The Effect of Human Resource Development Practice on Employee Retention: A Case of Ethiopian Insurance Corporation
| dc.contributor.advisor | Bekalu, Wubshet (PhD) | |
| dc.contributor.author | Gobie, Kemal | |
| dc.date.accessioned | 2019-03-21T12:22:25Z | |
| dc.date.accessioned | 2023-11-04T13:52:29Z | |
| dc.date.available | 2019-03-21T12:22:25Z | |
| dc.date.available | 2023-11-04T13:52:29Z | |
| dc.date.issued | 2018-05-26 | |
| dc.description.abstract | The purpose of this study was to examine the Effect of HRD on Employee Retention in Ethiopian Insurance Corporation. The study used explanatory survey design to achieve the stated objectives. For achieving the study objectives, out of 190 respondents 184 were selected to gather data through stratified sampling technique using questionnaires and interviews. Collected data analyzed through descriptive and inferential statistics using SPSS version 20. The finding of descriptive analysis revealed that the mean score for overall HRD program is slightly above the average mean indicating hardly implementation of the independent variables. From the five programs of HRD, relatively, mentoring (mean=3.18, SD=0.79) is practiced the highest and Job rotation (mean=3.44, SD=0.80) the least practiced than the rest independent variables in the corporation. The correlation analysis result showed that there is a significant moderate positive relationship exists between overall and individual HRD programs and employee retention. Relatively, among HRD programs Career development has the strongest positive relationships with employee retention (r=0.635, p<0.01) whereas mentoring has the weakest positive relationships with employee retention (r=484, p<0.01) in EIC. Moreover, the simple linear regression analysis evidenced that HRD program is predictor of employee retention. It is also noted that in multiple linear regression analysis career development, coaching and training are found unique contributor of employee retention where as mentoring and job rotation were statistically insignificant in predicting employee retention. The study exhibited all seven hypothesis tests were accepted. Furthermore, on the basis of the research findings, career development, training and coaching must be effectively implemented than mentoring and job rotation to retain experienced insurance professionals | en_US |
| dc.identifier.uri | http://etd.aau.edu.et/handle/123456789/17036 | |
| dc.language.iso | en_US | en_US |
| dc.publisher | Addis Ababa University | en_US |
| dc.subject | Human Resource Development | en_US |
| dc.subject | Employee Retention | en_US |
| dc.subject | Ethiopian Insurance Corporation | en_US |
| dc.title | The Effect of Human Resource Development Practice on Employee Retention: A Case of Ethiopian Insurance Corporation | en_US |
| dc.type | Thesis | en_US |