Abstract:
Succession planning practices are key human resource challenge in any organization. For organizations in the 21stCentury to survive, succession planning practices are prerequisite and must be given a new approach in order to realize employee retention. In Kenya, for instance, there was limited knowledge about succession planning in the research organizations. Despite the important role that succession planning plays in research organization, there is little information at Kenya Agricultural and Livestock Research Organization (KARLO) especially how they approach this noble practice. The purpose of this study was to assess the role of succession planning practices in ensuring employee retention in the Kenya Sugar Research Institute (SRI). The study was guided by three objectives: to determine the role of staff development on job retention; to determine the role of motivation on job retention; and to assess the role of mentorship and coaching on job retention at the SRI. Notably, lack of succession planning practices has led to institutional dysfunction in the research field. Descriptive research design was used in this study that was conducted in SRI which is one of the KARLO Institutions. Data was obtained from a total of 131 employees of KARLOSRI. Due to the small number of staff, the study used purposive sampling technique and self-administered questionnaire were used for data collection. The system of drop and pick method was used. Data was analysed using Statistical Package for Social Sciences (SPSS) and Excel. Validity and reliability of instruments were also tested. Descriptive statistics involving tables, charts and percentages were used to analyse quantitative data while inferential statistics entailed the use of Pearson correlation and multiple regression analysis. This study revealed that staff motivation has the strongest influence (β = .623), followed by staff development (β = .442), and mentoring and coaching having the least influence (β = .072) on job retention. The study recommends that all these aspects should be incorporated for purposes of retaining employees in sugar research institutes. In conclusion, the study established that staff motivation, staff development, and mentoring and coaching all affect job retention at then Sugar Research Institute either independently or simultaneously. These findings will enable scholars and practitioners to understand the significance of staff motivation in comparison to staff development, mentoring, and coaching when it comes to job retention. Despite achieving the set objectives, the study calls for further research on the influence of succession planning practices on job retention using other predictors as well as influence of succession planning practices on job retention: a comparison between public and private sectors.
