Motivational Factors Influencing Employee Retention in Non-Governmental Organizations: A Case Study of African Wildlife Foundation

Abstract

The purpose of this study was to determine the motivational factors influencing employee retention in Non-Governmental Organizations (NGOs), with a focus on the African Wildlife Foundation. The study focused on the subsequent research questions: - What is the influence of Job Security on employee retention in Non-Governmental Organizations? How does Career Development influence employee retention in Non-Governmental Organizations? What is the effect of Job flexibility on employee retention in Non-Governmental Organizations? The researcher used descriptive research in this study. The study population was 192 employees of the African Wildlife Foundation. The researcher used Stratified sampling to select a sample of 130. Data collection employed the use of questionnaires. The researcher then analysed the data using descriptive and inferential statistics. The researcher used a correlation analysis and linear regression to decide the strength and relationship of study variables and then analysed the data using SPSS. The researcher then presented the results in tabular and graphical form. The study sought to establish the influence of Job Security on employee retention in Non-Governmental Organizations. Descriptive statistics findings indicated that most employees agreed that their organization had long term funding(M=4.52,SD=1.430). Correlation analysis revealed a statistically significant strong and positive association /relationship between Job Security and Employee Retention, r (114) = 0.514,p < .05. Linear regression analysis revealed that Job Security explained about 25% of the variability in Employee Retention at African Wildlife Foundation (R^2=.258) and that Job Security statistical and significant linear relationship between Job Security and Employee Retention(F (1,107) = 6.198,p<.05). Job Security positively affected employee retention though not statistically significant(β=0.251,t(112)=0.496,p=0.621). On the influence of Career Development on Employee Retention in Non-Governmental Organizations descriptive statistics findings indicated most respondents agreed that the retention management process encourages continuous improvement (M=4.35,SD=1.137). Correlation analysis indicated that the association between overall Career Development and Employee Retention in Non-Governmental Organizations is positively strong and statistically significant, r(114) = 0.750,p < .05. Linear regression analysis revealed that Career Development explained about 27% of the variability in Employee Retention at African Wildlife Foundation (R^2=.268) and that there was a statistical and significant linear relationship between Career Development and Employee Retention (F (1,106) =5.531,p<.05). Career Development positively affected Employee Retention though not statistically significant (β=0.114,t(112)=0.901,p=0.073) On the influence of Job flexibility on Employee Retention in Non-Governmental Organizations descriptive statistics findings indicated that most employees agreed that their organization gave them flexibility in scheduling their work hours (M=4.24,SD=1.143). Correlation analysis indicated that there is strong and significant positive association between overall Job flexibility and Employee Retention, r (114) = 0.569,p < .05. Linear regression analysis revealed that Career Development explained about 20% of the variability in Employee Retention at African Wildlife Foundation (R^2=.202) and that there was a statistical and significant linear relationship between Job Flexibility and Employee Retention (F (5, 108) =5.483, p<.05). Job Flexibility statistically and significantly positively affected Employee Retention (β=.012,t(112)=2.57,p< .05). The study further concluded that Training and Career Development were adopted to a great extent by the Non-Governmental Organizations and that they offered sponsored training and Career Development Programs and that employees were satisfied with the training and Career Development offered by the organization. The study further concluded that employee training and Career Development benefits were in place and that they influenced employee’s retention to a great extent. The study recommended short term contracts as a source of affordable and alternative labor as well as source of temporary employees. In areas that are very important and essential other flexi work arrangement are preferred instead of temporary contracts. Flexi time requires proper scheduling, period of work or task assessment method to evaluate the amount of work done. Job flexibility was considered to be significant in increased of retention.