SUCCESSION PLANNING PRACTICES AND EMPLOYEE RETENTION IN THE INFORMATION, COMMUNICATION AND TECHNOLOGY AUTHORITY IN NAIROBI KENYA

Abstract

The study aim was to establish the effect of succession planning practices and employee retention at the Information, Communication and Technology Authority, Kenya. Specific objectives were to analyze the effect of rewards and benefits and Human Resource Planning on employee retention in the ICT Authority, Kenya. This study adopted a descriptive research design to enable the researcher reduce biases associated with qualitative research. The study targeted 259 staff of the ICTA. The study used the Taro Yamane formula arrive at the sample size of 189 respondents. The study collected primary data using questionnaires. Descriptive research design was adopted for this study. The descriptive research design enabled the researcher to reduce biases associated with qualitative research. This design was appropriate because it gave conclusive results among the research variables. Stratified random sampling design was applied to help in minimizing bias in sample selection. Structured questionnaires were used to collect primary data. Responses to statements provided in the questionnaires were rated using a Likert five-point scale. The researcher used descriptive statistics such as frequency distribution to analyze the data. The data was analyzed and tabulated with the help of the Statistical Package for Social Sciences (SPSS) version 26. Data presentation was done by use of pie charts, frequency tables, and bar graphs. A regression and a multiple regression analysis to determine the relationship between succession planning factors and employees’ retention was conducted. The determination of Coefficient of variation was undertaken to establish the relationship between independent variables and the dependent variable. Analysis of variance (ANOVA) was also undertaken. The study investigated the impact of various factors on employee retention at ICT Authority. The findings revealed significant coefficients for each variable: rewards and benefits (β = 0.314, p = 0.000), and Human Resource management practices (β = 0.417, p = 0.000), with all variables positively influencing employee retention. This suggests that investing in these areas can enhance retention efforts within the organization. In conclusion, the study underscores the importance of rewards and benefits, and Human Resource management practices in fostering employee retention at ICT Authority. To improve retention outcomes, it is recommended that the organization focus on enhancing these areas, including competitive rewards and benefits packages and strategic Human Resource management practices tailored to the needs of employees.

Key Words: Succession Planning Practices, Employee Retention, Rewards And Benefits, Human Resource Planning, ICT Authority