The Perceived Relationship Between Employee Retention Practices And Organization Citizenship Behaviour At D.t.dobie (k) Ltd.

Abstract

The objective of this study was to establish the relationship between employee retention practices and OCB at D.T.Dobie (K) Limited. The factors explored on retention practices were Recruitment and selection, Realistic Job Preview, Corporate Image, Organizational Culture, Leadership style, Employee Relations, Communication, Reward and Recognition, Training and Development, Work Life Balance and Geographical Location/Transfers. The study then explored the intervening relationship of OCB factors thus; Helping Behaviours/ Altruism, Sportsmanship, Loyalty/General compliance, Conscientiousness/ Individual imitative, Civic Virtue and Courtesy. The study population comprised of all the D.T.Dobie staff that were present at the time of data collection in July 2015. A sample of 151 respondents was selected from the population using Stratified Random sampling method that captured 30% of the total population in the ratio of 3.1 with representation from all categories of employment. A descriptive research design was used. Primary data was collected using five point Likert scale design questionnaires with varying degrees of measurement from strongly disagree to strongly agree. Data was analyzed using descriptive statistics and inferential statistics. The study revealed the relationship between recruitment and selection practice and conscientiousness dimension was statistically significant. The study showed that Realistic Job Preview practice significantly contributes to existence of OCB dimensions thus Loyalty, conscientiousness and civic virtue of employees. The other retention practices; Organizational culture and employee relations, leadership styles showed equally significant relationship with OCB dimensions. The study revealed that there is a significant relationship between employee retention practices and OCB dimensions and is an indication that progressive and attractive employee retention practices are linked to OCB dimensions and contribute to employee retention at D.T.Dobie. The study also concluded that employees’ dissatisfaction with retention practices and OCB dimensions at D.T.Dobie is major cause of employees’ exits from the organization. Additionally the study revealed that retention practices have a positive influence on OCB dimensions. The study has made contribution to theory, policy and practice in relation to employee retention practices and OCB dimensions in the quest to retain employees. The study therefore offered further clarification into the relationship between employee retention practice and OCB. The limitations of this study arose from the selection of study variables, the scope of the study which involved one organization only and use of a single informant approach which deprived broad base information access. Lastly the study recommended future research should seek to address these limitations by inclusion of additional factors, expanding the scope of the study to include NGOs, Government institutions and SMEs and thus compare results similarities across the board. That could serve as a useful reference for future research.