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Talent Management Strategies for the Retention of Generation Y Employees: A Case Study of Bridge International Academies in Nairobi County

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dc.contributor.author Eboi, Claire Aduvuka
dc.date.accessioned 2019-02-22T09:14:53Z
dc.date.available 2019-02-22T09:14:53Z
dc.date.issued 2018
dc.identifier.uri http://erepo.usiu.ac.ke/11732/4388
dc.description A Research Project Report Submitted to the Chandaria School of Business in Partial Fulfilment of the Requirement for the Degree of Master of Science in Management and Organizational Development (MOD) en_US
dc.description.abstract The purpose of this study was to find out the influence of talent management strategies on the retention of Generation Y employees, using Bridge International Academies as a reference point. The study was guided by the following three research objectives: to examine the extent to which career development affects the retention of Generation Y employees; to examine the extent to which nature of working style affects the retention of Generation Y employees; and to examine the extent to which communication style affects the retention of Generation Y employees. The study adopted descriptive research design. The study was carried out in Nairobi, targeting employees who are currently working at Bridge International Academies. It used simple random sampling technique to determine a representative sample. A sample size of 146 employees was determined to adequately represent the employees. Primary data was collected using questionnaires and data analysis was conducted using descriptive and inferential statistics in the Statistical Package for Social Sciences (SPSS). The study established a positive correlation between career development and Generation Y employee retention (value 0.336 with an r-squared of 0.113 that was adjusted to 0.074). The study findings reveal that majority of Generation Y employees strongly agreed that career development affects retention of Generation Y employees. Under career development, promotion was the highest in terms of ranking as 80.2% of respondents strongly agreed that promotion affects Generation Y intention to stay in the organization. This was followed by the availability of training programs which (66.9%) and opportunity for career development (61.2%). The study also established a positive correlation between nature of working style and retention of Generation Y employees (value 0.204 with an r-squared of 0.042 that was adjusted to -0.018). The study findings reveal that majority of Generation Y employees strongly agreed that nature of working style impacts Generation Y employee retention. 55.4% of respondents strongly agreed that Generation Y employees prefer being given leeway to adjust their arrival and departure time from work and 55.4% strongly agreed that Generation Y employees prefer being given autonomy to perform their tasks. The study also established a positive correlation between communication style and Generation Y employee retention (value 0.250 with an r-squared of 0.062 that was adjusted to 0.004). The study findings reveal that majority of the respondents strongly agreed that communication style affects Generation Y employee retention. 77.7% strongly agreed that Generation Y employees want to be frequently communicated to on matters relating to them and 74.4% strongly agreed that Generation Y employees are motivated by open communication. In addition, 71.1% strongly agreed that Generation Y employees value instant feedback and 68.6% of the respondents strongly agreed that Generation Y employees value honest communication. The study concludes that most of the Generation Y employees strongly agreed that career development influences the retention of Generation Y employees at Bridge International Academies. In addition, the study concludes that most of the Generation Y employees strongly agreed that nature of working style influences the retention of Generation Y employees at Bridge International Academies. The other conclusion is that most of the Generation Y employees strongly agreed that communication style influences the retention of Generation Y employees at Bridge International Academies. The study recommends more research to be done in other organizations in an attempt to compare the findings. There is also need to conduct a study on the challenges facing organizations in retaining Generation Y employees. en_US
dc.language.iso en en_US
dc.publisher United States International University - Africa en_US
dc.subject Talent Management Strategies en_US
dc.subject Retention en_US
dc.subject Generation Y Employees en_US
dc.subject Bridge International Academies en_US
dc.subject Nairobi County en_US
dc.title Talent Management Strategies for the Retention of Generation Y Employees: A Case Study of Bridge International Academies in Nairobi County en_US
dc.type Thesis en_US


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