Employee Job Promotion Practices and Employee Retention among Non-Governmental Organizations in Kenya

Employee retention is a vital issue for all organizations, as it affects their performance and growth. However, retaining a skilled and talented workforce is not easy, especially in the context of global competition and labour mobility. The study examined the relationship between employee job promotion practices and employee retention in non-governmental organizations in Kenya. An explanatory research design was used in the study. The research was conducted in Nairobi County. The target population was selected from the NGOs registered in Nairobi, which amounts to 1,191 organizations. The study's respondents were the top managers of each of these NGOs. A sample size of 20% was chosen, which equated to 238 individuals out of the total target population of 1,191. The study used simple random sampling technique to select one top manager from each of the 238 sampled NGOs. IBM SPSS version 24 was used to carry out the analysis of data. The correlation results revealed a positive and statistically significant association between employee job promotion practices and employee retention (r=0.567, p=0.000). The regression results revealed that employee job promotion practices is related to employee retention in non-governmental organizations in Kenya (=0.514, p=0.000). The R square was 0.322 (32.2%). This implied that employee job promotion practices could account for 32.2% of the variations in employee retention in Kenyan non-governmental organizations. The study concludes that employee job promotion practices such as vertical, horizontal, and dry promotion are essential for organizational growth and employee satisfaction. The study recommends a consistent approach to job promotions to improve employee retention in non-governmental organizations (NGOs) in Kenya. A balanced mix of vertical, horizontal, and dry promotions, customized to individual and organizational needs, is necessary. Vertical promotions, being the most desired for their career advancement potential, should be supplemented by horizontal promotions that offer valuable cross-functional experience and skill diversification. Dry promotions, while less attractive, can be used wisely to acknowledge potential and responsibilities when budget constraints limit financial rewards.