| dc.description.abstract | Staff retention is valuable resource to improve organisation performance (Schultheiss, 2017).
The study examined the effect of staff retention on employee performance in organisation a case
of Community Empowerment for Rural Development (CEFORD). The study was driven by the
fact that, retention of staff through career development, recognition and work-life balance
influence organisation performance which requires empirical assessment to investigate most
significant predictor of performance in the NGO. The study was guided by three objectives
which were; to establish effect of career development on organization performance in the NGO;
to establish the effect of recognition on employee performance in the NGO; and to examine the
effect of work-life balance on employee performance in NGOs, a case of CEFORD. Case study
design was adopted with quantitative and qualitative approaches and the unit of analysis were
employees at CEFORD. Primary data was collected from 8 informants using interview guide and
60 respondents using questionnaire anchored on 5 Likert scaled range. Quantitative data was
analyzed using SPSS to generate descriptive, correlation and regression analysis while
qualitative was analyzed using NVIVO software to generate thematic themes.
Correlation analysis indicates that career development (r= 0.760, p= 0.000), recognition (r=
0.601, p= 0.001), work-life balance (r= 0.401, p= 0.001) have positive and significant
relationships with the employee performance. Other findings from regression analysis revealed
that career development (r= 0.256, p= 0.020) has positive significant effect on organisation
performance at 95%. While recognition (r= 0.129, p= 0.120), work-life balance (r= 0.090, p=
0.152). Staff retention explain 31.4% variation on organisation performance (Adjusted R Square
= 0.314) while 68.6% is contributed by other variables.
The study concluded that staff retention through career development, recognition and work-life
balance have significant relationship on organisation performance while only career development
has positive significant effect. The study therefore, recommends that directors, managers,
supervisors should develop staff career through on job training, work-shops, further education,
monitoring, internal promotion to achieve desired employee performance in Non-Governmental
Organizations. | en_US |
