Effects of employer branding on talent retention within Petroleum Independent Association of Kenya

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dc.contributor.authorNjagi, Flossie W
dc.date.accessioned2014-10-28T11:21:08Z
dc.date.available2014-10-28T11:21:08Z
dc.date.issued2013
dc.descriptionSubmitted in partial fulfillment of the requirements for the degree of Masters in Business Administrationen_US
dc.description.abstractThe 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.en_US
dc.identifier.urihttp://hdl.handle.net/11071/2301
dc.language.isoenen_US
dc.publisherStrathmore Universityen_US
dc.subjectBrandingen_US
dc.subjectTalent retentionen_US
dc.subjectPetroleum Independent Association of Kenyaen_US
dc.titleEffects of employer branding on talent retention within Petroleum Independent Association of Kenyaen_US
dc.typeThesisen_US
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