees are attracted by merit based pay 

(percentage increase in salary based on good performance permanently added on to the 

salary).The mean was 3.85 which was slightly lower than the compound average of 3.91. This 

implies that the statement affects the employee retention of private hospitals negatively. In 

addition, findings showed that majority of the respondents who were 84.3% designated that 

employee appreciation for better performance by the employer enhances employee motivation in 

their organization. The mean was 4.07 which was higher than the compound average of 3.91. 

This implies that the statement affects the employee retention of private hospitals positively. This 

implies that employee appreciation enhances employee retention. Findings also displayed that 

majority of the respondents who were 80.9% designated that the firm offers good remuneration 

to all staff. The mean was 4.07 which was higher than the compound average of 3.91. This 

implies that the statement affects the employee retention of private hospitals positively. In 

addition, 65.1% designated that the allowances give commensurate to efforts. The mean was 

3.46 which was slightly lower than the compound average of 3.91. This implies that the 

statement affects the employee retention of private hospitals negatively. This implied that 

employee allowances enhance employee retention.  

4.1.4 Work Environment  

The study findings of work environment variable were as depicted in Table 4. 

Table 4: Work Environment 

Statement 

Strongly 

Disagree Disagree Neutral Agree 

Strongl

y agree Mean 

Std.

Dev 

The physical working 

conditions (e.g., heating, 

ventilation, space, 

cleanliness) are very good 1.10% 4.50% 21.30% 48.30% 24.70% 3.91 0.86 

There are adequate tools 

and equipment of work in 

our hospital 2.20% 2.20% 22.50% 49.40% 23.60% 3.90 0.87 

There is apparent and open 

communication in our 

organization 1.10% 6.70% 20.20% 47.20% 24.70% 3.88 0.90 

Our organization has very 

good security 5.60% 7.90% 20.20% 47.20% 19.10% 3.66 1.05 

There exist a work life 

policy in the organization 5.60% 11.20% 20.20% 31.50% 31.50% 3.72 1.19 

The hospital has put in 

place the covid 19 

guidelines to ensure all 

employees are safe 5.60% 4.50% 4.50% 65.20% 20.20% 3.90 0.97 

Average 

     

3.83 0.97 

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Results displayed 82.0% designated that the physical working conditions (e.g., heating, 

ventilation, space, cleanliness) are very good. The mean was 3.91 which is higher than the 

compound average of 3.83. This implies that the statement affects the employee retention of 

private hospitals positively. Findings also showed 78.7% designated that there are adequate tools 

and equipment of work in their hospital. The mean was 3.90 which was higher than the 

compound average of 3.83. This implies that the statement affects the employee retention of 

private hospitals positively. This implied that having adequate tools and equipment enhances 

employee retention.  

In addition, 77.5% designated that there is apparent and open communication in their 

organization. The mean was 3.88 which was higher than the compound average of 3.83. This 

implies that the statement affects the employee retention of private hospitals positively. This 

implied that most private hospitals have open communication which enhances employee 

performance.  

Findings further displayed that 74.2% designated that their organization has very good security. 

The mean was 3.66 which was slightly lower than the compound average of 3.83. This implies 

that the statement affects the employee retention of private hospitals negatively. This implied 

that good security in an organization enhances employee retention. This was not in agreement 

with Herzberg theory which indicated that issues such as security, working conditions and 

security are less important. In addition, 59.6% agreed with the statement that there exist a work 

life policy in their organization. The mean was 3.72 which was slightly lower than the compound 

average of 3.83. This implies that the statement affects the employee retention of private 

hospitals negatively.  Findings further displayed that 82.0% designated that the hospital has put 

in place the Covid -19 guidelines to ensure all employees are safe. The mean was 3.90 which 

was higher than the compound average of 3.83. This implies that the statement affects the 

employee retention of private hospitals positively.  

4.1.5 Employee Retention 

The dependent variable was employee retention. The findings were as depicted in Table 5. 

 

 

 

 

 

 

 

 

 

 

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Table 5: Employee Retention 

Statement 

Strongly 

Disagree Disagree Neutral Agree 

Strongl

y agree 

Mea

n 

Std.

Dev 

The organization has been 

effective in controlling 

employee turnover rates 7.90% 4.50% 5.60% 51.70% 30.30% 3.92 1.12 

The firm is dedicated in 

refining general job 

satisfaction that aids in 

holding well performing 

employee 6.70% 7.90% 6.70% 41.60% 37.10% 3.94 1.17 

Workers in our 

organization care about the 

success of the organization 6.70% 15.70% 0.00% 37.10% 40.40% 3.89 1.28 

Employees in our 

organization feel a strong 

sense of belonging towards 

the organization 5.60% 9.00% 11.20% 61.80% 12.40% 3.66 1.00 

Turnover rates have been 

declining in our hospital 4.50% 13.50% 22.50% 47.20% 12.40% 3.49 1.02 

If given an offer to join 

another institution I would 

not take it 9.00% 7.90% 1.10% 77.50% 4.50% 3.61 1.02 

Average 

     

3.75 1.10 

Findings displayed that 82.0% designated that the firm has been active in monitoring employee 

turnover tariffs. Findings also showed that 78.7%designated that the firm is dedicated in refining 

general job satisfaction that aids in holding well performing employee. These findings agreed 

with Muathe and Nzulwa (2016) who indicated that job satisfaction and satisfactory human 

resource plans have affirmative relation with retention. Findings further displayed that 77.5% 

designated that workers in the organization care about the success of the organization. These 

findings agreed with Ushie et al. (2015) who discovered those work atmospheres which include 

consistent communication flow, a manageable assignment, electricity availability affects 

commitment of employees. Findings further displayed that 74.2% designated that employees in 

the association feel a strong sense of belonging towards the organization. These findings agreed 

with Rees and Porter (2008) who indicated that having a solid sense of belonging which boosts 

employee retention. Results also displayed that 59.6% agreed with the statement turnover rates 

have been declining in their hospital. Results also displayed that 82.0% agreed with the statement 

if given an offer to join another institution they would not take it. 

The overall mean of employee retention statements was 3.75 with a standard deviation of 1.10. 

4.2 Regression Results 

Outcomes of regression were generated and the results presented in Table 6, Table 7 and Table 8 

respectively. 

Model Fitness results were presented in Table below. 

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72 

 

Table 6: Model Fitness 

Model R R Square Adjusted R Square Std. Error of the Estimate 

1 .766a 0.587 0.567 0.34566 

Table 6 shows that the R square was 0.587. This implies that human resource practices explain 

approximately 58.70% of the variation in employee retention of private hospitals in Kiambu 

County (R2=0.587).  

The results for ANOVA for human resource practices and employee retention are presented in 

Table 7. 

Table 7: ANOVA Results 

  Sum of Squares df Mean Square F Sig. 

Regression 14.248 4 3.562 29.812 .000b 

Residual 10.036 84 0.119 

  Total 24.284 88 

   
Table 7 shows that F statistic of 29.812 and the associated P-value of 0.000 which is a value less 

than a p value of 0.05. This implies that the human resource practices have statistically 

significant effect on employee retention at a 95% confidence level.  

Regression of Coefficient significance was presented in Table 8.  

Table 8: Regression of Coefficient for Financing Practices 

  

Unstandardized 

Coefficients 

Standardized 

Coefficients t Sig. 

  B Std. Error Beta 

  (Constant) -0.525 0.402 

 

-1.308 0.195 

Career Development 0.206 0.086 0.193 2.388 0.019 

Work life balance 0.392 0.084 0.343 4.667 0.000 

Compensation 

Strategies 0.173 0.079 0.181 2.179 0.032 

Work environment 0.361 0.086 0.356 4.194 0.000 

Table 4.12 shows that career development had a positive and significant effect on employee 

retention (β=0.206, p=0.019). These implied that career development explain 0.206 of the 

variation in employee retention in private hospitals. Therefore an improvement in career 

development in one unit would lead to improvement in employee retention by 0.206 units. 

Results further showed that work life balance had a positive and significant effect on employee 

retention (β=0.392, p=0.000). This implied work life balance explained 0.392 of the variation in 

employee retention in private hospitals. Therefore an improvement in worklife balance in one 

unit would lead to improvement in employee retention by 0.392 units. In addition, results further 

showed that compensation strategies had a positive and significant effect on employee retention 

(β=0.173, p=0.032). Therefore an improvement in compensation strategies in one unit would 

lead to improvement in employee retention by 0.392 units. These implied work life balance 

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explain 0.173 of the variation in compensation strategies in private hospitals. Results further 

showed that work environment had a positive and significant effect on employee retention 

(β=0.361, p=0.000). This implied work environment explains 0.361 of the variation in employee 

retention in private hospitals. These implied work environments explain 0.361 of the variation in 

compensation strategies in private hospitals.  

5.0 CONCLUSIONS AND RECOMMENDATIONS 

5.1 Conclusion of the Study 

The investigation established that career development had a noteworthy impact on employee 

retention of private hospitals.The study also concluded that organizations with strong employee 

retention invested more in training and development programs. In addition, private hospitals with 

career progression of their employees have high level employee retention.Furthermore, private 

hospitals with strong employee retention involve more in collaborative decision-making with 

workers and in supportive management procedures, thus endorsing a positive image to their 

workers. 

The investigation established that work life balance had a noteworthy impact on employee 

retention of private hospitals. The study also concluded that work-life balance practices reduces 

turnover and increased productivity and employee satisfaction in private hospitals. Being alleged 

having innovative work-life balance strategies permits private hospitals to boost their reputation 

in the public domain. This means that they are also well situated to entice and retain superior 

numbers of job interviewees from which a bigger pool of better competent workers can be 

selected. 

The investigation established that compensation strategies had a noteworthy impact on employee 

retention of private hospitals.The study also concluded that compensation and pay are important 

aspects for enticing and recollecting competent workers in private hospitals. There is a positive 

link between rewards and retention. The amount paid in compensation influences a person 

psychologically, economically and sociologically. 

The study established that work environment had a noteworthy impact on employee retention of 

private hospitals. In addition, a positive work environment is thought to make workers feel good 

about coming to work and offer the essential inspiration to withstand them through the day. In 

addition, a conducive work environment makes an employee to have an emotional engagement 

with their work place. 

5.2 Recommendations of the Study 

Private hospitals that do not have a coaching and mentorship programs for their employees 

should ensure they introduce them since they enhance employee retention. The investigation also 

endorses that the private hospitals should inspire active cooperation across different parts of the 

organization. They should also ensure that there is a career path of staffs in their firm.  

Since career growth and development are an integral part of every individual's career; more 

opportunities should be created for employees of private hospitals. In addition, for private 

hospitals to have more employee retention, they should invest more on trainings of their 

employees. 

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The investigation also recommends that the private hospitals should have a work life policy in 

their organisation and a clear work schedule for all the employees. In addition, private hospitals 

should have a clear work schedule for their employees. In addition, private hospitals should 

ensure they have enough leave days for their workers. All these will enhance their employee 

retention.In addition, conducive work environment enhances employee retention and thus private 

hospitals should maintain a high level of conducive work environment so as to retain their 

employees.  

 

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