Effect of human resource policies on labor turnover in broadast media in Kenya
The effect of human resource policies on labor turnover in broadcast media in Kenya
Research analysis will need to establish effect of human resource management policies on labor turnover in the broadcast media. Research paper aims to clarify effect of human resource policies on labor turnover in broadcast media in Kenya, to demonstrate the mediator role of employee commitment, job satisfaction and labor turnover of media. There has been a rising trend of staff movement within the media houses, the proposed model will be analyzed with sample of 50-75 media broadcasters along with structural equation modeling methodology. HR policies and strategies does positively related to labor turnover of the media broadcasters as commitment was negatively related to turnover intentions.
The relationship between HR policies and turnover intentions were mediated by media broadcasters’ commitment. The use of self-report questionnaires to collect data on measures as there concerns the measurement of some latent factors with only two observable variables. Media broadcasters’ turnover continues to be serious problem for media industry in Kenya; proposed model suggests the use of specific HR based practices that develop satisfaction and commitment as intermediate step to low turnover intentions of several media broadcasters.
Research information offers clear advantages over widely used samples from HR directors or statistical data gathered in human resource practices, as in media broadcaster case. The perceptions of those people on whom these measures are directly carried out might be readily accessible. Employee turnover and retention has become one of the biggest headaches for HR professionals and is one that most employers are interested in curing. In recent survey, Society for Human Resource Management, have reported that certain experiences of HR professionals companies concerning their employee turnover statistics and retention efforts.
The results provide insight into the reasons employees quit and give examples of policies that have been implemented to increase retention rates and decrease employee turnover costs (2004; 2001). In addition, better career opportunities and more competitive salary and benefit packages are the top reasons for employee resignations. Based on the survey findings, the best action for employers trying to boost their retention rates is to analyze salary and benefits packages to determine if they measure up to the competition. In the accompanying case study of the role of human resource policies in the media industry in Kenya, there address significant issue under discussion within the human resource community, relationship between human resource management policies and media performance, human resource researchers and professionals have advocated the need for media broadcasters to pursue what is referred to as strategic human resource management approach (2004; 2001).
Furthermore, (2001) found that employee satisfaction, organizational citizenship behavior, and turnover had a positive relationship with organizational effectiveness. Using a lagged regression analysis, the study concluded that it was HRM practices that influenced business outcomes, including profitability and customer satisfaction, rather than the reverse. While the Kenya media study and others cited above tend to support relationship between HRM practices and labor issues and performance. Kenya case includes some discussion of turnover as measure of organizational performance, but there is no attempt to measure guest satisfaction, profitability, or similar measures of performance.
Research need to identify the contextual factors and incorporate them into comprehensive model of HRM practice and media broadcaster performance that can be tested empirically in variety of organizational settings. HRM must be consistent with other aspects of the organization and its environment, including its strategy, its culture and its management philosophy, the human resources function may continue to experience difficulty in taking its place as one effective partner (2001;2005).
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