STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES AND EMPLOYEE RETENTION IN PUBLIC INSTITUTIONS IN KENYA: A CASE STUDY OF THE PUBLIC SERVICE COMMISSION

Abstract

strategic human resource practices elements are characterized by recruitment and selection, training, and development. A void is created in the organization when talented and capable workers leave, leading to the loss of vital skills, knowledge, and professional relationships. High employee voluntary turnover rates usually affect or interfere with organizational performance. In order to fill these gaps, this study examined the relationship between strategic HRM practices and employee retention in Kenyan public institutions, using the Public Service Commission (PSC) as a case study, and the specific objective was to establish the influence of recruitment and selection, and training and development on employee retention at the PSC. Anchor theory is human capital theory, reinforced by institutional theory and goal-setting theory. A descriptive design was adopted. The target population is 539 employees of PSC. Stratified random sampling was adopted. With the help of two research assistants, structured questionnaires were utilizedto collect data, and the pick-and-drop approach was employed to obtain primary data. Results were displayed using tables. The results show a substantial correlation between employee retention and the strategic human resource management practices (p < 0.05, P = 0.00). The statistical significance of variables' values (p = 0.05) suggests that raising theirmean index should enhance employee retention. The head of PSC should be aware that recruiting, identifying, and keeping the best talent in an organization depends on having effective selection and recruitment procedures. The study recommends that Such policies improve organizational effectiveness, fairness, and transparency when they are properly drafted. PSC should incorporate training and development into the hiring process to guarantee that new hires are not only properly positioned but also prepared to function and advance within the company. A well-organized, fair, and impact-driven T&D policy increases worker engagement, lowers attrition, and boosts organizational competitiveness. Therefore, it is necessary to do more research encompassing a large geographic region, such as the other private institutions, as well as a comparison study to look at how various SHRM affect employee retention in other private institutions.