INTELLECTUAL STIMULATION AND EMPLOYEE RETENTION OF NON-ACADEMIC STAFF IN SELECTED PRIVATE UNIVERSITIES IN KENYA

Authors: Ms Julian Kaguri Miriti, Dr Emily Odhong, PhD, CHRP-K & Dr Selline Indara Akoyo. PhD

ABSTRACT

Employee retention remains a critical human resources challenge for private universities. Retention of skilled and experienced non-academic staff directly influences institutional stability, operational efficiency and overall effectiveness. However, private universities in Kenya frequently face challenges within non-academic staff turnover, driven by competitive market dynamics, perceived career stagnation, and limited opportunities for professional growth compared to public universities. Therefore, this study sought to examine the relationship between intellectual stimulation and employee retention of non-academic staff in selected private universities in Kenya. The study was guided by Transformational Leadership Theory which supports intellectual stimulation A correlational research design was adopted. The target population comprised 2,230 non-academic staff from ten selected private universities in Kenya, from whom a sample of 339 was determined using Slovin’s formula at a 5% margin of error. Data were collected using a structured questionnaire, and 237 valid responses were obtained, representing a response rate of 69.9%. Data were analyzed using descriptive statistics and inferential statistics, particularly Pearson correlation and multiple linear regression. Intellectual stimulation had a mean score of 3.36 (SD = 0.68) while employee retention had a mean score of 3.39. Pearson correlation analysis showed a positive and statistically significant relationship between intellectual stimulation and employee retention (r = .657, p < .001). Multiple regression analysis further showed that intellectual stimulation made the strongest unique contribution to employee retention among the four transformational leadership dimensions (β = .300, p < .001). The overall regression model comprising the four transformational leadership dimensions explained 55.1% of the variation in employee retention (R² = .551, F (4, 232) = 71.196, p < .001). The study therefore concluded that intellectual stimulation was an important leadership practice associated with employee retention among non-academic staff in selected private universities in Kenya. The study recommended that universities strengthen supervisory practices that encourage creativity, innovation, problem-solving, learning and employee participation in improving work processes as a means of supporting the retention of non-academic staff.

Keywords: Intellectual stimulation, employee retention, transformational leadership, non-academic staff, private universities

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