Effects of employer branding on talent retention within Petroleum Independent Association of Kenya
Date
2013
Authors
Njagi, Flossie W
Journal Title
Journal ISSN
Volume Title
Publisher
Strathmore University
Abstract
The purpose of this study was to establish the dimensions that constitute employer
branding, to analyze the effects of those dimensions on talent retention and to establish
employees’ perceptions towards employer branding within Petroleum Independent
Association of Kenya (PIAK). This study adopted descriptive design, correlation and
factor analysis. The descriptive design was particularly useful in analyzing employee and
employer demographics and effects of employer branding dimensions on talent retention.
Factor analysis was used to group several variables into constructs that constituted
employer branding and those that affected talent retention while correlation gave a sense
of relationship between variables and demographics.
Ten PIAK member companies were selected for this survey. The population was small
hence a total census was taken. Fifteen employees from each participating company were
surveyed. They comprised on top management, supervisory middle management level
and non- supervisory middle management level. All data collected were coded and
analyzed using descriptive statistics and factor analysis.
The results of the study concluded that there are four factors that describe the critical
dimension of employer branding amongst employees of oil and gas industry in Kenya,
including: employer reputation, job characteristics, organizational culture and
compensation and benefits. The study further established that the following four
attributes, in order of prominence fostered talent retention within the oil and gas industry
in Kenya; job characteristics, employer reputation, organizational culture and
compensation and benefits. The study showed that employees were noncommittal on
whether their employers sought their input in the employer branding process and whether
their employers recognized and rewarded retention while majority of them largely agreed
that they worked for organization with a well-established employer brand, who tailored
branding to promote retention of critical talent. Finally, the research showed that there was coherence between the management’s and employees' understanding of employer
branding and talent retention.
Finally, the study recommended that employers in the oil and gas industry in Kenya
invest more in building strong employer reputation, design more attractive job
characteristics, foster a positive organizational culture and ensure that compensation and
benefits are congruent o employee expectation and organizational goals; as these led to
enhanced talent retention and reduced recruitment cost, leading to competitiveness of a
firm. To employees in the oil and gas industry in Kenya, the study recommended that
they be involved in building a strong corporate brand name capable of influencing
organization performance and leveraging employees for better career development as this
would foster stability of their employment tenure with the same employer. To human
resource practitioners, the study recommended use of non monetary incentives to reward,
motivate employees and foster talent retention.
Description
Submitted in partial fulfillment of the requirements for the degree of Masters in
Business Administration
Keywords
Branding, Talent retention, Petroleum Independent Association of Kenya