International Journal of Human Resource

Management and Research (IJHRMR)

ISSN(P): 2249-6874; ISSN(E): 2249-7986
Vol. 4, Issue 6, Dec 2014, 53-68
TJPRC Pvt. Ltd.

ASSESSMENT OF HUMAN RESOURCE MANAGEMENT PRACTICES

ON EMPLOYEE RETENTION IN KENYA, A SURVEY OF PRIVATE
SECONDARY SCHOOLS IN NAKURU TOWN
CATHERINE MASINDE, JOSPHAT KWASIRA & PETER KIPROTICH CHERUIYOT
Jomo Kenyatta University of Agriculture and Technology, Nakuru CBD Campus, Nakuru, Kenya

ABSTRACT
Human Resource Management refers to the management of people in organizations. It comprises all major
activities in the working life of an employee from entry to departure from the organization. HRM ensures efficient and
effective use of skills, talents and competencies within the organization. Since it is a major concern of organizations today
to retain their Human Resources to acceptable levels, the study sought to assess how HRM Management practices
influences employee retention in selected private secondary schools in Nakuru town. The schools under the study seem to
experience high turnover often resulting from the Teachers Service Commission which advertises posts every year.
The variables under study were employee development, working environment, counseling and leadership styles. The target
population was 400 teachers in all the private secondary schools in Nakuru Town. The study employed a descriptive
research design using both closed and open ended questions to collect data. Data was analyzed with the aid of SPSS and
the results will be presented in tables. The findings indicated a positive relationship between employee development,
working environment, remuneration and leadership style with employee retention. Remuneration had the strongest positive
relationship (r = 0.61) which was deduced to mean remuneration plays a significant role in enhancing employee retention.
The study recommends that private schools must strengthen their employee development systems, continuously upgrade
their working environment, structure and enhance their remuneration schemes and encourage open and listening leadership
in order to enhance employee retention.

KEYWORDS: Employee Retention, Employee Development, Counseling

INTRODUCTION
Employee retention is perhaps the most elusive challenge facing modern day organizations. According to Wagner
(2000), todays employees are looking for opportunities to learn new things, the challenge of new responsibility and the
prospect of personal and professional growth and thus satisfying these intrinsic needs helps build trust, morale, loyalty and
overall satisfaction in employees. According to Dries (2008), organizations with policies that are future oriented and
strategic might be aware of this problem and can take action to address it. For instance, they may develop practices to
identify, select, develop, and retain promising employees. This will ensure the presence of necessary skilled workers who
can secure the quality and quantity of the goods or services they provide, thus maintain their competitive advantage. Such
organizations may also focus on employees with high potential who might have the ability to take on a higher function in
the future. Employee retention will largely stem from worker feelings of satisfaction and commitment; that the
organization can be relied on to carry out its commitment to its employees. Feelings that an individual is of great
importance to the organization can enhance retention. Not only do organizations need their employees to be successful,

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Catherine Masinde, Josphat Kwasira & Peter Kiprotich Cheruiyot

employees too need to feel they are making a difference in reaching business goals (Gerbman, 2000). Although company
loyalty cannot be quantified, it is significant to the intrinsic rewards of employees. When people feel as though they are
helping a companys bottom line, they feel good and want to stay there to continue making contributions (Logan, 2000).
Employees enjoy feeling that their work has a purpose and their activities are significant to the organization
(Moses, 2000). Top performers do not generally leave a job over money. It is often because their job does not tie with their
goals and the things that make them happy. An organizations turnover statistics the rate at which employees leave the
organization is one indicator of performance. Higher retention levels are good for business. Employee turnover is one of
the largest widely known costs an organization faces. It costs companies 30-50% of annual salary of entry level employees
hence every company should strive towards increased employee retention. Available literature unanimously acknowledges
that successful organizations share a fundamental philosophy of creating value and investing in their employees
(Maguire, 1995). Managing retention of promising employees is considered a fundamental means of gaining competitive
advantage (Walker, 2003). Employee retention is indeed critical for organization success. Cappelli (2000) shows that
career opportunities, work environment, work life behavior, organization justice, existing leave policy and organization
image affect retention. Employees stay loyal with their organization where they have value, a sense of pride and work to
their full potential (Cole, 2000). The reasons for staying include reward systems, learning and development, pay package,
work life balance and employer support in Employee Assistance Programs. Employee retention should be the most
imperative target for the organization because while hiring of a qualified candidate is essential, retention is more important.
This is because huge amounts of money are spent on orientation, and training of potential employees and the cost of
replacing old employees with new ones is estimated to be twice the employees annual salary (Cappelli, 2000).
According to Worx (2008), in 2007 there was an employee turnover rate of approximately 17.46% in Belgium.
For employees younger than 25 years, the employee turnover rate was 39%. This findings illustrates the fact that the
employees of the new generation at work do not want a traditional career within the same company to the same extent as
their older colleague, and possibly have a greater choice in pursuing careers across companies. It follows that companies
now have to make increasing efforts to retain their skilled employees. Losing such employees means a loss of investment
in that employee and that a new employee has to be recruited and trained. Moreover, when skilled employees leave they
take a lot of know-how with them, and thus the company is at risk of losing confidential information to competitors
(Frank, 2004). Given that employee retention has proven to be important for the functioning of a company, this study
focuses on the HRM factors that are of influence to employee retention. In South Africa, concerns of employee turnover
such as that of teachers are strongly articulated because of the adverse effects it has on the provision of education.
The situation regarding teacher turnover and attrition in South Africa seems complex. For example, Coombe (2002) reports
that many vacant teaching posts are not filled. Instead there is employment of temporary teachers. This non-filling of
vacancies leads to teacher shortages in that country. In a recent study conducted in South Africa by the Human Sciences
Research Council for the Education Labour Relations Council, it was found that 55% of teachers would leave teaching if
they could. In Kenya, private schools are partners with the government in the provision of education. However, they face
the challenge of competing for Human Resources and more so retaining these resources. While the Teachers Service
Commission (TSC) is an autonomous government agency charged by the Government of Kenya (GOK) with management
of teachers in the country, the government expects a complimentary role from the private schools in the provision of
education. This role may however be hampered by the competition for qualified and experienced teachers. Thus some
private schools are making great effort in initiating practices that enhance employee retention. Many however seem to lag
Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

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in Kenya, A Survey of Private Secondary Schools in Nakuru Town

55

behind. This paper will explore the different scenarios with view to establishing the relationship between what is in
practice and the different retention levels.

STATEMENT OF THE PROBLEM

There has been an increasing global competition for the best employees which has been brought about by the
shortfall in new workforce entrants in many advanced industrial economies. This scenario compels companies to ensure
that their employees keep on working for them in order to maintain their competitive advantage. However, a large, and
perhaps growing, number of employees, nowadays, do not want a continuous career within one company (Burke et al,
2006). A number of reasons may be attributed to this and they range from workplace to personal ones. Consequently,
the employees are less loyal and more opportunistic than those in the past. Since long-term retention of a highly productive
workforce is coveted, a major goal of HRM should be to attract and maintain highly productive employees. It is therefore
imperative for Human Resource officers to understand how to maximize the retention of productive employees through
implementation of practices that positively influence employee retention. Private schools in Kenya face the challenge of
retaining their teachers who leave almost as soon as they arrive. Turnover is largely due to HRM practices in
remunerations, manager support and opportunities for development. While teachers in public schools enjoy better
remuneration and working conditions probably resulting from union representation by the Kenya National union of
Teachers (KNUT) and Kenya Union of Post Primary Education Teachers (KUPPET), their counterparts in private schools
continue to work under poor working conditions. The result is that many teachers in private schools move to public schools
as soon as posts are advertised while the rest move from one private school to another in the hope of better pay and
working conditions. The study therefore intends to assess how the HRM practices in the schools under study affect
employee retention. The study therefore intends to assess the influence of HRM practices on employee retention in Kenya.

OBJECTIVES OF THE STUDY

The main objective of the study was to assess the practices that affect employee retention in the private secondary
schools in Kenya under the survey. The study was guided by the following specific objectives:

To analyze the relationship between employee development and employee retention in selected private secondary
schools in Nakuru town.

To assess the role of the employee counseling on employee retention in selected private schools in Nakuru town.

To examine the relationship between remunerations and employee retention in selected private schools in Nakuru
town.

To determine the influence of leadership style on employee retention in selected private secondary schools in
Nakuru town.

LITERATURE REVIEW
It is recognized that HRM plays a pivotal role in employees retention. Researchers have found that HRM
practices in remuneration and rewards, job security, training and developments, supervisor support culture, work
environment and organization justice can help reduce absenteeism, improve employee retention and better quality of work
(Arthur, 1994). For the school setting in Kenya it is worth finding which HRM practices are in place and how they affect

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Catherine Masinde, Josphat Kwasira & Peter Kiprotich Cheruiyot

retention since it affects school performance thus we present some of the practices hypothesized to have the greatest
influence.
Employee Development
Rodriguez (2008) reported that the primary reason people change jobs is to seek challenges and opportunities for
development. In his study, 48 % of the respondents rated learning and development as the key factor in retention.
This develops a special interest in employees learning, which has a strong positive effect on retention if employees feel
they arent learning and growing, they feel they are not remaining competitive with their industry peers for promotion
opportunities and career advancement. Once top employees feel they are no longer growing, they begin to look externally
for new job opportunities Moreover, Collins (2009) found that learning and a work-related identity are related to one
another in many ways. His findings suggest that, besides the relationship between learning and the construction of a
work-related identity, there also exist a relationship between organizational commitment and various learning processes.
Since companies tend to focus on developing and retaining workers with high potential, it is important to know whether a
difference exists between what support is afforded those kinds of employees compared with other employees. According to
Wagner (2000), organizations utilizing employee development programmes are experiencing higher employee satisfaction
with lower employee turnover rates. Several researchers have noted a strong positive relationship between learning; growth
and development with retention. They have cited individual development and career development as a key driver for
retention. In this study the researcher seeks to find out if there exists a relationship between the variable learning and
development and retention. Development programs clearly play a significant role in employee satisfaction, which helps
lead to employee retention. The Gallup study by Shelton (2008) shows a clear link between development and job
satisfaction hence retention. The study shows reduced intent to leave the organization by up to 30% if given opportunity
for learning and development. Organizations that offer employee development programs enjoy the luxury of higher
employee satisfaction and lower turnovers than those that do not invest in such endeavors. Muthama (2013) confirms that
appreciation and stimulation in the form of opportunity for learning and development have a strong positive influence on
employee retention. In his findings 60% of the respondents would stay in the current job a while longer if there was
opportunity for learning and development.
Employee Counseling and Working Environment
A number of studies have conducted to explain the work environment with different aspects such as job
satisfaction in relation to employee retention (Martin, 1979). Working environment is considered one of the most important
factors in employees retention (Zeytinoglu, 2005). As Hytter (2008) suggests, working environment is generally discussed
as industrial perspective with focus on aspects such as noise, toxic substances exposure and heavy lifts. The interaction
between employees and clients or consumers moves from a physical to psychological dimension. The psychological work
environment therefore consists of work load, decisions, support and stressors. According to Ramlall (2003), it is of much
importance to know and recognize the emerging needs of employees and provide good working environment in order to
keep the employees committed to the organization. The study further opined that people strive hard to work and to stay in
those corporations that provide good and positive work environment, where they feel that they are valued are making a
difference in the entire organization. Recently, some scholars have noted that traditional sources of success are less
important than in the past. Today HR practitioners are busy developing practices for enhancing employee retention. Human
resource counseling is one such practice that aims at providing a supportive atmosphere to employees. Workplace
Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

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counseling has its origins in Employee Assistance Programs (EAPs) that were generally meant to address alcohol and
substance abuse. The new trend EAPs however deals with a range of emotional difficulties experienced by employees and
their families (Andrew et al, 2008). Today, stress and anxiety have become a part of everyones life and there is no such
thing as a stress free employee. Stress is not always work related but due to problems like inability to find work life
balance and other personal issues. The only solution is to deal with it positively and for the organization to take initiative to
counsel employees (Gibson, 2003). Empirical studies point to overall effectiveness of therapeutic interventions at the
individual level. They highlight results that are statistically significant as well as clinically meaningful. According to
Andrew et al,(2008), counseling is generally effective in alleviating symptoms of anxiety, stress and depression and that it
has a positive impact on job commitment, work performance and retention. Counseling as an intervention measure helps
employees manage their own problems. An organization can earn competitive advantage through workplace counseling as
it is a powerful tool for maximizing work performance and attracting and retaining quality workforce. If job related strain
therefore leads to job dissatisfaction, it will lead to increased turnover and reduced retention. Workplace counseling as an
intervention measure against job related strain will enhance job satisfaction hence reducing turnover. The theoretical
underpinning behind workplace counseling is that that issues which may not be related to work still find their way to the
workplace and therefore employers must address them.
Remuneration
Remuneration plays a significant role in attracting and retaining good employees, especially those who give
outstanding performance or unique skills. According to Lawler (1990), companies adopt the strategy of low wages if the
work is simple and requires little training while those competing in high labour markets, adopt the high wages strategy.
Some researchers argue that a competitive pay package is the only strong commitment for the employer and will also build
strong commitment on the workers side. Organizations which offer high package compared to others would have a large
number of candidates applying for induction. They too are likely to have higher retention rates. Moreover, the high
remuneration package can help the organizations create a culture of excellence (Lawler, 1990). According to Smith (2001)
money brings the workers in the organization but does not necessarily keep them; that money satisfies the employees but it
is not sufficient to retain them. In such circumstances, a wide number of factors seem successful for retention of
employees. Ihsan and Naeem (2009) rated pay and fringe benefits as the most important retention factor which is supported
by the findings of past studies. Their study indicated that pay and fringe benefits are highly valued by the sales force of all
demographic backgrounds. Organizations that are more committed to their workers typically make more investments as
compared to similar organization in progressive HR practices such as pay package. According to Walker (2001), pay offers
recognition, but non-monetary forms of recognition should not be ignored as they are important. Recent research studies on
talent management also support assumption that well and broad implemented pay packages help in talent management and
retention. According to Mercer (2003), performance-based pay enhances employee retention. The study noted that the
organizations objective should be to retain their valuable employees and this is achievable when performance pay is
considered. In a study to investigate the influence of Reward on retention of employees in the Manufacturing sector in
Kisii Bottlers, more than half the number of the employees felt that they were not adequately rewarded for the work they
do which made them apply for jobs with greater rewards from other organizations hence posing potential employee
turnover. The study findings on teachers compensation by Muthama (2013) revealed that teachers too considered pay as a
factor in the decision to stay with their employer.

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Catherine Masinde, Josphat Kwasira & Peter Kiprotich Cheruiyot

Leadership Styles
Leadership has been defined variously with no agreement over a single universally accepted definition. However,
Drucker (1990) sees as being about lifting a person's vision to higher heights, that is raising of a person's performance to a
higher standard and building of a personality beyond its normal limitations. He noted that the manager is the dynamic, life
giving element in every business and without his leadership the resources of production remain resources and never
become production. Leadership is about how one person can influence others to do what is required for the achievement of
goal. According to Bennis (1998), effective organizational leaders are relatively consistent in the way they attempt to
influence the behavior of group members. In his Transformational Leadership Theory, Bass (1990) proposed the role of
leaders involvement in changing the attitude of the workers in order to increase their commitment in the organization. This
school of thought pays more attention to relationship at work that is intimately connected with the actual behavior and
attitude of the leaders. He asserts that the leader should show empathy towards the workers, exercise less supervision and
encourage employee participation. The workers in turn perceive him or her from an inspirational angle with loyalty and
enthusiasm. The leaders personal quality persuades and influences his or her sub-ordinates into working towards the set
goals of the organization. The relatively consistent pattern of behaviour of most managers is too complex to be described
by a single style and some managers modify their styles to match a situation. However, literature is unanimous that
managers leadership style is an important factor affecting commitment and subsequently the decision to stay with the
organization (Adlag, 2001). By providing teachers with inspiration, encouragement and more meaning to their work,
a charismatic principal can enhance a teachers faith in and respect for him leading to an increase in the teachers
commitment to the principal, to the school and the work. It is suggested that a school manager can generate commitment
from his employees by building trust, letting people develop their own ways of working, sharing accountability and
ownership of a job, and negotiating help and supervision in terms that engender employee development. But above all,
managers need to be role models for their subordinates by being committed and they should also empower others in their
jobs and roles (Day, 2004). According to Mbwiria (2010) teachers working under principals who always practice
transformational leadership were more committed to the teaching profession than those under principals who occasionally
or rarely practice transformational leadership. Shared values and social support from supervisors can be important in
determining employee retention.

RESEARCH METHODOLOGY
Although there are numerous research designs, the study employed a descriptive design. This is because the
design is well structured with clearly stated hypotheses and investigative questions. The study utilized both qualitative and
quantitative approaches in the collection of data. According to Kothari (2009), qualitative approach enables data to be
systematically collected and analyzed in order to provide a descriptive account of the variables under study. Both
approaches were used as a way of supplementing each other during data analysis and to minimize biasness. The target
population was 400 teachers in 24 private secondary schools in Nakuru Town. Statistical formulae for sample allocation
gave a sample size of 80 respondents who were proportionately allocated across the three stratas of local low cost, local
high cost and international schools. The study employed questionnaires for data collection with both open and closed
ended question. Questionnaires were appropriate as they are self administered; ensure anonymity, respondent acceptability,
save costs as well as confidentiality. Cronbach alpha analysis was used to determine the reliability of the questionnaires.
Data collected was analyzed with the aid of SPSS 21 computer software. Out of 96 questionnaires that were issued to the

Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

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59

sampled respondents, 85 of them were filled and returned. Of the returned questionnaires, 10 were incorrectly filled and
thus were not used in the final analysis. Therefore, 75 were correctly filled and hence were used for analysis representing a
response rate of 78.2%.

RESEARCH FINDINGS AND DISCUSSIONS

Following the processing and analyzing of the collected data, the findings and discussions were presented in line
with the variables and objectives of the study. The responses on all the variables were on a 5-point scale while the
statements in the view of the same are on a Likert scale. In the 5-point scale 1, 2, 3, 4 and 5 represent strongly disagree,
disagree, neutral, agree, and strongly agree respectively. Majority of the respondents (56%) which was attributed to the
existing gender gap in employment in Kenya. the findings also indicate that 60% of the respondent were below 40 years of
age which could be attributed the high rate of unemployment in Kenya. Most of the respondents (33.33%) had between
3 5 years working experience in the teaching sector. Cumulatively, more than 55% had less than 5 years of experience
while only 18.67% had more than 5 years working experience. This was attributed to the fact that most private sector
institutions have employees on short-term contracts in an attempt to minimize human resource costs, measure productivity
and to enhance employee performance which ultimately is geared towards enhanced organizational performance.
Employee Development and Employee Retention
The results of the analysis on factors associated with employee development as it relates to employee retention are
shown in Table 1.
Table 1: Employee Development and Employee Retention

Respondents were generally in agreement that there is employee development in private secondary schools in
Nakuru Town. Majority of the respondents with a mean of 3.88 confirmed the presence of training other than leadership
training including cross-functional training in their respective institutions. With means of 4.38 and 3.77 the respondents
were in agreement that they are offered apprenticeships and internships to assess individual potential and that their
respective institutions matches employees with assignments/opportunities available. The respondents further agreed that
the institutions offers job rotation and formal career mentoring internally (3.47) though most disagreed that there is formal
identification of high-potential employees for succession planning processes (2.48). This could be attributed to the nature
of ownership structures prevailing in most private secondary schools in Nakuru Town. The researcher therefore deduced
that employee development is key in enhancing employee retention. Furthermore, majority of the respondents with a mean
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Catherine Masinde, Josphat Kwasira & Peter Kiprotich Cheruiyot

of 4.55 strongly agreed that it affected their decision to remain in a particular institution. The hypothesis that employee
development has no significant effect on employee retention was thus rejected since the calculated t Test statistic was
greater than the table value. It was concluded that employee development influences employee performance and thus
school managers in private schools in Nakuru County should therefore enhance their employee development processes as a
means of enhancing their work performance.
Employee Counseling and Employee Retention
Table 2 shows the findings related to counseling in private secondary schools in Nakuru Town. The respondents,
on average, agreed that culture and emotional climate of the school is generally positive and supportive (4.15),
the institutions gives constructive feedback in a way that emphasizes positives (3.72), the administrative teams provides
advice or counsel (3.77) and that the institutions provides programs geared towards alleviating workplace stress (3.93).
Table 2: Employee Counseling and Employee Retention

The respondents were unsure whether innovation was expected of them (3.29) and they were further unsure if
they are encouraged to solve as many of my own work-related problems as possible (3.16). The researcher therefore
deduced that a good emotional climate and culture, administrations support and provision of programs that alleviate
workplace stress are very important in enhancing employee retention. Furthermore, when asked if counseling affected their
intention to stay, majority of the respondents with a mean of 4.35 agreed that the counseling affected their intention to stay
and thus enhances employee retention. The respondents ratings in the statements related to counseling were cumulated and
correlation analysis undertaken. The findings indicated a weak positive relationship between employee counseling and
employee retention (r = 0.43). The nature of the relationship implies that high levels of employee retention in private
secondary schools in Nakuru Town can be associated with employee counseling.
Remuneration and Employee Retention
In this section the researcher described various aspects touching on remuneration as it relates employee retention.
The findings are depicted in Table 3. Most of the respondents disagreed on a number of issues. Notably, the respondents
Impact Factor (JCC): 4.9135

Index Copernicus Value (ICV): 3.0

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disagreed that their institutions have a clear progression in the job grades which are documented (2.44), that the salary
structure in their institutions is reviewed after a documented period of time (2.31) and that their institutions gives a general
increase annually and factors the cost of living (2.48). Furthermore, most of the respondents were unsure whether their
institutions had a traditional salary grade system (3.21). Nonetheless, most of the respondents agreed that their institutions
have a bonus or incentive plan for performers (3.58) and that their institutions had a formal employee merit review process
(3.37). Further, when asked whether the remuneration package affected their intention to stay in the institution, majority of
the respondents (4.38) agreed that the it affected their intention to stay and thus the study concluded that remuneration
affects employee retention.
Table 3: Description of Remuneration

The hypothesis that remuneration has no significant effect on employee retention was tested using the tTest
statistic and since the calculated value was greater than the table value, the hypothesis that remuneration has no influence
on employee retention was rejected it was concluded that school managers in private schools in Nakuru County should
enhance their remuneration packages as a way of enhancing their work performance.
Leader Style and Employee Retention
Table 4 shows the findings related to leadership style as it affects employee retention in private secondary schools
in Nakuru Town. From the findings, the respondents agreed that it is the leaders job to help employees discover their
passion and dreams (4.24), that effective leaders gives orders and clarify procedures (3.81) and that employees are
generally competent and if given the opportunity they can perform effectively (4.48).
Table 4: Description of Leadership Style

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However the respondents disagreed that they prefer little input from the leaders and administration (2.44), that the
leadership and administration of the school listens and incorporates their views in the day to day running of the institution
(2.13) and that leadership style in the institution is one that encourages and motivates employees (2.43). When asked about
the leadership style and whether it affects their intention to stay in the institution, majority of the respondents (4.51)
strongly agreed that the leadership style affects their intention to stay and thus the study concluded that leadership style
affects employee retention. The respondents ratings in the statements related to leader style were cumulated to obtain a
composite score and a correlation analysis undertaken. The correlation analysis indicated a weak positive relationship
between leadership style and employee retention (r = 0.32). The weak positive relationship implies that some levels of
employee retention in private secondary schools in Nakuru Town can be associated with the leadership style being
practiced in the institution. The results are in agreement with those of Mbwiria (2010) who concluded that leadership style
plays a key role in employee retention.

CONCLUSIONS
Based on the findings of the study, the researcher has drawn several conclusions following the order of the
objectives of the study. Firstly, it is concluded that private schools must enhance their employee development schemes in
order to enhance employee retention. The institutions therefore must ensure that structures and systems that enhance
employee development are in place so as to nurture and sustain employee development. Employee development therefore
is a key component in enhancing employee retention in private schools and as such institutions must invest more on
employee development. Secondly, it is concluded that although there is a better working environment in private schools,
more needs to be done on the said working environment if employee retention is to be enhanced. Moreover, it is inferred
that working environment would positively influence employee retention in private schools and as such it is paramount that
these institutions continuously upgrade their working environments. Thirdly, it was concluded that documenting job
grades, reviewing of salary structures and annual increments that factored the cost of living were important in enhancing
employee retention. Further, having a bonus or incentive plan for performers and entrenching a formal employee merit
review process all had significant influence on employee retention. The study established a very strong positive
relationship between the remuneration package and employee retention in private secondary schools in Nakuru Town.
Finally, it is concluded that it is the leaders job to help employees discover their passion and dreams, that effective leaders
gives orders and clarify procedures and that most employees are generally competent and if given the opportunity they can
perform effectively. Further, it is concluded that the leadership and administration of the school should listen and
incorporates their views of their employees in the day to day running of the institution and also focus on encouraging and
motivating employees.

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