Effect of Training Program on Employee Retention in Tanzania: a Case Study of Kilindi District Council in Tanga Region

The University of Dodoma University of Dodoma Institutional Repository http://repository.udom.ac.tz

Business Master Dissertations

2015 Effect of training program on employee retention in Tanzania: A case study of Kilindi district council in Tanga region

Lusewa, Hussein O.

The University of Dodoma

Lusewa, H. O. (2015). Effect of training program on employee retention in Tanzania: A case study of Kilindi district council in Tanga region http://hdl.handle.net/20.500.12661/1232 Downloaded from UDOM Institutional Repository at The University of Dodoma, an open access institutional repository. EFFECT OF TRAINING PROGRAM ON EMPLOYEE

RETENTION IN TANZANIA: A CASE STUDY OF KILINDI

DISTRICT COUNCIL IN TANGA REGION

Hussein O. Lusewa

Dissertation Submitted for Partial Fulfillment for the Award of the Degree of

Masters of Business Administration of University of Dodoma

The University of Dodoma

September, 2015

CERTIFICATION

The undersigned certifies that has read and hereby recommends for acceptance by the University of Dodoma a dissertation entitled “Effect of Training Program on

Employee Retention in Tanzania: A Case Study of Kilindi District Council in

Tanga Region”, in partial fulfillment of the requirements for the Degree of Master of Business Administration of the University of Dodoma.

Signature......

Dr Mark Paul Diyammi

(SUPERVISOR)

Date......

DECLARATION AND COPYRIGHT

I, Hussein O. LUSEWA declare that; this Dissertation is my own original work and that it has not been presented and will not be presented to any other University for a similar or any other degree award.

Signature......

No part of this dissertation may be reproduced, store in any retrieval system or transmitted in any form or by any means without prior written permission of the author or the University of Dodoma.

ACKNOWLEDGEMENT

First I thanks and praise ALMIGHTY GOD together with express my deepest gratitude to him for his guidance, encouragement and giving me power and ability in my whole process of this thesis as well as in my whole life and peace and love be upon my valuable teacher the Prophet Muhammad,I express my thanks to my supervisor Dr M. P. Diyammi for his guidance and helpful comments during the time of this research process.

Secondly I thanks Halima Zambo (my lovely genetic mother) for her love and prayers to all the achievements and endeavors in my life, nothing to give her, May

Almighty God give her good ending in her life and inspiration. without forget my lovely genetic father late Omary for his prayer and good care of my family may

ALMIGHTY GOD put him in paradise forever..

Thirdly; a special thanks to Mr. M. R. Zambo (my lovely uncle) and his wife

Mwanaisha, Mr Amir Lusewa and his wife Nuru and Mwanaidi Zambo for his guidance and financial support from primary school up to my master‟s level. I also would like to convey my heartiest appreciation to ZAMBO Family members

(Hadija, Halima, Mwajuma, Zambo, Mwanaidi and Habiba) for their loving inspirations and encouragement.

It is a pleasure to convey my acknowledgment to all my course mates with special gratitude to Mr Omary Jingili, without forget my sister Mwajuma Lusewa and

Fatuma Lukwinyo whose have always been a good advisor throughout this journey up to masters level. In addition, I would like to thank all respondents from Kilindi district council for their good participation in providing data towards completion of this research. Finally, I offer my regards and big thanks to all whose has given direct and indirect support in any respect during the thesis. iii

DEDICATION

This study is dedicated to the family of late Kamota Lusewa. Secondly; the work is dedicated to my family together with my lovely brother Mbaruku Lusewa as well as my lovely Brother Azizi Gendo and his Wife.

ABSTRACT

Man power is the skeleton of any organization. Nowadays, employee retention has become the important tools for the development and improvement for all types of organization. The biggest challenge that organizations are facing today is not only managing these resources but also retaining them. The purpose of this study was to conduct critical examination on the effect of training program on employee retention in order to obtain findings which provide a good atmosphere for public sectors and other organizations. The data was collected from 105 respondents from Kilindi district council (case study). From the sample both qualitative and quantitative data were collected. The qualitative data was collected using in depth interview, focus group discussion (FGDs) plus documentation and quantitative data was collected through structured questionnaire. The qualitative data was analyzed using comparison analysis as well as researcher‟s scenarios analysis, the quantitative data was analyzed using Statistical Package for the Social Sciences (SPSS) program and PASW programs. The results of the study revealed that there is significant link between training and employee retention among the employees. Furthermore, Results show that there is good relationship between training program and employee retention. We can therefore conclude that training program is the one of basic determinant factors for employee retention and also encourage an organization and other sectors to achieve the required goals. This is the one of the important tools for employee retention. However, Training alone is not enough for employee retention, the study recommends the other important factors to be considered in order to strength employee retention such factors are Performance Management, Better Leadership Management, Good Relationships and Career Development, these factors must be considered in order to enable the competent employees to remain in the organization. The managers, leaders and other stakeholder should make sure that these factors are well organized and controlled to reduce employee turnover as well as to improve the performance of sectors. Moreover, the study finalized by suggesting areas for further studies such areas based on assessment of other factors that can be used as a retain strategies in order to reduce employee turnover not only that but also the study suggests more research to be conducted on this topic based on private sectors in order to assess if the same results can be obtained.

TABLE OF CONTENTS

CERTIFICATION ...... i DECLARATION AND COPYRIGHT ...... ii ACKNOWLEDGEMENT ...... iii DEDICATION ...... iv ABSTRACT ...... v LIST OF TABLES ...... x LIST OF FIGURES ...... xi LIST OF PLATES...... xii LIST OF APPENDICES...... xiii LIST OF ABBREVIATION AND ACRONYMS...... xiv CHAPTER ONE...... 1 INTRODUCTION AND BACKGROUND TO THE STUDY ...... 1 1.0 Introduction ...... 1 1.1 Background to the Study ...... 1 1.2 Statement of the Problem ...... 7 1.3 Research Objectives ...... 8 1.3.1 General objective ...... 8 1.3.2 Specific Objectives ...... 8 1.4 Research Questions ...... 8 1.5 Significance of the Research ...... 9 1.6 Reason for Select Kilindi District Council as a Case Study ...... 10 1.7 Scope of the Study ...... 11 1.8 Limitation of Research ...... 12 1.8.1 Time and Money:- ...... 12 1.8.2 The Respondents Lack a Confidence ...... 12 1.8.3 The Lack of a Scientific Training in the Methodology of Research ...... 13 1.8.4 The Reliance on Self-Reported Questionnaire ...... 13 1.9 Conclusion ...... 13 CHAPTER TWO ...... 14 LITERATURE REVIEW ...... 14 2.0 Introduction ...... 14 2.1 Definition of Key Terms ...... 14 vi

2.1.1 Notion of Employee Retention ...... 14 2.1.2 Concept of Employee Turnover ...... 17 2.1.3 Concept of Training Program ...... 20 2.3 Global Context on Employee Retention and Employee Turnover ...... 23 2.3.1 Context on Employee Retention and Employee Turnover in the United States of America ...... 23 2.3.2 Context on Employee Retention and Employee Turnover in South Africa 26 2.3.3 Context on Employee Retention and Employee Turnover in Australia ..... 27 2.3.4 Context on Employee Retention and Employee Turnover in China ...... 28 2.3.5 Context on Employee Retention and Employee Turnover in Malaysia ..... 30 2.4 Theories of Employee Retention ...... 32 2.4.1 Human Capital Theoretical Framework ...... 32 2.4.2 Psychological Contracts Theoretical Framework ...... 34 2.4.2.1 Psychological Contract Based on Social Exchange Perspective ...... 34 2.4.2.2 Psychological Contract Violation ...... 35 2.4.3 Maslow's Hierarchy of Needs ...... 35 2.5 Empirical Studies on Employee Retention and Training Program ...... 38 2.5.1 Positive Results of Training Program on Employee Retention ...... 38 2.5.2 Negative Results of Training Program on Employee Retention ...... 39 2.6 Knowledge Gap ...... 39 2.7 Conceptual Framework ...... 40 2.8 Conclusion ...... 41 CHAPTER THREE ...... 42 RESEARCH METHODOLOGY ...... 42 3.0 Introduction ...... 42 3.1 Research Design ...... 42 3.2 Case Study ...... 43 3.2.1 The Case Study of this Study Is Kilindi District Council from Tanga City 43 3.2.2 Kilindi District Council ...... 44 3.3 Sampling and Sample Size ...... 47 3.4 Data Collection Procedures ...... 49 3.5 Data Collection Methods ...... 50 3.6 Validity and Reliability ...... 53 vii

3.7 Ethical Considerations in Data Collection ...... 55 3.8 Data Analysis ...... 55 3.9 Conclusion ...... 57 CHAPTER FOUR ...... 58 PRESENTATION AND DISCUSSION OF THE FINDINGS...... 58 4.0 Introduction ...... 58 4.1 Social-Demographic Profile of the Study Population ...... 58 4.1.1 Sex Distribution of the Respondents ...... 59 4.1.2 Age Distribution of the Respondents ...... 60 4.1.3 Education Status of the Respondents ...... 61 4.1.4 Marital Status of the Respondents ...... 62 4.1.5 Occupation Distribution of the Respondents ...... 63 4.2 Objective One: To Examine the Knowledge and Awareness of Respondents Based on Training Program and Employee Retention ...... 64 4.2.1 The Attendance of respondents on Training Program Related to their Job 65 4.2.1.1 Pre- job Training...... 66 4.2.1.2 Adoption of New Technology Training ...... 66 4.2.1.3 Promotion Training ...... 66 4.3 Objective Two: To Determine Relationship between Training Program and Employee Retention ...... 67 4.4 Objective Three: To Analyze the Impacts of Training Program on Employee Retention ...... 68 4.4.1 Positive Impact ...... 69 4.4.1.1 Provide Job Satisfaction ...... 69 4.4.1.2 It Facilitates Job Performance ...... 69 4.4.1.3 It Enhance the Provision of Social Services ...... 69 4.4.1.4 It Increase Ability and Confidence at the Work Place ...... 70 4.4.2 Negative Impact ...... 70 4.4.2.1 It Lead Employee Turnover ...... 70 4.4.2.2 It Too Expensive ...... 70 4.4.3 Contribution of Training Program on Employee Retention ...... 70 4.5 Objective Four: Factors to Consider to Ensure Employee Retention ...... 71 4.5.1 Formulating a Competitive Compensation ...... 71 viii

4.5.2 Establishing Attractive Rewards ...... 72 4.5.3 Ensuring Effective Communication ...... 72 4.5.4 Preparing Good Working Environment ...... 72 4.7 Conclusion ...... 73 CHAPTER FIVE ...... 74 SUMMARY, CONCLUSION AND RECOMMENDATION ...... 74 5.0 Introduction ...... 74 5.1 Summary of the Study ...... 74 5.2 Conclusion ...... 76 5.3 Reflection of Conceptual Framework from the Results Obtained ...... 77 5.4 Guiding Principle Implications of Results ...... 77 5.5 Recommendation ...... 78 5.5.1 Performance Management ...... 78 5.5.2 Good Leadership Management ...... 78 5.5.3. Good Relationships ...... 79 5.5.4 Career Development ...... 79 5.6 Suggested Areas for Further Studies ...... 80 5.7 Conclusion ...... 80 REFERENCES ...... 81 APPENDICES ...... 85

LIST OF TABLES

Table 2.1: Employee Turnover and Rates by Industry and Region ...... 25 Table 2.2: The Approaches (tools). Used to Retain Chinese Employees ...... 30 Table 3.1: Proportion of Staff Members in Each Department ...... 48 Table 3.2: Proportion of Staff Members in Each Department ...... 49 Table 4.1: Knowledge and Awareness of Respondents about Training Program and Employee Retention (N=105) ...... 65 Table 4.2: The Attendance of Respondents of Training Program ...... 66 Table 4.3: The Relationship between Training Program and Employee Retention (N=105) ...... 68 Table 4.4: The Impacts of Training program on Employee retention...... 68 Table 4.5: The Contribution of Training Program on Employee Retention ...... 71

LIST OF FIGURES

Figure 2.1: Shows Map of America ...... 24 Figure 2.2: Show Map of South Africa ...... 27 Figure 2.3: Shows map of Australia ...... 28 Figure 2.4: Shows map of China ...... 29 Figure 2.5: Shows Map of Malaysia ...... 32 Figure 2.6: Human Capital Consists of the Intellectual, Social and Emotional Capital of Individuals and Organizations ...... 33 Figure 2.7: Maslow‟s Hierarchy of Needs ...... 36 Figure 2.8: Maslow's Hierarchy of Needs ...... 37 Figure 2.9: Conceptual Framework of Effect of Training Program on Employee Retention ...... 41 Figure 3.1: The Map of Tanga Showing Kilindi District ...... 43 Figure 3.2: The Map of KilindiDistrict Showing the Wards of Study Area ...... 45 Figure 3.3: The Map of Tanga Region Showing the Study Area ...... 47 Figure 4.1:Gender Distribution of the Respondents ...... 59 Figure 4.2: Distribution of Ages of the Respondents ...... 60 Figure 4.3: Education Status of the Respondents (N=105) ...... 61 Figure 4.4: Marital Status of the Respondents (N=105) ...... 62 Figure 4.5: Occupation of the Respondents (N=105) ...... 63

LIST OF PLATES

Plate 3.1: Shows the Mountain Kilindi ...... 46

xii

LIST OF APPENDICES

Appendix I: Questionnaire for All 72 Teachers, 15 Administrators, 3 Security Officers and 6 Nurses ...... 85 Appendix II: Dodoso Kwa Ajili Ya Walimu Wote 72, Afisa Kiongozi 15, Afisa Kilimo Na Mifugo 3 Na Manesi 6...... 89 Appendix III: In-Depth Interview Guiding Questions ...... 92 Appendix IV: Focus Group Discussion Guiding Questions ...... 93 Appendix V: Research Time Frame ...... 94 Appendix VI: Research Budget and Expenditure ...... 95

xiii

LIST OF ABBREVIATION AND ACRONYMS

DC District Commissioner DED District Executive Director DEO Distract Education Officer FGD Focus Group Discussion HR Human Resource HRM Human Resource Management HRO Human Resource Officer MEF Malaysian Employers Federation MNCS Multinational Corporations RBV Resource-Based View SKEA Skills, Knowledge, Experience and Ability Village SOES State-Owned Enterprises SPSS Statistical Package for Social Science U.S.A United State America VEO Village Executive Officer VET Vocational Education and Training WEO Ward Executive Officer MNC Multinational Company

xiv

CHAPTER ONE

INTRODUCTION AND BACKGROUND TO THE STUDY

1.0 Introduction

This chapter provides an overview of this research on the training program that influences employee retention at the workplace. The initial stages of this chapter based on explaining the background of the study, problem of the statement followed by the research objectives as well as the research questions. Not only that, but also this chapter portrays the importance of this study to the managerial level, researchers and individuals and how police makers can employ this study in policy making and implementation. Finally, the chapter explains why Kilindi district is selected as a case study of this research.

1.1 Background to the Study

In this world of capitalism, the survival of fittest is one of major issue for the organization to compete with their competitor. Nowadays many organizations especially business organization look for different means in order to survival for long time. In reality the one of the major factor which determines the success or failure of organization in competition struggle is manpower (Ramlall, 2003).Many organization were established different strategies in order to attract and retain their competent employees, organization retain their employees by reduce the rate of turnover. In fact the rate of turnover affects the performance of an organization and if the management failed to take a corrective action, the organization will die.

Organizations that struggle for attaining high market share on global level have a 1

low rate of worker turnover and high employee assurance, which is related to hard work, efficiency and better quality of work (Al-Kahtani, 2002).

Currently, it is a workplace fact that lifetime employment with a single employer is no longer guaranteed as a reward for good performance. Employees no longer generally believe that they can depend on organizations for job security, and this belief change has caused a shift in the psychological contract between organizations and their employees (Gabriel, 1999; Robison et al., 1994). The psychological work contract has resulted in people feeling less loyalty to their organization, and therefore being more willing to leave for another organization. While in the past the workforce faced the problem of job scarcity, organizations nowadays are dealing with the issue of talent scarcity. As older generations move out of the work force and the economy in Europe continues to grow and evolve, talented people of all generations – younger people are in great demand by organizations.

Due to low birth rates and slowly adapting education systems, there are fewer young people in Europe (Eurostat, 2007; Commission of the European Communities, 2006) with the desired background and skills demanded by business. Data across Europe show that the number of available employees is decreasing (Eurostat, 2007). For example, in Germany, the potential workforce is forecasted Toshrink by 2.5 million people by 2025 (German Institute for Labor Market and Educational Research,

2007). Organizations are faced with a scarcity issue and have begun thinking carefully about how to retain and develop the employees they have. What has been described as a “war for talent” in the Western world (Chambers et al., 1998) has brought retention to the forefront as an increasingly critical human resource issue

(Tornow, 1988). 2

In particular, as the managerial ranks retire, the challenges for organizations are substantial because of the relatively larger financial investment in managers and their relatively greater impact on their organizations. Past research has presented a compelling picture that learning in organizations is related to organizational commitment and intention to remain with the organization. Various studies have investigated the motivation of “skills-hungry employees” (Withers, 1998), showing that their desire for development is derived from fears about employability (Martin et al., 1998) or “marketability” in an uncertain world (Gabriel, 1999). On the other hand, employers increasingly feel an obligation to train their employees (Robinson et al, 1994) because they understand that continuous development is a necessity for knowledge workers (Barner, 1996) and the desire to develop such skills in younger generations (Kennedy, 1998b; Daboval, 1998).

Only few studies have addressed the issue of retaining and developing younger employees, but these studies agree that young employees today feel less obligation to their employers than similarly aged employees did a few decades ago (see

Daboval,1998) However, the fact that people of all ages feel less loyalty to their employers today than a few decades ago poses the question whether belonging to a particular generation is a critical factor for organizational commitment at all (Martin et al., 1998; Tornow, 1988). Organizations can adopt a variety of tactics to retain their talent (Kupperschmidt, 2000; Swoboda, 1999) including increasing compensation and benefits, promotions, opportunities to learn, special assignments, and status incentives, such as a cell phone or a car. There are also a number of non- monetary rewards organizations often employ to retain valued employees, such as increased flexibility in work-at-home options, control over their schedules, and

additional opportunities to develop skills and knowledge during work time or through employer-funded educational programs (Cole, 1999; Cox, 1999; Kennedy,

1998; Withers, 1998).

According to Waleed et al, (2013), globally there are few companies like; SAS

General Mills has a turnover rate of 2%. SC Johnson & Sons, Intel, meridian health and national instrument has the turnover rate of 3%. It means that these multinational companies are retaining their employees while ensuring their high performance, Low turnover ensures that organization is retaining their competent employees by providing them superior environment which increases the performance of individual employees. Additionally, there are companies like

Microsoft, Toyota, Toshiba which also succeeded in make sure that the manpower are well utilized and competent employee are retained for a long period of time by adapting different strategies.

Frankly speaking, to manage the human resources in this era of competition is complex and vital task. Therefore retention of, influencing and keeping potential employees is a crucial matter. Investment will be used for attracting and retaining employees that support the organization in achievement of required goals, also

(CGHRDS, 2008) suggest that a key element in Human Resource Planning is not only attracting but also retaining employees. Employee retention is the one of core issues for the organization to consider in order creating the environment which supports better performance as well as achievement of required goals in high standard manner. Employee retention is a serious and critical problem for all types of organizations. As per the term “employee retention”, it first appeared on the business scene in the 1970s and early 80s (Mckeown, 2002). 4

Most organization are affected with turnover that‟s why lead organization to incur a lot of cost on finding other competent employees to fill the position. Any organization with low rate of turnover confirmed that competent employees are well retained (Sunil Ramlall, 2003). In worldwide it show that many of the organization failed to retain their competent employees due to the competition available in our surround environment, in another side also there are some organization which succeeded to retain their competent employees like WestJet Airlines, Google,

Huronia Precision Plastics Inc, One of the management strategy suggested by various writers like (Gupter, 2003), (Armstrong, 2009), (John Storey et al., 2009) as solution of retain employees is training program.

Training is the planned and systematic modification of behavior through learning events, programmes and instruction that enable individuals to achieve the levels of knowledge, skill and competence needed to carry out their work effectively

(Armmstrong, 2009). Training is defined as organizational program by which employee learn knowledge and skills for a specific purpose (Beach, 1965).In Earlier there are few organization which dealt in training program particularly international company, many of that company conduct training programs for the purpose of controlling their repatriate managers only. At that time competition is low so many organization focus on production investment and ignored other factors of production like employee retention.

Nowadays competition increased, the organization find different methods and techniques in order to compete with their competitors, one of the method suggested by different writers as well as researchers are training. The competitive companies were started to use training as the one of tool of retaining their employees in order to 5

gain competitive advantage over their competitor, previous only competitive organization are the one which carried training program but recently also public/government organization as well as Nonprofit organization conducting training program.

In Tanzania training programs is the one of the major issues conducted by. both private and public organization, the concept of training programs in Tanzania it become popular after the rise of international business and increasing environment challenges. In this world of globalization there rapid changes in technology and free trade, therefore many organization in Tanzania decide to keep their competent employees in organization for long time, one of the method used to retain the employees is training program. Initially only private organization concentrate on training their staff but now day the government also conduct different training to their employees in order to copy with changes like technology, regulation as well as culture density, the one of government sectors which conduct training are ministry of education and vocational training and ministry of health. There are different organizations which provide training program services in Tanzania some of them are

SGS Tanzania Superintendence Co Limited, Bank of Tanzania Training Institute and Training Centre for Development Cooperation.

The study show that the employee who attain good and systematic training is likely to be more motivated, more satisfied, accomplish his duties and responsibilities in effective and efficient manner not only that but also improve his skill and knowledge concern to the job. On the side of the organization training increase productivity but the most important thing training give the organization the strength of retain their employees. 6

Therefore this study was examined the effect of training programs to the employee retention; in our study retention is dependant variable which its change will depend on training while training is independent variable which means its change does not depend on employee retention. The findings of this study will assist the different stakeholders on formulate and implement the training programs which will support to retain employees and to meet it required goals. Also the study intend to assist your organization in achieving heightened productivity, performance and profit standards through the effective use of people and the application of proprietary technologies to help match workforce levels to workload.

1.2 Statement of the Problem

In Tanzania there public and non public organizations all of them employees are critical factors for operating and managing their daily activities in order to attain their organizational goals. Guptor (2003) hypothesized and found true that in human resource planning the number of the employees is not a constant but it tend to change time to time. There are many factors which lead the number of employees in organization to change, one of them are turnover. The management of any competitive organization should struggle hard to ensure that the turnover is reduced.

There are different factors which may lead employees to quit the job some of them are desertification, discrimination, poor working condition, low salary and difficult of the job. The different writers of human resources books suggest various measures which may be taken in order to retain the employees, one of them is to establish training programs, and some of the writers who suggest this method are Guptor

(2003) and Armstrong (2009).

However, many organizations are not willing to provide employee with training because training could be an expensive risk. Equipped with better skills as a result of training, some employees may leave the organization and seek for a better job.

That‟s why there is debate up to now in which some writers do not believe that the training programs can retain the employees. Therefore this study was made investigation and to obtain the findings which will provide the real situation on how training program affect employees retention.

1.3 Research Objectives

1.3.1 General objective

To assess the effect of training program on the employees retention

1.3.2 Specific Objectives

i. To Examine the Knowledge and awareness of employee based on Training

Program and Employee Retention.

ii. To determine the relationship between training program and employee

retention.

iii. To identify the factors affecting employee retention.

1.4 Research Questions

i. To what extent employees have a Knowledge and awareness based

on Training Program and Employee Retention?

ii. What the relationship between training program and employee

retention?

iii. What factors affecting employee retention?

1.5 Significance of the Research

The study provides the significance to the skills and knowledge contribution, in managerial issues as well as policy formulation and implementation. On side of skills and knowledge the results will assist the other researchers as well as stakeholders like employees to be aware about the impact which obtained due to the different training programs conducted and how can influence the development of organization. In managerial issues it provide the sufficient information which will assist the leaders like managers of different organization as well as District commissioner (D.C), Village Executive Officer (VEO), Ward Executive Officer

(WEO), Distract Education Officer (DEO) and many other leaders on how to use the findings of this research on manage and control training programs to their employees in order to provide the positive impact like the employees retention as well as to improve the performance.

In policy formulation and implementation the findings will assist the government and other sectors based on formulating and implementing various strategies by provide additional methods and techniques which ensure that those strategies are well copy with required policy specifically about training programs in order to ensure that the required objectives are attained. In addition to that findings will assist the different organization and the society in large on the impact of use the training programs as the tools of overcome the employees turnover as well as how it can be used as motivation tools by providing the satisfactory to the employees hence to avoid them to quit the job. Also findings will put open on how the training programs can influence the employees to copy with the environment especially in rural areas in order to reduce labour turnover.

1.6 Reason for Select Kilindi District Council as a Case Study

Kilindi is among of district of Tanga region in Tanzania established in 2002; it‟s covered with large rural area than urban. Some of the employees are not well succeeded to work in this district for long period of time because they fail to compact with the environment and other challenges. This problem contributes the employees to quit their job and lead the citizen of the Kilindi district failed to attain the satisfactory33 services for their life as well as development.

Kilindi district as other district own the sectors which provide the services to their people such as Hospital, School both Primary and Secondary, Security as well as water supply sectors and others. All these sectors need employees to attain their goals but some employees are failed to work for long period of time because of various reason like unsupportive environment and bad notation that in rural area it difficult for employee to achieve personal development and to get adequate social services.

Therefore the findings will provide the real situation of employees who are working in rural area and how to retain, also the finding will assist Kilindi district and other district especially those covered with large rural area like Mkinga in Tanga, Chemba in Dodoma, Tandahimba in Mtwara and others by understanding on how to establish the difference strategies like training programs to influence the employees at workplace and avoid them to quit their job. In addition to that the finding of this research not only focus on public services but also will assist the organization both profit and non-profit organizations on how the training programs can influence the employees at their workplace.

Furthermore, Kilindi district is selected to be a case study due to the fact that in worldwide there research which related with the research topics but a lot of them if not all are focus on urban area especially on business organization, due to this situation prove that the results obtained by those research it so difficult to be applied in rural areas. That‟s why many of research report about the training programs does not help the government sectors and other sector by providing knowledge on how the training programs may influence the employees to be retained in rural areas.

1.7 Scope of the Study

The study concentrated on sightseeing the effect of training program on employee retention. It intended at discovering out how training can influences employee retention. The training program can be regarded in two difference side such as training program may lead negative or positive impacts.

On the side of positive impacts the training program provides the new knowledge to the employee which encourages implementing their duties and responsibilities, by doing so it may lead the employee to remain in the organization. Addition to that training facilitates the morale and motivated the employees to perform their job in order to achieve their goals. Furthermore it encourages the employees to copy with changes at working environment due to the emergence of new science and technology not only that but also training program encourage an organization to prepare its employee for promotion to high position.

On the side of negative impacts, the training program provides the competitive advantage to the employees which may lead to find job in other organization in order to get better compensation.

Additionally, training program consuming a lot of resources in order to be carried particularly financial resources which lead an organization to incur cost. Moreover training program may affect a production as well as operation activities because the employee at the time of training leave his or her job.

1.8 Limitation of Research

1.8.1 Time and Money:-

Time and Money is one of the biggest problem that a researcher faced during this study due to transport system the researcher consume a lot of the time o research the respondents working place especially teachers at their schools and also the researchers was depending from personal income so it become difficulties to cover all population of the study. That‟s why a researcher selects a case study as a solution of these challenges.

1.8.2 The Respondents Lack a Confidence some respondents failed to provide the validity and reliability data because they are not confidence enough to face and attempts the questions for the study, Normally this situation was provide some data which does not match with the research topic so it was become so difficult to analyze and represent it The researcher was trying to minimizing problems by establishing good relationship before starting to collect data.

1.8.3 The Lack of a Scientific Training in the Methodology of Research

The researcher does not attain the enough skills and knowledge based on scientific methods and correct process to follow this limitation was creating the difficulties situation for the researchers during the process of collecting, analyzing and presenting data in order to obtain results.

1.8.4 The Reliance on Self-Reported Questionnaire

During the process of collecting data, the structured questionnaire was given to the respondents and the nature structured questionnaire was givenin order the large freedom to respondents to fill the required question. This situation leads the researcher to face difficult condition that controls the behavior of each respondent in order to avoid a biasness of results.

1.9 Conclusion

This chapter has offered the universal introduction of this research. It was started by explaining the background of the study, followed by identify the problem statement of the research, a researcher analyzed the research objectives and research questions concerning to the effect of training program on employee retention, then the significance of the research was explained. Finally this chapter ends up with clarified the reason why of Kilindi district is right choice to be a case study.

CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

The literature review of this study includes employee retention, employee turnover and Training program. The chapter starts with the elaboration and brief investigation about these concepts, then the theories associated with research topic named as

Human Capital Theoretical Framework, Psychological Contracts and Maslow's

Hierarchy of Needs Theoretical Framework are examined. After that, the discussion about the selected empirical studies associated with Training program as well as employee retention are conducted. Lastly the process of explaining the knowledge gap is taking place as well as preparation and interpretation of conceptual framework of this study has follows.

2.1 Definition of Key Terms

2.1.1 Notion of Employee Retention

Retention is a complex concept and there is no single recipe for keeping employees with a company. Many companies have discovered, however, that one of the factors that helps retain employees is the opportunity to learn and try new things (Logan,

2000). Nowadays employee is very critical factor for the competitive organization to maintain its performance as well as achievement of required goals. In concept of employee retention should understand who are employee and employer. Zineldin

(2000) has viewed retention as “an obligation to continue to do business or exchange with a particular company on an ongoing basis” Addition to that Stauss et al. (2001) 14

has defined retention as “customer liking, identification, commitment, trust, readiness to recommend, and repurchase intentions, with the first four being emotional-cognitive retention constructs, and the last two being behavioral intentions”.

The employer is the one who responsible for retain competent employee within organization. There are many literatures which explain the concept of employee as well as employer. According to Employment and labour Relation Act (2004: section

4) defined Employee as;

An individual who-

"a) has entered into a contract of employment; or (b) has entered into any other contract under which- (i) the individual undertakes to work personally for the other party to the contract; and (ii) the other party is not a client or customer of any profession, business, or undertaking carried on by the individual; or (c) is deemed to be an employee by the Minister under section 98(3). And ''employer'' means any person, including the Government and an executive agency, who employs an employee"(Page 7-8).

According to the research conducted by Boston College (2005) defined Employee retention as a systematic effort by employers to create and foster an environment that encourages current employees to remain with the organization. This definition show that the employee retention depend on the atmosphere of the organization, management should made enhancement on environmental condition like working condition, to introduce new techniques for adapting new technology and introduce different strategies which will foster the employees to work for long period of time.

Shanghvi (2012) explained that Employee retention strategy refer to policies and 15

practices that an organization uses to satisfy the diverse needs of employees and create an environment that encourages them to stay with the organization. Addition to that Gberevbie (2008) was stated that employee retention strategies refer to the plans and means, and a set of decision-making behavior put formulated by the organizations to retain their competent workforce for performance.

Nowadays many organizations have realized that they should give attention on employee retention as one of the most vital business objectives in order to maintain the organization competitive and profitable (Arthur, 2001).As portrayed by different literatures the organization cannot afford the war of competition if failed to establish and invest strategies which will look up retention, by knowing this the organization trying to plan and implement different strategies in continuous process under critical consideration, addition to that management should use the expert and professional people who should implement those strategies in effective and efficient manner.

Greer (2003), agree that Companies should invest in their workforces when they pursue practices and develop programs that enhance retention, moreover he suggests the following factors that employers can consider in order to retain their employees;

‘Organizational Cultures, Emphasizing Interpersonal Relationship Values, Effective Selection Procedures, Compensation and Benefits, Job Enrichment and Job Satisfaction, Practices Providing Work Life Balance, Organizational Direction Creating Confidence in the Future, Retention of Technical Employees, Opportunities for training, new learning, growth, and promotion also have positive impacts on retention. Similarly, liberal transfer policies tend to reduce employee turnover. When employees can transfer, they have the opportunity to leave problem situations and are less likely to leave the organization.

In addition, effective management of diversity and prevention of sexual harassment tend to increase retention‟.

According to Shanghvi (2012) there are factors affecting employee retention in organization which are job, culture, external factor and personal factor. Also he suggest that a company should obtain the ability of keeping quality employees who are contributing to business success and build conducive environment in operation of activities in which employees enjoy their jobs and are willing to put forth effort toward the success of an organization.

2.1.2 Concept of Employee Turnover

The term employee turnover can be defined as the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment (Abassi et al. 2000). The term “turnover” is defined by Price (1977) as the ratio of the number of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. According to Forbes (1971), labour turnover was regarded as separation from an organization and included promotion, transfer or any other internal movement within the institution. Addition to that Denvir and

McMahon (1992) defined labour turnover as “the movement of people into and out of employment within an organization”.

There are many reason which encourage employee turnover, it depend on the nature and environmental condition of the organization, there different literature that suggest the factor which may lead an employee to quit the job. Increased employee turnover results in the nature of work environments at all levels has become such 17

that employees are faced with increased workloads, ever-stressed bosses, lack of incentives and fear of reductions., Poor Reward management and Recognition, high opportunity of seeking employment with another company, poor satisfaction in one‟s Position, undefined of job Characteristics Model, ineffectiveness of employee retention strategies (Sunil Ramlall, Volume 8, Number 2, pages 63-72, 2003).

According to Branham (2005), there are seven main reasons why employees leave, which are lack of recognition, low pay, unfulfilling jobs, limited career advancement, poor management practices, untrustworthy leadership, and dysfunctional work cultures. Moreover, there are three main reasons why employees leave the organization: retirement, dismissal or voluntary resignation. Retirement and dismissal are decisions made by the organizational management while voluntary turnover is a personal decision of the employee (Winterton, 2004).

Turnover of employees may be voluntary or involuntary. Involuntary employee loss relates to poor performance, conflict or other problems, while voluntary separations are due to better opportunities in other companies (Deckop et al. 2006). Shanghvi

(2012) also state that employee decided to leave organization when employees feel the job or workplace is not what they expected, There is a mismatch between the job and person, There is too little coaching and feedback, There are too few growth and advancement opportunities, Employees feel devalued and unrecognized, Employees feel stress from overwork and have a work/life imbalance, and There is a loss of trust and confidence in senior leaders.

Recent trends also show the departure of an employee with poor performance is encouraged by the organization; a high turnover of talented employees will result in

a loss to the organization. It is costly to replace the intelligent capital via recruiting and training new ones. More insidiously, employees‟ departure might badly influence other colleagues‟ morale and the organization performance (Schermerhorn et al. 2002).

In general, workers who are satisfied with the job itself have more regular attendance and are less likely to be absent for unexplained reasons than are dissatisfied workers. Job satisfaction can also affect turnover, or decisions by people to terminate their employment. Simply put, dissatisfied workers are more likely than satisfied workers to quit their jobs. Additionally, some of the substantial costs that occur when a person leaves your organization are Recruitment costs (from advertising to the time spent interviewing and sourcing), Training costs (Orientation materials and trainers‟ time), Lost Productivity Cost, Lost sales costs (the loss of business when the role is vacant, (drake international, 2012).

.Furthermore, the labour turnover can provide the positive consequence by provide the ability to cut the low-performance of staff from the organization which gives rise to better productivity to the organization as a whole (Price, 1977).And also the negative consequence of labour turnover it decreased performance and loss of valuable thinking power can easily push a company down the global rankings

(Darmon, 1990).impacts of turnover to organizations includes high costs of recruiting, hiring, training and acquiring new employees, productivity loss during replacement search and retraining, loss of high performers, and disruption of social and communication structures (Mobley, 1982).

2.1.3 Concept of Training Program

In this era of development, where technology tend to change every now and then, training becomes the prerequisite forever organization to remain in the global market. Organizations cannot rely only on straight specialism, but to struggle in the future, they must extend their employee skills and knowledge, because it is a century of productivity and quality. Training made employees to be more updated while facing the challenging situations at job; trained workers handle their job better.

Adherence to accuracy infuses high standards of quality in the products and service

(Sharma, 2012).Training can be defined “as the planned intervention that is designed to enhance the determinants of individual job performance” (Chiaburu and Tekleab,

2005, p. 29; Sahinidis, 2008).Addition to that Training has been defined as any management practice that can be controlled or managed to elicit a desired set of unwritten, reciprocal attitudes and behaviors, such as organizational commitment

(Sparrow, 1998). There are several textbook definitions of training, but the one by

Flippo is generally well accepted. According to Flippo, “Training is the act of increasing the knowledge and skills of an employee for doing a particular job”.

Some people suggest that training and education are the same things but in reality they tend to differ. Ngwira found that Training and education are two things which are different; he explained the following distinction;

“Training may be defined as a learning process in which people acquire knowledge, skills, experience, and attitudes that they need in order to perform their jobs well for the achievement of their organization‟s goals while education is a process by which the individual acquires knowledge and skills necessary for appreciating and adapting to the environment and the ever changing social, political and economic conditions of society and as a means by which one can realize one‟s full potential. 20

Another distinction between training and education is that training is normally paid for by the employee‟s work organization, whereas, education is normally paid for by the individual employee. Furthermore, educational programmes emphasize the use of theoretical and conceptual materials aimed at stimulating the individual‟s general analytical faculties while training programmes emphasize the use of materials aimed at providing the trainee with the knowledge, skills, and experiences that are necessary to enable the individual to carry out specific job tasks”. The use of formal training and development programmes has a number of advantages. It commits management to support the training and development function both in terms of funding and actual involvement in all aspects of its successful implementation, it is a sign of transparency, it is a systematic tool for managing the training function effectively and efficiently, it strengthens career development. Training provides benefit to the Work Organization by increase profitability.

In Training program proves the morale of the work force and improves corporate image, Provide benefit to the Individual by Leads employees to perform his or her job better, Improves employee job knowledge and performance, Prepare employees for transfers and promotions from within (Herman Aguinis and Kraiger, 2009).

Ngwira suggest that training must be carried in continuous process due to the following factors; Employee obsolescence, Improvements in technology, Change of business, Job redesign, Transfers, Promotions, Competition, Career plans,

Globalization, Retention of Trained Manpower. Herman Aguinis and Kraiger (2009) clearly portrayed that the following are systematic process to be considered when training program are carried out;

„Needs Assessment and Pre training States, Training Design and Training Delivery, Pre training motivation, Transfer of training, Training effectiveness, Implications for Practice, Training Evaluation‟. 21

According to Armstrong‟s handbook of human resource management practice training should be systematic in that it is specifically designed, planned and implemented to meet defined needs. It is provided by people who know how to train and the impact of training is carefully evaluated. The concept was originally developed for the industrial training boards in 1960s and consists of a simple four- stage model which is; Identify training needs, decide what sort of training is required to satisfy these needs, Use experienced and trained trainers to implement training.

Follow up and evaluate training to ensure that it is effective.

Additionally; they provide brilliant evidence which support that training activities have a positive impact on the performance of individuals and teams as well as organization, some of positive impact are benefit to job performance, benefit on achieve required goals, benefit on organization sustainability and benefit of improvements in the quality of the labor force. Moreover, Tejinder (2012) in his book named Changing Technology show that the organization should invest in training in order to gain competitive advantage as well as to achieve the required organizational goals. He explained the reason that lead training to be inevitable which are demanding customers.

Thrust on Productivity, the employees must training new techniques to make use of advances in the technology, training is needed to attract customers as the free markets become stronger, due to intensified competition forces the organizations training their employees to provide better and better products and services to the customer. Thrust on Productivity, Improved motivation, Accuracy of output, Better

Management. Training reducing costs of supervision, wastages and industrial accidents. 22

In the competitive times, organizations cannot afford the variety of exhaustion. They have to be productive in order to survive and grow. Training needed to employees to ensure Continuous improvement of the employees‟ skills is an essential requirement for maintaining high standards of productivity. Tomlinson (2002) explained that organizations can keep the leading edge in this competitive world by having their employees well trained in the latest technologies.

The training is very important in employees especially in sales person as portrayed by Kotler et al. (1999) who states that training programme teaches them about competitors' strategic and about different types of customer and their needs, buying motives and buying habits. Learning how to make effective presentations is another important component in the firm's sales training programmes.

2.3 Global Context on Employee Retention and Employee Turnover

2.3.1 Context on Employee Retention and Employee Turnover in the United

States of America

The number of studies suggests that many organizations and other public sectors are suffering a chronic shortage of competent employees. In the United States of

America the study conducted about 400 corporate officers; three-quarters of them said that their companies had `insufficient of competent employees because they quit a job, therefore critical measures should be established to retain them (Chambers et al. 1998).

According to the American Management Association, the biggest cost on turnover is that of replacing an employee who leaves.

This cost is calculated conservatively at 30% of an employee‟s annual salary and for those employees whose skills are in high demand; the cost can rise to two-thirds of their annual salary (Dibble, 1999). However, other studies have found the replacement costs of lost talent to be between 70% and 200% of the lost employee‟s annual salary (Kaye & Jordan-Evans, 1999, p.29). Increasing aggressive recruitment and global demands have made retaining the scarce skills more difficult. The main shortcoming is not only losing key members, but the lost productivity and replacement cost. Very few institutions can afford to employ, train and allow their most valued and talented employees to leave, when it is difficult to find better replacements. Salopek (2000) and the IRS Report (2000) state that retention leaders need to establish the retention strategies in order to avoid the loss of competent employees.

Figure 2.1: Shows Map of America

Source: world map, 2015

According to Bureau of labour statistic U.S.A department of labour (2015) explained that the number of employee turnover increased over the 12 months ending in July 2015 for total nonfarm, total private, and government. Over the year, employee turnover increased in accommodation and food services up to 101,000 employees, state and local government up to 27,000 employees, and educational services up to 23,000 employees. However employee turnover decreased over the year in finance and insurance until 25,000 employees and in nondurable goods manufacturing until 18,000 employees. In the regions, Employee turnover increased in the South up to 168,000 employees and Northeast up to 67,000 employees, but fell in the West until 85,000 employees.

Table 2.1: Employee Turnover and Rates by Industry and Region

Source: Bureau of labour statistic U.S.A department of labour, 2015

2.3.2 Context on Employee Retention and Employee Turnover in South

Africa

According to South Africa‟s Quarterly Employment Statistics (2009), the government is the largest employer in the South African formal sector and much affected with the problem of turnover, that‟s why government established different strategies to retain employees. Netswera et al. (2005) suggests the different factors to be considered in order to encourage retention which are Developing a climate of trust, Improving the skills level of the manager, providing management training including effective leadership skills, Clarifying the understanding of employees‟ needs and reinforcement of frequent communication . The South Africa labour- market suffers from a dearth of skilled manpower and a continuous brain drain and suggesting. Those South African organizations are under pressure to retain available talent (Kinnear and Sutherland, 2001).

The retention of talent has however become a major challenge to human resource practitioners since; according to Harris (2007) talented job candidates in the global skills market have the luxury of choice. In South Africa„s job market, retaining key employees has become a critical issue for organizations. Employers are seizing on training as one of the most effective retention tools available. Kauffman (2010) argues that when it comes to improving employee retention. it is imperative to use grass-root employee involvement program like training in the firm„s business.

Figure 2.2: Show Map of South Africa

Source: Word Map, 2015

2.3.3 Context on Employee Retention and Employee Turnover in Australia

In Australia, the government established vocational education and training (VET) to provide people with skills and knowledge they require to enter the workforce for the first timer or enter the workforce after absences, train or re-train for a new job, upgrade their skills as well as retain workforce (Australian vocational education and training statistics, 2007).According to Users‟ Guide to the Standards for Registered

Training Organizations (2015) described that the governments of Australia and its states and territories are responsible for formulating policy and to invest in training that contributes to retain a skilled Australian workforce. 27

In addition to that the Department of training and workforce development, attracting and retaining a skilled workforce (2010) suggests that in order to attract and retain skilled workers to the State should provide the economic conditions which stimulate jobs growth, training and development the provision of utility and transport infrastructure as well as social infrastructure.

Figure 2.3: Shows map of Australia

Source: Word Map, 2015

2.3.4 Context on Employee Retention and Employee Turnover in China

Earlier Chinese economy was dominated by state-owned enterprises (SOEs).At that time the operation and management of state-owned enterprises were based on traditional culture and communist ideology (Chen, 1995).The government established Human Resource Management (HRM) in the state-owned enterprises

(SOEs) which was characterized by lifelong job security, seniority-based promotion and wage increases, and extensive welfare programs (Yu et. al., 2005).

After open-door policy, the number of foreign-invested enterprises has increased in

China. The Human Resource Management functions such as formal performance appraisal, performance-based compensation, and extensive training have been adopted by firms in order to retain skilled labour and to improve the performance of the firms (Warner, 1997).

Figure 2.4: Shows map of China

Source: Word Map, 2015

In research conducted during November 2012, the Hays Retention Survey asked more than 200 candidates how long they remained in their previous job. More than a third or 35 per cent left their employer after two to four years, while 14.5 per cent decided to change jobs up to two years with their previous employer. 10.4 per cent indicated they only stayed in their job for up to a year. It was promising, however, to see that 40.1 per cent of candidates stayed with their employer for more than four years (Hays Retention Survey, 2012).

One of the solutions for the filling gap of employee turnover in China can be talent development, made by MNC operating in Chinese market (Woodland, 2007).

Wenzhu and Ulyana (2009) suggest the following approaches (Table 2.2) that can be applied by MNCs to retain Chinese workers;

Table 2.2: The Approaches (tools). Used to Retain Chinese Employees

Source: Talent retention and development within multinational company in China,

2015

2.3.5 Context on Employee Retention and Employee Turnover in Malaysia

The issues of staff retention have continued to curse organizations in Malaysia.

Annual surveys by Malaysian Employers Federation (MEF 2004, 2005) report that the annual labour turnover rates for 2003 and 2004 were high, approximately 17 per cent and 16 per cent respectively. 30

Another survey (Lim, 2001) reports that Malaysian respondents are only willing to stay with their current organizations for less than three years. Considering the need for HRM to address low organizational linkages to motivate staff and retain them, and that multinational corporations (MNCs) tend to introduce different home country. The Randstad World of Work Report (2014).state that Malaysians are not just switching jobs to boost their careers but the decision to leave also hinged on

“uncompetitive salary” (55%), “lack of recognition at the workplace” (35%) and

“lack of trust in senior leaders” (21%).Moreover, report suggests effective communication, positive workforce engagement, positive recognition and consistent feedback to employees are the factors in which business leaders are more likely to consider in order to motivate and retain talent employees.

Further, It has been reported that the voluntary turnover rate in Malaysia has risen from 10.1 percent in 2009 to 13 percent in 2010 (Federation of Malaysian

Manufacturers, 2010). According to the Federation of Malaysian Manufacturers

(2010) show that the manufacturing industry in the nation has recorded an average yearly turnover rate of 18.84 per cent for the time period of July 2010 to June 2011 not only that but also reported that average turnover rate is 1.97 percent for non- executive and 1.35 percent for executive level employees. However, Hewitt

Associates (2007) Total Compensation Management Survey reported that the average employee turnover rate in Malaysia is 18 percent. This trend is worrying because turnover is potentially costly and may have negative organizational implications. Having noted the escalating turnover rate and problems related to it in the Malaysian context, the different study carried to examine the factors related to employee turnover and ways to redress employee retention (Johari et al., 2012).

Figure 2.5: Shows Map of Malaysia

Source: Word Map, 2015

2.4 Theories of Employee Retention

In this session the theories about the study are explained and the researcher shows on how it relate with the topic of the research. The theories selected in this study are

Human Capital Theoretical Framework, Psychological Contracts Theoretical

Framework and Maslow's Hierarchy of Needs explained as following;

2.4.1 Human Capital Theoretical Framework

This study is based on human capital theory proposed by Schultz in 1961 and developed by Becker in1994. Training and development have habitually been hailed as a heart organization policy influencing both employee retention and human capital development.

Economists have different interpretations of the word “human capital” in diverse ways. The majority of them are in agreement that human capital comprises of skills, knowledge, experience and ability (SKEA). Human capital refers to the intangible resource of ability, effort, and time that employees bring to spend in their job. As shown in figure 2.1, human capital can be defined as being made up of intellectual capital, social capital and emotional capital (Gratton and Ghoshal, 2003). According to the resource-based view (RBV) of the organization, competitive advantage depends on the valuable, rare and hard-to-imitate resources. Human capital is such an invaluable resource that it is one of the most important determinants whether the organization can be successful in today‟s fierce competition. Thus, in order to create valuable virtues, many employers have shifted from the financial capital to the intellectual capital focus.

Figure 2.6: Human Capital Consists of the Intellectual, Social and Emotional Capital of Individuals and Organizations

Source: Grafton and Ghoshal, 2003

2.4.2 Psychological Contracts Theoretical Framework

A review of literature indicates a number of believable psychological factors in

explaining why effective training helps to ensure superior employment. One of the

most important theories is psychological contract theory which explained as

following;

2.4.2.1 Psychological Contract Based on Social Exchange Perspective

In sympathetic the dynamics of psychological contract in employment, it may well

help explain upon the social exchange theory on which psychological contract

theory is originated. The social exchange theory is support to understand

employment relationship as the social exchange theory states that a one party offers

benefit to another party leading to social obligations felt by another party; another

party often reciprocate to discharge this obligation. According to Rousseau (1995),

psychological contract refers to an individual‟s belief regarding the reciprocal

obligations between employees and their employers.

The psychological contract presents an unwritten set of assumptions and

expectations upon which the relationship of the employer and employee are based.

Robinson (1996) added that the psychological contract refers to employees‟

perceptions of what they owe to their employers and what they are owed from the

employers. However, based on reciprocal exchange, psychological contract must be

distinguished from the expectations because it entails a belief in what the employer

is obliged to provide (Robinson & Rousseau, 1994).

2.4.2.2 Psychological Contract Violation

There are number of studies obtained that when the psychological contract is violated, employees‟ hope and faith to their employers, job satisfaction, intention to stay in the organization and perceived obligation to the organization are decreased and the larger the extent of failure of the employers fulfilling their obligations to the employees, the more the employees the lower their perceived obligations to the organization (Coyle-Shapiro & Kessler, 2002).According to Rousseau (1995) this means to one‟s perception that another has failed to fulfill the promised obligation.

In addition Psychological contract violation to that the contract violation also takes place when employees find they have not got anything that should have been forthcoming.

The Psychological contract violation create an obstacle for employee retention to succeed, that‟s why in any organization with Psychological contract violation employee turnover is expected to higher. Robinson (1996) indicates psychological contract breach is a subjective experience. It is based not only actual breach but on an employees‟ perception of the extent to which the employer has failed to fulfill the promised obligation. Trust therefore plays a significant role in employees‟ perception of a breach. The following are the areas which psychological contract violation may take place; training and development, compensation, promotion and the nature of job (Robinson and Rousseau, 1994).

2.4.3 Maslow's Hierarchy of Needs

Maslow wanted to understand what motivates people. He believed that people possess a set of motivation systems unrelated to rewards or unconscious desires

Maslow (1943) stated that people are motivated to achieve certain needs. When one need is fulfilled a person seeks to fulfill the next one, and so on.

The earliest and most widespread version of Maslow's (1943, 1954) hierarchy of needs includes five motivational needs, often depicted as hierarchical levels within a pyramid.

Figure 2.7: Maslow’s Hierarchy of Needs

Source: http://www.simplypsychology.org/maslow.html

This Five Stage model can be divided into basic (or deficiency) needs (e.g. physiological, safety, love, and esteem) and growth needs (self-actualization).The deficiency, or basic needs are said to motivate people when they are unmet. Also, the need to fulfill such needs will become stronger the longer the duration they are denied For example, the longer a person goes without food the more hungry they will become.

One must satisfy lower level basic needs before progressing on to meet higher level growth needs. Once these needs have been reasonably satisfied, one may be able to reach the highest level called self-actualization.

Every person is capable and has the desire to move up the hierarchy toward a level of self actualization. Unfortunately, progress is often disrupted by failure to meet lower level needs. Life experiences including divorce and loss of job may cause an individual to fluctuate between levels of the hierarchy.

Figure 2.8: Maslow's Hierarchy of Needs

Source: http://www.simplypsychology.org/maslow.html

2.5 Selected Empirical Studies on Employee Retention and Training

Program

In this party, elaborate the various empirical studies based on effect of training program on employee retention. According to the nature of this topic the selected empirical studies will based in two side, one side show the positive results of training program on employee retention and another side show negative results of training program on employee retention as following:

2.5.1 Positive Results of Training Program on Employee Retention

The study reached the important finding that where organizations undertake assessment of their training and development (both formal and informal learning) then there is a greater belief in the positive impact training and development has in the organization to retain employees.

Training is a key retention factor for employees at any age. Statistical evidence indicates job training is a critical factor for personal behavioral and professional development (United States Department of Labor, 2009). Eisen (2005) states that training programs available to all employees correlate with a 70% increase in employee retention rates. Training involves the application of formal processes to impart knowledge and help people to acquire the skills necessary for them to perform their jobs satisfactorily (Armstrong, 2009). Training was deemed to be critical in helping the company achieve its strategic objectives and retain a competent employee (Storey, 2009).

More to the above, Zineldin (2000) and Villegas (2006) explained that training has a direct relationship with employee retention. Training helps organization to increase employee retention and decrease turnover of an employees. They added that when employees are ingoing process of training, they feel that organization is interested in them and want to develop their career also he feels that organization consider them so important and capable, that‟s why the employer is investing on them and this leads to employee retention.

2.5.2 Negative Results of Training Program on Employee Retention

Armstrong (2009) state that a national survey of training evaluation in specialized healthcare organizations (hospices) conducted by Clarke (2004) showed that while there appeared to be some links between training and performance it was not possible to reach firm conclusions about causality.

The writers differ in perception of training. Some of them see that to train employees is to add skills and knowledge which it can lead to quit the job.

According to (Ian Beardwell et al., 2002) said that The loss of employees in whom considerable sums have been invested in training and development influences some employers to concentrate on training in areas that are specific to their organization, while the „poacher‟ organizations use money as an attractor and invest little or nothing in training their employees.

2.6 Knowledge Gap

Due to critical investigation of literature review in Tanzania there is small number of the research conducted about the training programs. In case of worldwide there research based on this topic but most of them based on the large private organization specifically business organizations.

Therefore it becomes so difficult for the small organizations as well as government organizations to use the findings on formulating and implementing different strategies. Furthermore the most research conducted does not consider the rural areas but most of them focus on urban areas. Therefore the findings of this study will assist to fill the gap which other research does not consider, by providing new knowledge on government institution, public sectors, different organizations as well as other researchers and provide real situation of employee working in rural areas.

2.7 Conceptual Framework

The study aims to study the interrelationship between the independent variable and dependent variable. From this study independent variable is training program and dependent variables are employee retention and employee turnover. The conceptual framework for this study is based on how training program can affect the employee retention. In this study training program refers to formulated course deal with systematic acquisition and development of the knowledge, skills, and attitudes required by employees to adequately perform an assigned job or task to boost performance in the job environment. In this research training program conducted are annual training, replacement training and promotion training.

Employee retention in this research refers as continuing relation between employees and their organization by implementing daily duties and responsibilities in order to attain the purpose of mission and vision of an organization and employee turnover refers to the situation in which employee voluntary or involuntary quit the job. In this study, the determination factor of employee retention was training program to illustrate; the study tries to figure how training helps employee gain empowerment and becoming significant factors of an employee‟s retention with an organization. 40

Figure 2.9: Conceptual Framework of Effect of Training Program on Employee Retention

Source: Field Data Survey, 2015

2.8 Conclusion

This chapter has offered the literature review based on major issues of this research such as employee retention, employee turnover and Training program. After that the theories related to the study (Human Capital Theoretical Framework and

Psychological Contracts Theoretical) and Maslow's Hierarchy of Needs has presented, then selected empirical studies based on positive and negative results has followed. Finally this chapter ends up with explaining the knowledge gap as well as discussing proposed conceptual framework based on how training program influence employee retention.

CHAPTER THREE

RESEARCH METHODOLOGY

3.0 Introduction

This chapter focuses on how the methodological activities are conducted, some researchers named this part as the heart of research due to the fact that the findings of the study depend on this area. It starts by explaining a research design of this research and then information about case study is followed. After that population is examined to obtain a sample to be used in data collection. Further, data collection procedures and data collection methods are discussed and then followed by the validity and reliability as well as ethical issues to be considered in order to minimize an error. Lastly the chapter end by explain data analysis.

3.1 Research Design

A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure (Kothari, 2004).The purpose of this study is to investigate the effect of training program on employee retention. The research design used to evaluate the conceptual model proposed in this study is explanatory approach and mixed methods approach. Explanatory approach is used because the study needs to know cause and effect of relationship between two variables (Baradyana and Ame,

2008).From this study training program is independent variable and employee retention is dependent variable. The mixed methods approach involves the application of both quantitative and qualitative techniques during the process of collecting and analyzing data (Greener, 2008).

Quantitative research is based on the measurement of quantity or amount, the result of this research is essentially a number or a set of numbers and Qualitative research is concerned with qualitative phenomenon involving quality, is non-numerical, descriptive, applies reasoning and uses words (Rajasekar et al., 2013).

3.2 Case Study

3.2.1 The Case Study of this Study Is Kilindi District Council from Tanga

City

Tanga City is located on the shores of the Indian Ocean in north east Tanzania. It has a land area of 474 square Kilometers and has a population of 273,332 inhabitants in

2012 (Population and Housing Census, 2012). It was known to Shirazi Persians over a thousand years ago, had thriving trade links with Asia and the Middle East in the

13th Century, and became a continental gateway, including for the colonial activities of Omani Sultans, the Germans and British. During the past century and half, it developed functions as a transport, commercial, administrative, military and urban- industrial hub and as an important engine of the Regional and National economy.

Figure 3.1: The Map of Tanga Showing Kilindi District

Source: https://www/tanga.go.tz 43

The City is the fourth largest population agglomeration, second largest port, third largest industrial centre in Tanzania, and also the headquarters of Tanga Region,

Tanga District and Tanga City Council. It has among the best economic and social infrastructure in the country, and is well connected by road, rail-lines and telecommunications with large markets in Eastern and Central Africa. There are also institutions in medical and livestock research, the largest Regional hospital and five companies offering financial services. An airport provides air services to other urban and tourism centres in the country. Nearby across the channel lie the islands of

Pemba and Zanzibar.

Tanga City Council seeks to reassert Tanga City‟s role as an engine of economic growth despite the reversals due to the collapse of the sisal industry and the setbacks in industrial production during the 1970s‟-1990s‟. The main purpose of Tanga City

Council is to deliver development and socio-economic services that will raise income per capita and empower the Tanga population through better use of locally available resources. Its mission is to assist investors in their investment activities.

An emerging “public-private partnership” in development underpins its economic revival. More investment is the instrument for consolidating and strengthening this process.

3.2.2 Kilindi District Council

Kilindi is one of the districts in Tanga city in Tanzania. It is second largest district after Handeni district. Kilindi District lies within the latitudes 500 18` and 50o 48‟

South of the equator and longitudes 370` and 380 45` East of the Greenwich Prime

Meridian. Kilindi District has no coastline and it lies within an altitude ranging from about 300m-1,700 meters above sea level. It is bordered to the east by the Handeni

District, to the north and west by the Kilimanjaro Region and to the south by the 44

Region. It split from Handeni District in 2002. Kilindi district covers an area of

6,443.52 Sq. Km with the population census of 2012 is 236,833 and density of 37 sq km.

It is among the Tanga districts with the majority farmers as well as minority pastoralists. The large tribe is Nguu and also there other tribe likes Massai and

Kamba. The income of most people depends on crops cultivation like tobacco, banana, cassava, maize, beans, mangoes, millets. It contain 20 wards which are;

Jaila, Kibirashi, Kikunde, Kilindi, Kilwa, Kimbe, Kisangasa, Kwediboma,

Kwekivu, Lwande, Mabalanga, Masagulu, Mkindi, Msanja, Mvungwe, Negero,

Pagwi, Saunyi, Songe, Tunguli. Most of people in Kilindi district speak Nguu and

Kiswahili language.

Figure 3.2: The Map of KilindiDistrict Showing the Wards of Study Area

Source: https://www/tanga.go.tz

The following are the Kilindi Mountain and it among of tourism attraction and the name of Kilindi it originated from this mountain.

Plate 3.1: Shows the Mountain Kilindi

Source: Kilindi District Council

Employee retention is the one of the important factors which should be considered in order to ensure that the social services like education services, health services and security services are well provided. Kilindi district is the one of the district facing the challenge of retain their employees, there is tendency of some employees to quit the job. In this world of science and technology some employees do not interested to live in rural area. By consider this challenge Kilindi district council established different training programs which will attract employees to work in rural areas. The training was provided to the employees especially new comers by using different means like cancelling, coaching, mentoring and so on.

This study was using Kilindi district council as case study in order to make analysis on how training programs can influence retention of competent employees.

Therefore according to the nature and purpose of this study Kilindi district council to be a case study is right choice.

Figure 3.3: The Map of Tanga Region Showing the Study Area

Source:Kilindi District Council, 2011

3.3 Sampling and Sample Size

In perspective of research; Population refers to the full universe of the people or things from which the sample is selected (Greener, 2008).The population in this study made up by all employees of Kilindi district and the sampling frame was formed by the public services employees in Kilindi district council and all district executive officers.

The sampling frame of this study from Kilindi district has divided into the following departments with their proportion number of their staff members:

Table 3.1: Proportion of Staff Members in Each Department Department Proportion of staff members Education 1000 Human Resource and Administration 200 Health 100 Business and finance 30 Land and natural resource 20 Agriculture and fishing 20 Planning and Development 30 Source: Field Data Survey, 2015

By using the proportionate stratified sampling the following numbers were obtained in selecting the sample size;

Sampling Formula

Where n are the number of sample size, X proportion number of staff members and

N total proportion numbers of all departments.

From the above calculation the sample of 105 were selected from the sample frame of 1400 employees and explained as follows; In the department of education the 72 teachers were selected (both primary and secondary teachers), In secondary school teachers were selected from Mswaki, Kilindi, Kibirashi, Kwediboma and Seuta secondary school and in primary schools teachers were selected from Songe,

Bokwa, Gombero, Nkama and Lwande primary school. In department of health 8 employees were selected 2 doctors and 6 nurses all from KKKT District hospital, in department of business and finance 3 employees were selected, in department of

Planning and Development the 3 employees were selected from. In Agriculture and fishing 2 were selected, In department of Human resource and Administration 15 48

were selected and in department of Land and natural resource 2 employees were selected. In department of Education only questionnaire method were used to collect data due to the large number of sample (teachers).Furthermore, when questionnaire method used in large samples the results can be made more dependable and reliable, it reduce cost and it is widely spread geographically for short period of time

(Kothari, 2004).In other department both questionnaire method and other method were used.

Table 3.2: Proportion of Staff Members in Each Department Department Sample Size Health 8 Human Resource And Administration 15 Education 72 Business And Finance 3 Land And Natural Resource 2 Agriculture and Fishing 2 Planning And Development 3 Source: Field Data Survey, 2015

3.4 Data Collection Procedures

As it said before majority of the people in Kilindi district are speaking Swahili and

Nguu language. In order to collect data under validity and reliability consideration, it decided to use Kiswahili rather than English language in whole process of collecting data. The questionnaire, interview schedule and other related equipment were prepared and translated into Swahili language to allow the gathering of data in effective and efficiency manner. According to Kothari (2004) in order questionnaire to be successful, technical terms and vague expressions capable of different interpretations should be avoided, that‟s why Swahili language was used in whole

process of collecting data. Furthermore, the questionnaire and other related materials were tested to 10 teachers and 5 administrators at headquarter of Kilindi district known as Songe in order to make correction and improvement if necessary before the process of collecting data take place. Addition to that pretesting encourages collecting what intended to collect and measure what required to measure.

According to Greener (2008) well designed questions are skeletons of any good research study. In perspective of interview and focus group discussion the researcher was apply both Swahili and English language.

In addition to that, „pilot study‟ (Pilot Survey) were conducted in order to make the researcher to be aware about the environment of study as well as different challenges which might face and how to minimize it, also pilot study assist on generate and prepare questionnaires which are related with study area. Moreover the assistant researchers were trained in order to be free from biasness, be aware about the purpose of research and what is going to be done in field area. Lastly but not least the structured questionnaires were provided to respondents, filled, collected and ready for data analysis and data presentation.

3.5 Data Collection Methods

This area explains the different techniques which were used to collect data, as explained before the research design of this study is mixed methods it include quantitative and qualitative method. According to (Cles, 1986) portrayed quantitative and qualitative method as follows;

“Quantitative as the name suggests, is concerned with trying to quantify things,

Quantitative methods look to quantify data and generalize results from a sample of the population of interest. 50

Qualitative concerned with a quality of information, qualitative methods attempt to gain an understanding of the underlying reasons and motivations for actions and establish how people interpret their experiences and the world around them”. This study involves the collection of quantitative and qualitative data. In collection of quantitative data structured questionnaire method was used and in collection of qualitative data in depth interviews, observations, documentation as well as focus group discussion were used.

On the side of quantitative data collection; questionnaire was well structured and including both open and closed questions in order to collect sufficient data for analysis. Open questions helps to get the other perspective and new ideas from respondents apart from the categorical questions and closed questions helps respondents to provide short, clear and relevant answer not only that but also closed questions save time to researcher by simplify the process of data analysis.

Questionnaire were translated into Swahili language in order to give a respondents the ability of understanding and provide correct answer, addition to that Swahili language will save the time for respondents to fill a questionnaires.

As explained before pretesting was conducted in order to avoid biasness during the process of collecting data. The structured questionnaires were distributed to all 72 teachers, 15 administrators, 3 Planning officers and 6 nurses for being filled, then were collected, arranged together and examined to correct and minimize biasness after that it numbered in series form, encoded and entered in SPSS and PASW programs ready for analysis.

On the side of qualitative data collection the following methods were used; in depth interviews, focus group discussion as well as documentation.

In depth interview method; this method was used to collect data from department of

Land and natural resource in which 2 officers were interviewed, in department of hearth 2 doctors were interviewed from KKKT district hospital in order to get information in detail as well as better answer due to their enough experience, knowledge and skills which they possessed. The face to face interview was used in order to collect data which are valid and reliable and also face to face interview give researcher a chance of making interpretation and further description to respondents about the study. As initial stage of this method, a researcher provide an overview of research topic, explain the purpose of carried this study as well as its significance, after that data were collected through written down the key point of the discussion related to the topic. As explained by different writers when data are collected through this method the framework of the discussion should be prepared to ensure the validity and reliability of data and avoiding wastage of time.

Focus group discussion (FGD) method; this method was used to collect data from 3 officers from department of Business and finance and 2 officers from department of

Agriculture and fishing. 3 officers of Business and finance department and 2 officers of Agriculture and fishing all of them organized together to create a total number of

5 participants, from this group researcher is a leader and also is the one who responsible for managing the discussion. The discussion was started by introduced a research topic and every one get a chance to contribute his or her ideas about a topic, at the same time a researcher note down an important point contributed by respondents, the time involved is 30 minutes. Finally a researcher provide thanks to all participants for their kindness of attending the discussion.

In addition both face to face interview and focus group discussion (FGD) were conducted by using Swahili language in order to facilitate the communication and to avoid communication barrier.

Documentation method; this method was used in each department to collect data from reports, articles and other written materials related to this study. This method was used in order to get the proof from the data collected through questionnaire, in depth interviews and focus group discussion not only that but also this method provide an addition information about a our study which is difficult to get from other methods. Furthermore, this method is better because it provides further understanding on how the Kilindi district council organized the training programs through their past records preserved and also it shows the trend and development of training programs conducted in Kilindi district council and how affects employee retention.

3.6 Validity and Reliability

Validity refers to the extent to which a measure adequately represents the underlying construct that it is supposed to measure (Bhattacherjee, 2012). Reliability measurement refers to the degree in which a measurement technique can be depended upon to secure consistent results upon repeated application (Weiner,

2008). In any research to be conducted must have the purpose to be achieved, but some research failed to attain its goals due to some errors and biasness occurred during the process of carried research. Therefore in order to ensure that the study meets the required purpose, the writers and professional researcher together agreed that the researcher should consider the validity and credibility during the process of

conducting research. In this study the following consideration were done in order to ensure that validity and reliability were attained in systematic and good manner;

i. The researcher prepared the interview guideline during the face to face

interview and focus group discussion (FGD) in order to make sure that the

collected data are relevant to the research problem.

ii. The data were collected through formal and systematic procedure as well as

standardized research tools was used.

iii. The data collected through structured questionnaire were systematically

organized in such a way that can be subjected to statistical treatment easily.

iv. The different writers‟ opinion about a research methodology are exactly

considered for the purpose of creating situation in which the findings to be

attained have a minimum measurement error.

v. The data collected are accurate, precise, complete in itself and also

comprehensive in nature.

vi. The whole process of conducting research, the researcher creates the better

environment in the research objectives were achieved in effective and

efficient manner. vii. The questionnaire was well structured to ensure that data are collected in

such a way that can be presented and interpreted easily. viii. The assistant researcher were enlightened on the definition and meaning of

the topics as well as purpose of the study and also was trained on how to use

the data collection research tools to minimize error in data collection

process..

ix. The pretesting of questionnaire were done before collecting data and error

were corrected in the way that actual data collected are the same with what

expected to be collected.

3.7 Ethical Considerations in Data Collection

In the context of research, ethics refers to the appropriateness of your behaviour in relation to the rights of those who become the subject of your work, or are affected by it (Saunders et al., 2009).In order the researcher to be ethical the following points are considered in the process of data collection:

i. The researcher was protecting the dignity and welfare of human sample

subjects.

ii. The human sample subjects freedom to decline participation was respected,

and the confidentially of research data were maintained.

iii. The researcher was guard against violation or invasion of privacy.

iv. The responsibility for maintaining ethical standard remains with the

individual researcher

v. The researcher was providing enough knowledge to assistant researcher on

how to be ethical during the whole process of collecting data.

3.8 Data Analysis

According to Kumar (2006) data analysis means studying the tabulated material in order to determine inherent facts or meanings, it involves breaking down existing complex factors into simpler parts and putting the parts together in new arrangements for the purpose of interpretation. In data collection two parties of data obtained which are quantitative data and qualitative data. 55

Quantitative data collected through questionnaire method and qualitative data collected through interview, focus group discussion (FGDs) and documentation.

In Quantitative data analysis; questionnaire were collected, organized together, coded and entered in the Statistical Package for the Social Sciences (SPSS) program and PASW programs for analysis. In order these programs to be function in effective and efficient manner descriptive statistics were used to organize and grouping data in different categories depend on unique features of the respondents. Also Microsoft

Excel program was used for sketch results obtained into different shape like graph, histograms, tables and pie charts. Addition to that Microsoft word was used for naming the diagrams which sketched.

In qualitative data analysis; the data which collected through interview, focus group discussion (FGDs) and documentation were analyzed. The comparison analysis and researcher‟s scenarios analysis were used. Comparison analysis means making comparison by observing patterns of data specifically when analyzing case studies and researcher‟s scenarios analysis means analyzing different scenarios developed by other researchers from which researcher comes with opinions, suggestions or recommendations ((Baradyana & Ame, 2008).The data collected were summarized by omitting unnecessary information, the collected data from interview and focus group discussion (FGDs) were analyzed by comparing with data obtained through documentation not only that but also the researcher was compared the scenario observed by investigating the findings of other scenarios of research developed which are likely to be the same, then short and clear information were summarized as well as presented to develop findings.

3.9 Conclusion

The chapter has presented the methodological activities of the study. It has explained research design focus on the explanatory approach and mixed methods approach.

After that a case study of this study was selected and from it quantitative and qualitative data was collected through structured questionnaire, in depth interviews, observations, documentation as well as focus group discussion methods and then the validity and reliability to be considered by researcher as well as ethical issues of the study has followed. The chapter has ended up with the matter concerning to the process of data analysis.

CHAPTER FOUR

PRESENTATION AND DISCUSSION OF THE FINDINGS

4.0 Introduction

This chapter presents and discusses the research Results based on the research questions of this study. It starts by explaining a Social-Demographic Profile of the

Study Population and assessment of knowledge of the Respondents based on training program and employee retention were described. Then the Relationship between training program and employee retention is intensively examined to understand how training program can influence employee retention. After that, The attendance of respondents to training program related to the job as well as the impacts of training program on employee retention are discussed. Furthermore, it elaborates the Contribution of training program on employee retention. Lastly the chapter end up by explains the Measurement to be taken in order to ensure the employee retention.

4.1 Social-Demographic Profile of the Study Population

The discussion at this area focus on providing information about the nature and type of the respondents from their population based on the issues of gender, marital status, level of education, age and occupation of participants. For any study carried it so important to determine the personal characteristics of respondents in order to assist the researcher to determine the ability of respondents on how he or she can provide answer concerning to the question introduced not only that but also it provide a conducive environment for a researcher to determine a skills and knowledge of the respondents.

4.1.1 Sex Distribution of the Respondents

During the process of collecting data the sex distribution of respondents were considered in order to get the findings which will assist both male and female employees. In addition to that sex distribution assist to know the participation and contribution of each gender in obtaining the results of study. From the study almost both male and female were given the same weight during the process of collecting data and the finding represent the perspective of men and women. In this study the data were collected from 105 respondents, out of them, 45(43%) were females and

60(57%) were males. From these responses, it may be concluded that the gender representatively was achieved.

Figure 4.1:Gender Distribution of the Respondents

Source: Field Data Survey, 2015 59

4.1.2 Age Distribution of the Respondents

In the process of data collection the age distribution of respondents was considered for the purpose of determining the life span and experience of employees at work place. These factors of experience and life span of employees can affect the types and nature of the results provided by respondents that is why the researcher saw that it vital to analyze the age of respondents before collecting required data about the study (Schermerhorn, 2002).The age distribution of the respondents was divided into three group which were; 18 to 30 years, 30 to 45 years and 45 and above. Under the group ranging from 18 to 30 years 25 (24%) respondents were participated, In group ranging from 30 to 45 years 60 (57%) respondents were participated, lastly the group ranging from 45years and above 20 (19%) respondents were participated.

Figure 4.2: Distribution of Ages of the Respondents

Source: Field Data Survey, 2015 60

4.1.3 Education Status of the Respondents

The Kilindi district council is made up with employees who are responsible for providing social services to the society. From this study the respondents are selected from the employees of Kilindi District Council. The main target of examining education status is to determine the knowledge and qualification of the respondents based on the purpose of the study. The respondents were differing in level of education; some of them were attained Secondary level, Certificate, Diploma,

Degree as well as master‟s level. As explained before. in this study the data were collected from 105 respondents, out of them there are 2(2%) respondents with secondary education, 63(60%) respondents attained Certificate education, 34(32%) attained Diploma education, 5 attained degree education (5%) and 1 respondent possess masters education (1%). From this respondents participation show that employees of different level of education were considered.

Figure4.3: Education Status of the Respondents (N=105)

Source: Field Data Survey, 2015 61

4.1.4 Marital Status of the Respondents

In this world of science and technology the social environment can affect the performance of employees at work place, from this notion the study was decided to collect and analyze data about marital status of the respondents, addition to that marital status determine the social life of employees which may affect the employee retention (Kraiger, 2009).In this study the marital status of the respondents was grouped into three groups, which were single, married and lastly was divorce group.

In single group 25 (24%) respondents were involved, from married group 77(73%) respondents examined and in divorced group 3(3%) respondents participated.

Figure4.4: Marital Status of the Respondents (N=105)

Source: Field Data Survey, 2015

4.1.5 Occupation Distribution of the Respondents

Occupation means a kind of the job in which an employee perform at defined period of time, normally occupation identified the professional and qualification of an employees (Hall, D. 1996). Practically, each kind of occupation comprise its own features and challenges that‟s why the study were considered all kind of occupation in Kilindi district council in order to get the results which were valid and reliability.

There are a lot of occupation in this world but occupation involved in this study were as follows; teachers were 72 (68%), Doctors were 2 (2%), Nurses were 6 (6%),

Business and Financial officers were 3 (3%), Planning and Development officers were 3 (3%), Agriculture and fishing officers 2 (2%), Human resource and

Administration officers were 15 (14%) and Land and natural resource officers were

2 (2%).

Figure 4.5: Occupation of the Respondents (N=105)

Source: Field Data Survey, 2015

4.2 Objective One: To Examine the Knowledge and Awareness of

Respondents Based on Training Program and Employee Retention

In any study conducted the first thing to be considered by the researcher is to examine the understanding and awareness of respondents about the topic of the study in order to get the general picture of the data to be collected, By doing so it will assist to measure the validity and reliability of data. Addition to that the researchers should ensure that the data are collected from right respondents in order to obtain the findings which will answer the questions of the research and that‟s why the understanding of respondents concerning to the topic must be assessed before collecting data. Armstrong (2009) described that skills and knowledge of employees must be examined first before assigning any duties to him or her in order to achieve better results.

In this study there are two main concepts which are training program and employee retention, the study discovered that most of the respondents possessing enough knowledge about these two concepts, the best and deep explanation about these concepts were provided but there are few employees who said that they have no enough ideas about these concept specifically on a concept of training program.

Most of the respondents were providing the general means by explaining the training as skills obtained from the workshop for the purpose of performing a particular job and employee retention elaborated as ability of employee to remain in organization for specific period of time. Out of 105 respondents, 85 (81%) respondents possess enough knowledge about the concepts of training program and employee retention and 20 (19%) respondents have no enough ideas.

Table 4.1: Knowledge and Awareness of Respondents about Training Program and Employee Retention (N=105) Knowledge of respondents Number of Percentage of respondents respondents At large extent 85 81 At small extent 20 19 Total Number 100 100 Source: Field Study Survey, 2015

4.2.1 The Attendance of respondents on Training Program Related to their

Job

In real situation you cannot assess the effect of training program to the respondents who were not attending any kinds of training. That is why the study decided first to evaluate respondents if were attending any kind of training program or not.

According to Anvari et al. (2010), the researcher must first examined if the respondents attaining any kind of training before collecting data. After analyzed data the results show that majority of respondents have already attending a training program, this prove that the research was made by the findings which were obtained from the right respondents but also in other side the results show that they were few respondents who suggest that they have not attending any kind of training program and adding that they use education attained from institution and their daily experience as the only tools for performing their jobs. The results shown that out of

105 respondents, 94 (90%) respondents were attending training program related to their jobs and 11 (10%) respondents they did not attend any kind of training program.

Table 4.2: The Attendance of Respondents of Training Program Attendance of respondents Number of respondents Percentage of of training program respondents Attended 94 90 Not attended 11 10 Total Number 105 100 Source: Field Study Survey, 2015

After analyzed data the results shown that training program were divided into three categories which are Pre job training, Adoption of new technology training and promotion training.

4.2.1.1 Pre- job Training

This kind of training provided to the employees who want to start a new job. The results shown that normally this training based on explaining the environment of the job as well as method and equipment which are required to be used in performing and maintaining a particular jobs in order to achieve the required goals.

4.2.1.2 Adoption of New Technology Training

This kind of training normally provided for the intention of adapting new skills and knowledge in order to copy with the changes introduced by new technology. From the results obtained after data analysis show that this kind of training has no specific time of being carried but it depend to the nature and changes that take place at working environment.

4.2.1.3 Promotion Training

This kind of training was taking place when the respondents were promoted to high position.

The results show that normally a few number of people are the one who achieved this training and also this type of training has no defined time but it carried at any time.

4.3 Objective Two: To Determine Relationship between Training Program

and Employee Retention

As explained before training program is independent variable and employee retention is dependent variable, this implies that any changes take place in employee retention it depends on training program. After analyzed data collected from 105 respondents the results shown that large number of respondents agree that these two variables were related and the following results were obtained; 71 (68%) respondents were agree that training and employee retention are related and 34

(32%) respondents were disagree. This implies that relationship between training program and employee retention are good, therefore training program influencing the changes of employee retention in the organization. Also from the study of

Ahmed (2013) and Bassi et al., (1996); show that training and employee retention are the two variables which related each other. The respondents explained this relationship in two perspectives; positive perspective and negative perspective. In negative perspective the results show that training program may lead an employee to leave an organization and looking for another job and the positive perspective means that training program increase skills and knowledge of employee on how to perform a particular job so he or she can be motivated to work for long period of time.

Table 4.3: The Relationship between Training Program and Employee Retention (N=105) Relationship BTN Training program Number of Percentage of and employee retention respondents respondents Agree 71 67.62 Disagree 34 32.38 Total Number 105 100 Source: Field Study Survey, 2015

4.4 Objective Three: To Analyze the Impacts of Training Program on

Employee Retention

After analyzed data, the results show that the respondents have different perception

on the effect of training program on employee retention. From the results majority of

the respondents agree that training program provide the positive impact on the

employee retention but also there some small numbers of respondents who suggest

that training provide negative impacts on employee retention. The results show that

77 (73%) respondents accept that there is positive impact of training program on

employee retention and 28 (27%) respondents suggest that training program lead a

negative impact on employee retention.

Table 4.4: The Impacts of Training program on Employee retention Impact of training program on Number of Percentage of employee retention respondents respondents Positive 77 73.33 Negative 28 26.67 Total Number 105 100 Source: Field Study Survey, 2015

4.4.1 Positive Impact

These are the impact which provides the constructive consequence to the improvement and development of employee retention in any organization. The findings of the study was discovered the following positive impacts.

4.4.1.1 Provide Job Satisfaction

The results show that training program increase the morale and awareness to the respondents on performing a particular job not only that but also it described that training program delivers a skills and knowledge to an employees on how can interact with their job environment. Results suggested that if employees attain the job satisfaction it may lead employee retention.

4.4.1.2 It Facilitates Job Performance

The results reveal that training program gives respondents a new technique of improving their job operation. Most of respondents suggest job performance as a main impact of training program. The results show that improvement of job performance encourages employees to achieve their goals in effective and efficient manner. Furthermore; the findings of study suggest that the respondents with good job performance were likely to be retained.

4.4.1.3 It Enhance the Provision of Social Services

The results obtained after data analysis show that the respondents provided with training possessing enough skills and knowledge concerning to distribution of services to their society. In addition to that the results show that the respondents with training they have enough techniques on to avoid biasness during the process of providing social services to the society.

The findings were concluding that the respondents were likely to remain at the work if he or she providing better services to the society.

4.4.1.4 It Increase Ability and Confidence at the Work Place

After analyzed data the results identified that the training program offer ability and self confidence to the respondents on performing a particular job. The results were adding that the respondents with ability and confidence at work place were expected to implement their duties and responsibilities in comfortable ways so it was easier to work for long period of time.

4.4.2 Negative Impact

These are the impacts which are threatening the positive changes to the organization and it may lead employees to quit the job.

4.4.2.1 It Lead Employee Turnover

The results show that some respondents suggest that an employee provided with new skills and technology his or her value increased so are likely to quit a job for the purpose of looking a new job which provide better compensation .

4.4.2.2 It Too Expensive

The results show that to conduct training program lead time consuming and need high expenditure of money compared to the profit gained after accomplish the training process to the employee. This implies that the organization it loose more compare to what it gaining from training program.

4.4.3 Contribution of Training Program on Employee Retention

From the data analysis the results show that majority of the respondents agree that training program encourage an employees to remain in the organization but there

some respondents suggest that the training is contribute nothing to the employee retention, they adding that the employee retention depend to other factors and not training program. The results show that Out of 105 respondents, 76 (72%) respondents were accepted that training program facilitate employee retention and

29 (28%) respondents suggested that there were no any contribution from training program to employee retention respondents. The findings join to Sahinidis, et al.

(2008) who has shown that training contribute the development and improvement of employee retention in the organization not only that but also the study explained the factors caused by training which contribute the employee retention one of them was employee commitment.

Table 4.5: The Contribution of Training Program on Employee Retention

Contribution of training Number of Percentage of program on employee retention respondents respondents Agree 76 72 Disagree 29 28 Total Number 105 100 Source: Field Study Survey, 2015

4.5 Objective Four: Factors to Consider in order to Ensure Employee

Retention

4.5.1 Formulating a Competitive Compensation

The result reveals that, compensation is critical method that can be used for the retention of employees by motivating and increasing morale of employees on performing a job. To increase payment schedules it provides positive changes to the employees as well as organizations. Compensation levels have grown significantly, sometimes outstripping other economic indicators. 71

Employees want more money, with more disposable income and also view their income level as a reflection of their worth to the organization and their profession.

The results suggest that any sectors should improve compensation in order to retain employees.

4.5.2 Establishing Attractive Rewards

The reward can be defined as something offered by the organization to the workers in response of their performance and contributions which is expected by the workers

(Agarwal, 1998). Reward can be in form of certificate, bonus and other incentives.

The results show that reward offers a good atmosphere for an individual‟s contribution and performance. Rewards donate an employee to be interested with his or her job. Consequently, the finding of this study suggests a reward to be used as a device for reducing employee turnover as well as facilitating employee retention.

4.5.3 Ensuring Effective Communication

According to the results obtained show that effective communication between leadership and employee attract employees to be free to express his or ideas as well as to explain various challenges facing at their working place, this assist management to find the solution of various problems, hence encouraging employee retention.

4.5.4 Preparing Good Working Environment

From the results obtained it is suggested that favorable working environment stimulate employees to execute a job in effective and efficiency manner. It is very vital to identify and recognize that the effective participation and commitment of an employee depend on good work environment of an organization.

The results suggest that if organizations do not have supportive environment in which employees demand may decide to move to another organization where they can get it.

4.7 Conclusion

The chapter has presented the results of this study and explained the demographic profile of the population. After that Knowledge and familiarity of the Respondents toward training program and employee retention and Relationship between training program and employee retention were discussed. After that the attendance of respondents on training program as well as impact and contribution of training program on employee retention were determined. The chapter has ended up by explaining factors to consider for retain employees.

CHAPTER FIVE

SUMMARY, CONCLUSION AND RECOMMENDATION

5.0 Introduction

The previous chapter based on presentation, discussion and discover of findings of the study. In this chapter, the general summary of the study are elaborated, followed by conclusion based on the results obtained. Finally this chapter explains the recommendation of the study by suggesting other factors apart from training programs which can be used to reduce employee turnover as well as encouraging employee retention. Lastly, this chapter was ending up by suggesting areas for further studies.

5.1 Summary of the Study

The main objective of this study was to identify the impact of training program on employee retention. The purpose of the Chapter one was to deliver an introduction and impression of the research study. The chapter explained the background of the study, the problem statement, research objectives, research questions based on the objectives of the study as well as significance of study and finally the reason of why

Kilindi district selected as a case study of this research was elaborated.

In Chapter two, a critical literature review was conducted on the area of employee retention, employee turnover, Training program, Theories of Employee retention,

Selected empirical studies on employee retention, training program and Conceptual

Framework and knowledge gap.

The first part of this chapter based on discussion of employee retention with reference from literature review and then followed by investigation on the party of employee turnover by explaining the causes of employee turnover and other important things was discussed. Addition to that, an in-depth discussion about

Training program and Theories of Employee retention was conducted and

Conceptual framework and knowledge gap were formed the last part of the Chapter.

In chapter three described the research methodology on the area of Research design then was followed by the case study of the study. After that the sample size was selected by using sampling process and then data was collected from the sample size of 105 respondents by using structured questionnaire, in depth interviews, observations, documentation as well as focus group discussion. This chapter winded up by explaining the data analysis, ethical consideration together with validity and reliability and then presentation of data was followed in next chapter.

In Chapter four results of the study were presented and interpreted. Tools like

Tables, bar charts and pie charts were used to illustrate the results. The social demographic study of population was examined then followed by assessing the knowledge possessed by respondents based on the area of training program and employee retention. After that the relationship between training program and employee retention was presented. In addition to that a chapter provides the results which show the attendance of respondents on Training Program Related to their Job also the chapter shown the findings on how training program can affect employee retention.

Moreover, the results on how training program can lead employee retention were described, this chapter ended up by suggesting the measurement to be taken in order to ensure that training program work effectively as a tool of supporting employee retention.

5.2 Conclusion

The purpose of this study was to conduct critical examination on the impact of training program on employee retention in order to obtain a findings which providing a good environment condition for public sectors and other sectors in order to improve a performance and achieving their organizational goals. It identified that training program improve employee retention in an organization. The study proves that there is a positive relationship between training program and employee retention. The findings of the study indicate that there is significant link between training and employee retention among the employees and also the study determine that there is a good relationship between training program and employee retention.

We can therefore conclude that training program is the one of basic determinant factors of employee retention and is the one of best tool for encouraging employee to remain in the organization particularly employees working in public sectors as well as private sectors. The research of Ahmed, (2013) and Anis (2011) in their study confirm that training has significant impact on employee retention.

Furthermore agree that these two variables (training and employee retention) are related. The Past researchers (e.g. Bassi et al., 1996; Bassi and Van Buren, 1997;

Oakland and Oakland, 2001; Jones et al., 2004; Vorhies and Harke, 2000) have found evidence on the impact of training and development in improving the rate of

employee retention. This implies that training can reduce the turnover of the organization. Finally, their study has concluded that employees‟ decision to stay for a longer period of time can be influenced by training.

5.3 Reflection of Conceptual Framework from the Results Obtained

The results show that when public sectors or other organization establish training program to their employees it would facilitate the employee retention, hence to employee turnover will be reduced and as said before in literature review when the organization succeeded in managing employee retention, the performance will be in highest level and will be easy to achieve its required goals in effective and efficiency manner. Therefore it can be concluded that the results obtained in this study it reflected what it explained by conceptual framework in literature review.

5.4 Guiding Principle Implications of Results

The results implies that training program contribute to delivers positive changes to the employees, management and organizations. So the results show that training program answer to the question “which method should be used by the management to retain employees in the organization?”Employer have to see a need for the adoption of training program in order to take full advantage of employee retention in order to create a good environment for achievement and improvement of organizational goals. The results help to connect training program activities to employee retention Of course, effective managers and other leaders will want to know how well a particular training or course has been delivered.

5.5 Recommendation

Training alone is not enough for employee retention. The study recommends the following factors to be considered in order to enable the competent employees to remain in the organization and other public sectors.

5.5.1 Performance Management

This is the one of the important tools for employee retention. The management of performance is vital process which should take place systematically and managers need to be committed to the practice. In process of managing performance, an employer should provide feedback to the employees and provide better situation for competent employees to be well committed and engaged; also employer should ensure that the system of managing performance is friendly for every employee to participate. By doing so employees will be motivated and satisfied with their job environment and will be difficult for them to quit a job, hence employee retention will be improved.

5.5.2 Good Leadership Management

The leaders are also responsible for employee retention, therefore the organization should critical evaluate the quality and efficiency of the leaders before assigned to manage and control the employees. In any organization employees join and leave, so leaders should be active at motivating and directing their employees, planning and formulating good performance strategy, and setting useful goals. Moreover a leaders need to provide better environment for an employees to implement his or her duties and responsibilities and also leader must encourage positive reinforcement.

Under this consideration the leaders will show the way for the retention strategy to succeed and the competent employees will be difficult to quit the job.

5.5.3. Good Relationships

The management needs to understand the want and need of each employees and how to accomplish it. To establish good relationship between employees and management, the management should formulate a good communication with employees and build a better participation and involvement of employees in the operation activities and decision matters. Management required to ask and listening the opinion of employees concerning to the improvement of personal as well as organizational goals. Addition to that, the management should show a positive reaction to the problem and any challenges facing employees. Good relationships encourage employees to get feedback of what they performed and to make improvement if it necessary not only that but also good relationship motivate employees and lead to stay with an organization for long period of time.

5.5.4 Career Development

The working environment is not stable but it tends to change time to time, due to the rise of different challenges and emerging of new science and technology. The employers should provide the opportunity for their Employees to increase their skills and knowledge in order to copy with the changes of environment. The career development lead an employees to implement their duties and responsibilities in successfully manner, by doing so an employees will be motivated, performing a job under minimum supervision and he or she feel as a party of an organization, hence it will be difficult to quit a job.

Without career development an employees can become stale and bored with the job carried and this is often a reason why candidates look elsewhere for work. Therefore if career development conducted in effective and efficient manner it will support employee retention.

5.6 Suggested Areas for Further Studies

Generally the findings of this study show that there is positive relationship between training program and employee retention, also the findings implies that the training program can be used as tools for employee retention. As a result of this study, many opportunities for future study have been emerged. Further studies can be carried on assessing other factors that can be used as a retain strategies in order to reduce employee turnover. Addition to that the researcher suggests more research to be conducted in this topic in private sectors in order to assess if the same results can be obtained.

5.7 Conclusion

This chapter has offered the explanation which covers all party of the research. It was started by explaining the general summary of the study, followed by providing conclusion based on the findings obtained after data analysis process. After that the recommendation of the study was discussed. Finally, this chapter ended up with suggesting area for Further Studies.

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APPENDICES

Appendix I: Questionnaire for All 72 Teachers, 15 Administrators, 3 Security Officers and 6 Nurses

Dear respondents,

My name is Hussein O. LUSEWA a candidate who pursuing Master of Business

Administration at University of Dodoma 2013-2015. My study is based on “The

Effect of Training Program On Employee Retention” There is a need of conducting this study because it provide an overview on how training can affects the employee retention and its impacts in the future. The finding will assist the manager; employees as well as policy makers on how to formulate and implementing better strategies which will assist on retain employees, hence to achieve organizational goals. Mind you that all information gathered from you will be treated confidentially. You are invited to give your contribution by providing clear and trusted information in order to meet the main objective of conducting this study by filling the questionnaire.

Personal Information

1.Name………………………………………………………….…......

2. Occupations......

3. Please tick where appropriate (˅). a) Sex Male [ ] Female [ ] b) Marital status Single [ ] Married [ ] Divorced [ ]

c) Education level Secondary [ ] Certificate [ ] Diploma [ ] Degree [ ] Masters [ ] d) Age 18-30 [ ] 30-45 [ ] 45 and above [ ] 4. Do you understand the meaning of training? Yes [ ] No [ ] If yes, explain ...... …...... 5. Do you understand the meaning of employee retention? Yes [ ] No [ ] If yes, explain ...... …...... 6. Do you think that training and employee retention are related ? Agree [ ] Disagree [ ] If yes explain ...... …......

7. At what extent training and employee retention are related?

Large [ ] Small [ ]

8. There any training program conducted related to your job?

Yes [ ] No [ ]

If yes, mention and explain it

1...... 2...... 3...... 9. If there training conducting on your working place, Do you think that it important to do that? Yes [ ] No [ ] If yes, why ...... …...... 10. There are any positive impacts of training program on employee retention? Yes [ ] No [ ] If yes, mention and explain it 1...... 2...... 3...... 11. There are any negative impacts of training program on employee retention? Yes [ ] No [ ]

If yes, mention and explain it 1...... 2...... 3......

12. Do you think that the training program can facilitate employee retention? Yes [ ] No [ ]

13. In your own opinion what factors can be applied in order to retain an employee on working place?

1...... 2...... 3......

Thank you for your valuable cooperation and contribution

Appendix II: Dodoso Kwa Ajili Ya Walimu Wote 72, Afisa Kiongozi 15, Afisa Kilimo Na Mifugo 3 Na Manesi 6.

Habari,

Kwa jina naitwa LUSEWA,Hussein O. ni mwanafunzi ninaechukua shahada ya uzamili uongozi wa biashara na utawala katika chuo kikuu cha Dododma, mwaka

2013-2015. Utafiti wangu ninaotaka kufanya unahusu kuelezea “athari zinazotokana na mafunzo kwa wafanyakazi ili kupelekea kukaa kazini” kuna umuhimu wa kufanya utafuti huu ili kujua ni jinsi gani mafunzo yanaweza kumuathiri mfanyakazi katika kuwepo kazini katika kipindi kijacho. Matokeo yatakayopatikana na utafiti huu yatasaidia watawala, wafanyakazi, pamoja na watengeneza sera juu ya kuunda na kutekeleza mikakati ili waweze kuhakikisha kuwa wafanyakazi wanabakia kwa muda mrefu kazini. Ili kutimiza malengo yashirika au taasisi husika. Kumbuka kuwa taarifa zote zitakazo kusanywa zitakuwa ni siri kati ya mtoaji na anaekusanya, unaalikwa kutoa mchango wako kwa kutoa taarifa nzuri na zakuaminika kwa ajili ya kufikia malengo ya kufanya utafiti huu kwa kujaza hili dodoso.

TaarifaBinafsi

1.Jina…………………......

2. Ajirayako ......

3. Weka alama ya Vema sehemu husika (˅) a) Jinsia Mme [ ] Mke [ ] b) Taarifa ya ndoa Umaefunga ndoa [ ] Hujafunga ndoa [ ] Mjane [ ] 89

c) Kiwango Cha Elimu Sekondari [ ] Astashahada [ ] Stashahada [ ] Shahada [ ] Shahada ya Udhamili [ ] d) Umri 18-30 [ ] 30-45 [ ] 45 Nakuendelea [ ] 4.Je unafahamuninimaanayamafunzo? Ndiyo [ ] Hapana [ ] Kama jibu la swali la 4 ni Ndiyo eleza maana yake...... 5..Je unafahamumaanayamfanyakazikubakiakazini? Ndiyo [ ] Hapana [ ] Kama jibu la swali la 5 ni Ndiyo eleza maana yake...... 6. Je kuna mahusiano kati ya mafunzo na kumfanya mfanyakazi aendelee kubakia kazini?

Ndiyo [ ] Hapana [ ]

7. Ni kwa kiwango gani mafunzo na kubakia kazini vinahusiana?

Kwa kiasi kikubwa [ ] kwa kiasi kidogo [ ]

8. Kuna mafunzo yoyote yamefanyika katika sehemu ya kufanyia kazi?

Ndiyo [ ] Hapana [ ] Kama jibu la swali la 8 ni Ndiyo orodhesha 1...... 2...... 3......

9. Kama kuna mafunzo yoyote yanayotolewa katika sehemu ya kufanyia kazi, Je unazani ni muhimu kufanya hivyo Ndiyo [ ] Hapana [ ]

Kama jibu ni ndio kwanini ...... …...... 10. Je kuna faida yoyote inayotokana na kutoa mafunzo kazini? Ndiyo [ ] Hapana [ ] Kama jibu la swali la 10 ni Ndiyoorodhesha 1...... 2...... 3...... 11.Je kuna hasara yoyote inayotokana na kutoa mafunzo kazini? Ndiyo [ ] Hapana [ ] Kama jibu la swali la 11 ni Ndiyoorodhesha 1...... 2...... 3...... 12.Je Unadhani mafunzo yanaweza kupandisha kiwango cha wafanyakazi kubakia kazini? Ndiyo [ ] Hapana [ ] 13.Kwa mawazo yako mwenyewe ni hatua gani zinabidi zifanyike ili kupelekea wafanyakazi wabakie kazini? 1...... 2...... 3...... Ahsantekwaushirikianowako.

Appendix III: In-Depth Interview Guiding Questions

The following guiding is preparing for 2 land and natural resource officers and, 2 doctors

1. Do you understand the word training and employee retention?

2. Your General ideas about training program and employee retention.

3. Is there any relationship between training program and employee retention?

4. At what level training program and employee retention are related?

5. Explain the positive impacts of training program to employee retention

6. Explain the negative impacts of training program to employee retention

7. Do you think that the training program can increase employee retention?

8. In your own opinion what measures can be applied in order to retain an

employee at working place?

Appendix IV: Focus Group Discussion Guiding Questions

The following guiding is preparing for 3 officers from department of Business and finance and 2 officers from department of Agriculture and fishing.

Topics

1. The definition of training program and employee retention.

2. An overview on relationship between training program and employee retention

3. The negative effect of training program on employee retention.

4. The positive effect of training program on employee retention.

5. The various issues to be considered on retaining employee.

Appendix V: Research Time Frame 014 2015

ACTIVITY ,J A S, O N, ,D ,J F M A M J J A S

Developing idea, X conceptualization, and approval of the topic. Preparation and X presentation of research concept note. Writing and submission of first X X draft of research proposal. Re-writing, editing X X and submission of research Proposal Field data collection. X Data presentation X and analysis. Dissertation writing. X X

Submission of first X X version of dissertation to supervisor for review & comments. Re-writing the X X dissertation as per supervisor's comments. Submission of the X final version of dissertation for marking. Source: Field Data Survey, 2014/2015

Appendix VI: Research Budget and Expenditure

The study was privately sponsored at the total cost of three million and fifty eight thousand and seven hundred shillings (3,058,700/=Tshs.). See the budget breakdown in table below:

Activity Cost in Tshs. Development of research proposal 87,000/= Field work 475,500/= Accommodations 450,500/= Meals 605,700/= Transport 740,000/= Stationeries & secretarial work 700,000/= Total 3,058,700/= Source: Field Data Survey, 2015