Succession Management Practices And Their Implications On Employee Retention In Public Sector Organizations In Kenya

Malakwen,, Stephen Kibet (2013) Succession Management Practices And Their Implications On Employee Retention In Public Sector Organizations In Kenya. Masters thesis, The Open University of Tanzania.

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Abstract

This study aimed at empirically establishing whether succession management practices exist in public sector organizations in Kenya and the extent to which such practices had been implemented. In addition, it aimed to establish the implications such practices have on employee retention in public sector organizations. The design of the study adopted was descriptive research, and data was collected using questionnaires and interview to key informants. Both descriptive and inferential statistics were used to analyze the data. The findings show that although a number of succession management practices existed with high impetus for the same in the public sector organizations studied, there was rather low level of implementation a factor largely attributed to lack of senior management support among others. This was noticeable with the findings that there was a general low employee satisfaction level across all the three organizations and that the public sector organizations were losing their best employees to their competitors. The findings also shows that succession management practices can and do have implications on employee retention in public sector organizations. Among the recommendations is that the public sector organizations should put in place appropriate strategies to ensure that employees in the age brackets of between 26 30 and 36 – 45 years are prepared to take up senior positions that may fall vacant. The organizations should also make deliberate efforts to ensure there was an evenly distributed age structure in their management structure to avert any succession crisis arising from an aging workforce. This should be considered during the recruitment and selection exercise.

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