Abstract
Organizations are ever competing to retain their best performing employees and as such, this has become a significant challenge facing security agencies. The police service has to ensure maintenance of the law enforcement workforce level. Human resource departments in the police service therefore need to motivate and retain its most talented employees as a result of the dynamics in the workforce. The government of Kenya has carried out several reforms like putting up new housing units, leasing of motor vehicles and merging Police units with a view of keeping and retaining the most talented officers. However, police officers are still leaving for other organizations. This study did an assessment of retention strategies on performance of the National Police Service officers in Kisumu County, Kenya. The objective of the study was to investigate how training and development strategies affect performance of the National Police Service officers in Kenya. The study was structured by Fredrick Herzberg’s Two Factor Theory and Job Embeddedness theory. The study adapted a mixed methods approach by combining cross-sectional survey design and phenomenology design. Data from a sample of 108 officers was collected through a self-administered questionnaire and a key informant guide. Both Non-Probabilistic and Probabilistic Sampling methods were used. Thematic data analysis was employed in analyzing qualitative data while descriptive method was used to analyse quantitative data. The results revealed that training and development had a statistically significant influence on performance of the national Police Service The study recommends adoption of organizational learning in the police service, particularly for junior officers. The National Police Service should formulate policies and strategies to mitigate the high labour turnover within the service. Keywords: Retention, Strategies, Training, Development, Performance, Police DOI: 10.7176/PPAR/11-5-06 Publication date: June 30 th 2021
Highlights
Background of the Study According toMcKnight, Phillips, and Hardgrave (2009) a significant challenge facing security agencies is maintenance of the law enforcement workforce level
Table above indicates that the compensation strategies had the greatest reliability (α=0.864) followed by leadership strategies (α=0.796), training and development (α=0.738) and career advancement (α=0.731)
1.10 Recommendations In order to ensure that police performance is enhanced through good retention strategies, the study recommends that the oversight committees charged with the mandate of steering police reforms within the country need to initiate an organizational culture which is driven by change; this will assist in accommodating the leadership dynamicity challenges which depress the general police reforms
Summary
Background of the Study According toMcKnight, Phillips, and Hardgrave (2009) a significant challenge facing security agencies is maintenance of the law enforcement workforce level. The law enforcement organizations have to strive towards a reliable and efficient performance of their duties, in the aspect of growing the policing range of duties as well as the dwindling resources. Policing has turned out to be knowledge oriented, as a result of adoption of community-oriented approaches and manpower has become an asset which is resourceful and you cannot be wished away for a law enforcement organization to succeed. Organizations are ever competing to retain their best performing employees and (Fox , Byrne, & Roualt, 2009) note that the police are not exceptional. The human capital management in Police service used to be given less attention but dynamics in the workforce has prompted the management to pay more attention to it. The new development in human capital management has resulted to better performance, overall organization survival and productivity (Fox, et al, 2009)
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