employee turnover in banking industry

FACTORS LEADING TO EMPLOYEE TURNOVER IN THE BANKING INDUSTRY. (A

CASE OF EQUITY BANK)

1.1 BACKGROUND OF THE STUDY

Employee turnover is widely used in business circles,

organizations spent a lot on their workforces in terms of

orientation and training, developing, preserving them in their

organization. Employee turnover is the rate at which an employer

gains and losses employees. Simple ways to describe it are "how

long employees tend to stay" or "the rate of traffic through the

revolving door". Therefore, administrators at all expenses must

reduce workers turnover procedure as a whole, a wide array of

aspects has been initiated useful in initiating employee turnover

(Kevin et al. 2004). Also, there is need to change occupied

understanding of employee turnover, more especially the sources

that define employee turnover effects and policies that superiors

can put in place to decrease turnover. With globalization which

is cumulative competition, organizations must carry on to develop

physical goods and offer services which are constructed on

approaches formed by the employees. These employees are

particularly essential to the organization since their value to

the organization is basically intangible and not easily pretend

(Meaghan et al. 2002).

However, effective communication can bring low employee turnover

rate intension. Many companies are working towards meeting their

objective goal through attempting to improve employee retention

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because they have placed the responsibility for it in the hands

of human resource instead of managers (Leigh Branham, 1997). Most

employees make a number of transitions between jobs during their

working lives. These may include both job changes within a single

employer and leaving one firm to take a job to another firm. The

reason behind choosing banking sector for this study is, it plays

a pivotal role in capital formation and stimulate the level of

industrialization, poverty alleviation and human development.

Also, employee turnover is defined as the ratio comparison of the

number of employees a company must replace in a given time period

to the average number of total employees. A huge concern to most

companies, employee turnover is a costly expense especially in

lower paying job roles, for which the employee turnover rate is

highest. Many factors play a role in the employee turnover rate

of any company, and these can stem from both the employer and the

employees. Wages, company benefits, employee attendance, and job

performance are all factors that play a significant role in

employee turnover. Employee Turnover has been one of the

important issue and problem for the Human Resource department in

an Organization. The purpose of H.R Manager is to select the

talented and competitive employee for an organization and also to

retain that talented workforce for a long extent. Organizations

do a lot of effort to make their employee happy at workplace, so

that the employee works effectively and efficiently for an

organization. But still the employee leaves the organization and

joins the new one. In the widely cited paper (white, 1995) found

2

that the causes of Employee Turnover fall under three categories:

job dissatisfaction, errors in employee selection and poor

management. (Sheelan, 1995) found that the most common cause of

turnover is job satisfaction. Turnover is often utilized as the

indicator of company performance and can easily be observed

negatively towards the organization’s efficiency and

effectiveness (Glebbek & Bax, 2004). However, new employees often

bring positive input into the company if the turnover is handled

correctly. (Gordon Bowden, 1952) introduces what he calls a

simple solution to the turnover problem, that being to pay

employees more than the competition. (Hom & Kinicki 2001) found

that employees blame work and thus become dissatisfied with their

jobs as part of the inter role conflict caused by the combined

responsibilities of work, family, community and personal.

Human resource is considered to be the center of all development

process of economy. But todays competitive business scenario is

deteriorating social conditions of human resources, hence causing

employee turnover. According to Price (1977) employee turnover is

the ratio of the number of organization members who have left

during the period being considered divided by the average number

of people in that organization during the period. There are a

range of factors that cause employee turnover. These factors

include job satisfaction, demographics, organizational structure

and culture work load, pay and communication. These predictions

of employee turnover vary from industry to industry; they are

also based on individual preferences (Gustafson, 2002).

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However, the aim of this paper is to investigate one aspect of

the factors enumerated; which are possible predictors of employee

turnover in the case of equity bank in banking industry. This

factors is communication. It has been argued that effective

communication is an important way to retain employees as lack of

communication, satisfaction can trigger exodus of employees for

greener pastures since communication mediates leadership and

organizational culture, which is at the heart of intension to

leave organization (Clifton et al, 1980). Therefore, employee

turnover can be calculated by;

Number of employees leaving in a given

period

Average no. of employees during the

same period *1000

Thus given the rate at which people leave and enter

organizations, which impacts organisations’ productivity and

growth as a consequence it is crucial to assess this in relation

to organizations making forecast on losses and gains. Employee

turnover can be low or high when few people leave an organization

and high when many people leave. However, no matter the

positions: low or high, calculating employee turnover is

4

essential for positioning an organization on the right path of

growth and organization success. (Mullins, 1996).

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1.2 STATEMENT OF THE PROBLEM

Employee retention is crucial for an organization to function

effectively and efficiently towards achieving their goals and

objectives, organization should learn on how to deal with the

factors leading to high percentage of employee turnover during

their service period failure to which they will lose their

customers to the other competitors in the banking industry. The

prospect of getting higher pay elsewhere is one of the most

common contributors to turnover. This can be observed at all

levels of the economic ladder, from executives and generously

paid professionals in high-stress positions to entry-level

workers in relatively undemanding jobs. However, there is

evidence that money is often not the root cause of turnover, even

when it is a factor in an employee's decision to quit. Rather, it

is believed that high turnover persists in certain jobs and

organizations because they have an atmosphere in which employees

look for reasons to leave, and money is a convenient and

sometimes compelling justification. Turnover tends to be higher

in organizations where employees feel they are taken advantage

of, where they feel undervalued or ignored, and where they feel

helpless or unimportant. Clearly, if managers are impersonal,

arbitrary, and demanding, there is greater risk of alienation and

turnover. High turnover can be a serious obstacle to

productivity, quality, and profitability at firms of all sizes.

For the smallest of organizations, a high turnover rate can mean

that simply having enough staff to fulfill daily functions is a

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challenge, even beyond the consideration of how well the work is

done when staff is available. Therefore, the study will bring

this out:

1. Is there a relationship between employee turnover and the

organization salary payment?

2. Is there a relationship between effective communication in

the organization and employee turnover?

1.3 OBJECTIVES OF THE STUDY

1.3.1 General objective

The study sought to establish the factors leading to employee

turnover in the banking industry in Kenya’s equity bank.

1.3.2 Specific objectives

The study sought to explore the following objectives

1. To identify the key factors of employee turnover

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2. To determine the extent to which the identified factors are

influencing employee turnover.

3. To determine factors leading to high staff turnover.

4. To learn how managers can encourage development in their

subordinates through effective communication.

5. To review the best methods or practices on employee

retention in the workforce.

1.4 RESEARCH QUESTIONS

1. How does employee turnover affect organizational

performance?

2. Does employee turnover have any relationship with

organizational performance or firm growth?

3. How does effective communication increase employee

retention in an organization?

4. How does salary payment affect employee turnover in an

organization.

1.5 SIGNIFIANCE OF THE STUDY

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The findings of this study will help the organization to know how

bonuses, reward systems, job security; allowances will have

effect on employee turnover. The findings will also help

establish the best way and form of employee retention in the

place of work and hence establish the best way to meet those

factors. It also plays a key role in the organization performance

because employees will be motivated and they would be working

towards achieving the set goals and objectives. The main purpose

of this research was to gather information that will aid equity

bank management to comprehend features of staff turnover

experienced by the department. The end results may permit the

department to be in an improved position to develop staff

retention strategies aimed at plummeting turnover matters. Also,

the study will help to know how to reduce employee turnover with

such kinds of tips example; recognition and praise are a cost-

effective way to maintain a happy productive workforce, setting

the right compensation and benefits is important too, review

compensation and benefits packages at least annually. Pay

attention to trends in the marketplace and have HR update you.

Pay attention to employees’ personal needs and offer more

flexibility where you can. Consider offering telecommunicating,

compressed schedules or on-site or back-up day care.

1.6 ASSUMPTIONS OF THE STUDY

The research study was based on the following assumptions:

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i. That the respondents gave the correct and honest information

ii. That the managers and employees had good understanding on

employee turnover issues in the banking industry and gave me

the information I needed.

1.7 SCOPE OF THE STUDY

The study covers the banking industry (KCB limited), a brief

history about this bank is that it has been operating since 1896

when it was founded hence having been a public company it has not

been facing challenges like breakdown, its products are loans,

credit cards, savings, investments, mortgages. It has opened

several branches in Kenya and also in other countries. Human

resource management in the industry is one of the major

departments to have the better strategies practiced in order to

retain employees hence avoid employee turnover. Motivational

issues are also relevant due to the several branches which have

been opened recently this study is based on employees in this

bank and it is in view that the study seeks to assess the factors

leading to employee turnover in the banking industry hence how

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can it perform effectively through attracting and retaining

competent employee to help in attainment of their goal.

1.8 LIMITATIONS OF THE STUDY

Logistical support was a challenge to the study since the

research was founded solely by the researcher. However, by self-

sacrifice and support from friends and family members the

researcher was able to outcome this challenge. This led to timely

completion of the research work and the researcher was able to

meet the dead line. Even though the researcher encountered

several challenges and difficulties in some of the respondents’

attitude towards responding to the interviews. This did not

discourage the researcher as he was able to use his experience in

convincing the respondents for an interview. Due to resource

constraint the researcher was not able to cover the entire staff

and non-staff employees.

1.9 DEFINATION OF TERMS

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EBS – Equity Building Society

HR – Human Resource

No. - Number

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2.0 LITERATURE REVIEW

2.1 INTRODUCTION

Staff turnover may cause serious problems in the effectiveness of

the organization if it is not addressed by top management.

According Hamermesh (2001:142), staff turnover may affect service

rendered by the organization and it may cause delays in meeting

customer demand. This chapter explains the causes of staff

turnover, the impact of staff turnover on employee performance

and organizational effectiveness. Employee turnover is a natural

outcome of doing business, yet it is harmful to an organization

in large quantities, so it should be kept to a minimum. There are

certain instances during which turnover can be utilized to

benefit the company such as terminating poor performers, allowing

for internal promotion, and hiring new employees with innovative

ideas. New employees often bring positive input into the company

if the turnover is handled correctly (Werbel & Bedeian, 1989). As

a performance indicator, turnover should be understood by

management and leadership of the company. This paper will discuss

what may be the reason for turnover, what consequences turnover

has on a company, and what management and leadership in the

company can do to avert high turnover and reduce the effects.

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Employees blame work and thus become dissatisfied with their jobs

as part of the inter-role conflict caused by the combined

responsibilities of work, family, community, and personal

(Hom & Kinicki, 2001). Employers must accept the fact that there

are inevitable circumstances for turnover such as gender, health

and age. A minor employed by a company does not have much input

in the decision the adult caretaker makes in his or her life such

as moving to a new location, changing schools, transportation

allowances etc.

2.2 EMPLOYEE STAFF TURNOVER

Hamermesh (2001), staff turnover encompasses personnel moves

including layoffs, firings and promotions. While the idea of

staff turnover is harrowing for many businesses, the desire for a

stable bottom line often trumps relationships with long time

employees. In many cases, staff turnover is limited by union

representation and employee contracts. According to Hamermesh

(2001), every manager, supervisor and business owner has to

understand the complexities of staff turnover before making the

first personnel decision. An incorrect promotion or firing can

lead to lost productivity as well as diminished loyalty from

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employees. The function of staff turnover is to keep essential

personnel in positions best suited to their skills (Mullins,

2005). According to Booth and Hamer (2007), staff turnover may

entail consolidating positions and creating new jobs that reflect

the new challenges facing an organization.

According to McConnell (2004), firings and layoffs are used to

reduce wages and benefits payments that are diverted elsewhere in

the organization. According to Mathis and Jackson (2007), staff

turnover can be broken down into internal and external types.

Internal staff turnover strategies involve promoting current

employees, adding new responsibilities to job titles and bringing

in entry-level employees due to company growth. External staff

turnover implies that employees are leaving the company to seek

new jobs, raise families or enter retirement.

2.3 TYPES OF STAFF TURNOVER

According to Mullins (2005), staff turnover can also be observed

in terms of positive and negative influences. While positive

turnover involves the creation of new jobs in recognition of a

company's expansion, negative turnover demonstrates a contraction

of company finances due to hard times. Positive staff turnover

typically takes place on an individual or small group basis

(Swanepoel, et al., 2003). This type of turnover involves individual

consultations to inform personnel of their promotions, pay raises

and additional responsibilities. These conversations are designed

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to keep personnel moves confidential while reducing frustration

by workers who were not promoted. According to Steers (2002),

negative staff turnover typically takes place on a larger scale

with mass layoffs and firings common in the corporate world.

While worker morale takes a negative consequence with sizable

layoffs. Investors and owners who are concerned about a company's

bottom line may regain confidence with negative staff turnover

(Bittel and Newstrom, 2002). McConnell (2004) states that whether

it is positive or negative turnover, a company will experience

some consequences by shifting personnel. An organization has to

plan promotions and layoffs carefully to reduce the impact on

daily productivity. Productivity will take a dive as new

employees undergo job training and newly promoted personnel learn

their job responsibilities. Mathis and Jackson (2007) state that

if staff turnover is controlled poorly, an employer may begin to

notice lower morale among workers from top to bottom.

2.4 OTHER CAUSES OF STAFF TURNOVER

2.4.1 EMPLOYEE EXPECTATIONS AS THE CAUSE OF STAFF TURNOVER

New employees have expectations but when these expectations are

not met, they may start withdrawing from work using sick leave,

family responsibility leave and all kinds of excuses (DeVos,

Strydom, Fouche and Delport, 2007). Employees expect that their

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performance will correlate with the rewards received from the

organisation. Employees set expectations about rewards and

compensation to be received if certain levels of performance are

achieved. These expectations determine goals or levels of

performance for the future. Employees achieving the desired

levels of performance expect a certain level of compensation. If

employees see that hard work and superior performance are

recognised and rewarded by the organisation they will expect such

relationship to continue in the future. Therefore they will set

higher levels of performance expecting higher levels of

compensation. If employees see little relationship between

performance and rewards, then they may set minimum goals in order

to retain their jobs but will not see the need to excel (Birdi,

Clegg, Patterson, Robinson, Stride, Wall and Wood, 2008).

2.4.2 EMPLOYEE RECOGNITION AS THE CAUSES OF STAFF TURNOVER

Robbins (2003) states that individuals at all levels of the

organisation want to be recognised for their achievements on the

job. Their successes do not have to be monumental before they

deserve recognition, but the praise should be sincere. Steers

(2002) states that one premise inherent in Herzberg's theory

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(1959) is that most individuals sincerely want to do a good job.

To help them, they should be placed in positions that use their

talents to an optimal level and where they are not set up for

failure (Mathis and Jackson, 2007). Clear, achievable goals and

standards for each position should be set and should be known to

employees. Individuals should also receive regular, timely

feedback on how they are doing and should feel they are being

adequately challenged in their jobs. Individuals should not be

overloaded with challenges that are too difficult or impossible

(Tyani, 2001).

2.4.3 PHYSICAL ENVIRONMENT AS THE CAUSES OF STAFF TURNOVER

According to Hamermesh (2001), the physical environment includes

physical structures in which employees work, such as buildings,

offices and the lighting, ventilation, noise vibration

temperature, humidity and air quality. To motivate the workforce,

it is important to ensure that their environment is hazard free

and safe which will also enhance efficiency and productivity (Del

Val, and Fuentes, 2003).

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When the adverse effects of the physical work environment are not

attended to by management, employees may loose interest in the

work or their career profession and might leave the organisation.

In support of this assertion, Heizer and Render (2006), state

that if the work environment is not conducive to the employee’s

wellbeing and expectations it can contribute to decisions to

leave.

2.4.4 POOR EMPLOYEE ORIENTATION AS A CAUSE OF STAFF TURNOVER

According to Booyens (2000), orientation is the personalised

training of the individual employee so that he or she becomes

familiar with the requirements of the job itself. The aim of the

orientation is to be effective and show productive work

performance by the new employee. The orientation process aims at

reducing anxiety, creating a positive attitude towards the

employer and assist in creating realistic work expectations.

Orientation process is normally the responsibility of the human

resources department.

All categories of new employees are subjected to the same

programme which is conducted during the first few days of an

employee’s orientation programme (Habeck, et al., 2000). Park

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(2003) asserts that one of the sources of voluntary turnover is

the poor orientation and socialisation that is given to new

employees. An orientation process helps new employees to

formulate realistic, reasonable and accurate expectations of

their new responsibilities and performance requirements. If the

orientation process is not properly conducted at the beginning of

employment, it can lead to employee turnover intention and

eventually to the employee leaving his or her work.

2.4.5 POOR EMPLOYEE ASSISTANCE PROGRAMME (EAP) AS THE CAUSE OF

STAFF TURNOVER

According to Russell and Bvuma (2001), in every organisation

there are managers who manage the day to day running of the

business. But do managers ever know the problems and grievances

of the staff and the way they feel if they only talk to them or

when they follow up on duties assigned to staff members? The

managers only see the employees whose performance is declining

but sometimes they do not realize that the performance is

affected by social problems or they do not care as long as the

cause is not work related. If employees feel that the

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organisation does not help them when they have social problems

like financial assistance or counseling they may leave the

organisation (Erasmus, et al., 2003).

According to Cohen (2000), a business that earns a reputation for

turning staff over frequently will find it difficult to recruit

entry-level workers and executives alike. According to Kreitner

and Kinicki (2007), the process of staff turnover can take up to

a year for completion depending on the depth of the turnover and

it begins with discussions by board members and executives about

necessary personnel changes. Hamermesh (2001) states that

organizations that are affected by negative staff turnover need

to provide sufficient notice to workers and conduct exit

interviews and reassign responsibilities to remaining personnel.

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2.4.6 LACK OF STAFF TRAINING AND DEVELOPMENT AS THE CAUSE OF

STAFF TURNOVER

According to Booyens (2000), for an organisation to be successful

in providing service delivery it is essential for management to

introduce, manage and evaluate programs with the aim of

developing personnel, their knowledge, skills, attitudes, their

own personal growth and fulfillment. The planned development of

the organisation will promote staff development. Staff training

and development includes a number of different educational

undertakings, namely, induction training, orientation, in-service

education, continuous training and career development.

The planned development of the organisation will promote staff

development. Staff training and development includes a number of

different educational undertakings, namely, induction training,

orientation, in-service education, continuous training and career

development. Career development requires formal action by an

organisation to ensure that employees with appropriate

qualifications and experience are available when the organisation

requires their services. According to Nel, et al. (2004), the

reasons for career development in organisations are the

following:

(i) The quality of employee’s work life is improved when

he/she has the opportunity to progress in his/her career.

(ii) Employees are able to learn new skills with the result

that there is always a demand for them.

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(iii) Career development of employees decreases an

organisation’s employee turnover rate.

(iv) The personal job satisfaction of the employees is

enhanced when their abilities have been developed and when

they are placed in positions that suit their ambitions and

abilities.

Booyens (2000) asserts that training serves as a dual role in

that it helps management meet its human resources requirements,

while at the same time.

2.4.7 WORK CONTENT AS THE CAUSE OF STAFF TURNOVER

According to Nel, et al. (2004), work content refers to the amount

of work which is performed by the employee at any given time.

Mouton (2001) states that quantitative overload involves having

too much work to do in the time available and has been associated

with stress related ailments such as coronary heart disease and

finally staff turnover. Qualitative overload involves work that

is too difficult (Page, 2001:80). In the context of voluntary

staff turnover, when the employee relates the work load with pay

and benefits which may be perceived to be lower than the amount

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of work performed, work overload may then incite staff turnover

intention (George and Jones, 2002).

According to Habeck, et al. (2000), work content at the

organisation is divided among the team and each team consists of

team leaders and team leaders give each team member a quota to

work on. According to Smit and de Cronje (2003), if a job is

complex or boring, is physically demanding and tiring and does

not promote something valued by the worker, the employee becomes

discontented and may eventually leave the job.

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2.5 FACTORS AFFECTING REDUCTION OF STAFF TURNOVER

According to different authors the following factors contribute

to staff turnover if

they are not addressed properly by the management of the

organisation:

2.5.1 ESTABLISHMENT OF A REWARD SYSTEM

Parish, et al. (2008), believe that organisations should reward

employee for long term service. These rewards may be in the form

of posting names on bulletin boards, announcing the names of

employees in notices, or giving monetary reward, but such a

system can be very expensive.

2.5.2 PERSONAL INTEREST AND BACKGROUND

Employees with rural backgrounds are more likely to relocate to a

rural location and remain there. According to Ivancevich and

Matteson (2004), the employee’s spouse is becoming an important

determinant to the likelihood of them being retained in their

positions since the contentment of these spouses in a rural

setting is a huge factor that can make them stay in service.

2.5.3 PROVISION OF FREE HEALTH CARE

Parish, Cadwallader and Bush (2008) state that it is also

important to control stress and to implement physical fitness

programs. The workplace is the prime location from which to

promote health care and disease prevention. Free health care for

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employee may be another method to improving staff retention

strategy because employees are sometimes unable to pay for a

doctor’s visit, or have to wait several days for a doctor’s

appointment.

2.5.4 MANAGEMENT OF TRANSPORT

Arranging transport for employees by coordinating work hours with

public transport, or investing in organisational transport for

employee, should reduce staff turnover (Neves, 2009).

2.6 CONCEPTUAL FRAMEWORK

The above conceptual framework represents the relationship

between the independent variables and the dependent variable.

FIGURE 1 Conceptual framework

Independent variables

Dependent Variable

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Transport

Training

Orientation

Hospital

allowance

Staff turnover

Moderating variables

Variables Description Test statisticsDependent

Staff Turnover

This is the total

number of employee

who voluntarily or

involuntarily want

to leave their jobs

in search of another

job whereby their

According to the data collected from 20respondents it wasevident that there are certain factors which can lead to staff turnover in this industry and gave the responses as discussed in

27

Attitude

Willing &

interest

grievances are well

taken care of

(author 2014)

chapter 4, they are;salary & other benefits, job security, training &development opportunities, support supervision & orientation, promotion opportunities.

Independent

Transport Allowance

This is moving from

one location to

another by either

through motor

vehicle, motor

cycle. To encourage

employees on this

matter concerning

transport, there

should be transport

allowances which

will enhance

employee motivation

at the work place.

Transport fall under

benefit whereby the

employee enjoys such

an allowance.

However, with regard

to chapter 4 of this

study 72.1% had

their view that it

was very important

to be provided with

this type of

allowance hence

they’ll feel

motivated.Reward system & Hospital allowance

This two are in thesame category of benefits which the employees expect to get from the company. Some of therewards are like posch offices, being

Employees had their view of being rewarded & also hospital allowance covering them. It was important since they will not leave their work and hence

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given promotion & holiday support & social events. Employees like to berecognised hence posch offices. However, hospital allowance is that the company covers their hospital billsfor the employee andhis/her family.

also feel comfortable in termsof their job security matters when concerned.71.7%response had it veryimportant.

Training & Orientation

Is acquiring knowledge, skills & competencies as a result of the teaching of vocational or practical skills andknowledge that relate to specific useful competencies.It has specific goals of improving ones capability, capacity, productivity & performance.

This will enhance competency of the organization with other competitors& enhance good performance by providing well trained employees.60.0% responses had it wasvery important giving the highest percentage out of the total data analysis number of the study.

ModeratingAttitude

Is a feeling with regard to a person/ thing. Someone expresses his or herfeeling with favor or disfavor. However, on this study employee turnover can be determined by their attitude towards the

According to employees’ response attitude towards thebank they were satisfied with the type of allowances they get, hence not a big number had their disfavor towards the company.

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company.Willing & interest This is being ready

or have interest in something you are doing. Ready to act gladly. It can be a cheerful compliance as on interest determines the feeling of a person whose attention, concern or curiosityis particularly engaged by something.

According to data collected employees where willing to acttowards the organisations set goals & objectives hence not leave their work reducing the turnover number.

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CHAPTER THREE

3.0 RESEACH DESIGN and METHODOLOGY

3.1 INTRODUCTION

The chapter describes the methodology used to understand staff

turnover rate in the workplace and determine the factors leading

to staff turnover.

The research conducted assumes that staff turnover is led by

different factors and that motivation is viewed as being

important in the workplace and to the benefit of the organization

enhancing reduction of the number of employees who want to leave

their work, duty or responsibilities.

The author undertook qualitative research using a case study

method. The author believed that it was the most appropriate

method and that it would meet the needs of the research paper.

The research is based on one particular organization, Equity

Bank.

3.2 RESEARCH DESIGN

The research design for the study was the deductive approach.

This descriptive research design was then selected for this

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specific research study to understand the factors that influence

employee motivation at the work place using quantitative research

and analysis through a survey of administering questionnaires to

sample of individuals. This design will assist the researcher to

obtain pertinent information concerning the phenomenon and

whenever possible draw general conclusions from the facts

obtained.

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3.3 STUDY LOCATION

The study area or location was Equity Bank Limited, Chuka Town.

The bank was chosen because it is a bank that offers

institutional corporate clients, comprehensive banking solutions

with particular emphasis on relationship banking while providing

innovative solutions to address the needs of the valued

customers.

3.4 STUDY POPULATION

The study population included the management team and also some

of the subordinate’s team especially those involved in the human

resource management and even the other employees themselves not

in the management. The study population had 20 employees 2 been

from the head office.

3.5 SAMPLING METHODS and TECHNIQUES

The researcher of the study employed stratified random sampling

and simple random sampling techniques to collect the required

information from the respondents.

Stratified random sampling refers to a process of dividing

a population into smaller groups known as strata basing on

the members’ shared attributes example; men and women. This

was done by grouping the employees according to management

levels.

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Simple random sampling was another technique applied. This

refers to a process of selecting a group of subjects (a

sample) for study from a larger group (population). This

was intended to select respondents since each stratum was

assumed to contain employees with related knowledge on the

topic under study.

3.6 SAMPLE SIZE

The researcher used a sample size of 22 respondents who were got

from 80 employees of Equity Bank. These were categorized in the

following manner, 4 from personal banking, 2 from teller 1 within

cheque deposit, 3 from teller 2 within customer care and another

3 from business banking, 5 from micro banking and the other

remaining five from account opening.

Table 1: Shows the number of respondents from each department.

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Account opening 5

Total 22

Source (author 2014)

3.7 SAMPLE DESIGN

However, random sampling and purposive sampling techniques were

employed.

Random sampling technique is a process of selecting a sample

that allows all members of the group or population to have

an equal and independent chance of being selected for the

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sample. Random sampling technique was employed when

selecting the employees at operational level. This was done

to avoid bias.

Purposive sampling technique refers to a process whereby the

researcher selects a sample based on experience or knowledge

of the group to be sampled. Purposive method was applied

when selecting management staffs because there was need to

specifically get information from those members of staff who

deal directly in administrative duties.

3.8 SOURCES OF DATA

The researcher used both Primary data source and Secondary data

source.

3.8.1 Primary data source

This refers to raw facts collected or generated in a given

research for the first time. This data was generated from the

sample population by use of the questionnaire.

3.8.2 Secondary data source

This method involves sourcing for already processed information.

Data was got by reviewing relevant text books, journals, daily

nation, magazines and other published materials about the

research topic.

36

3.9 DATA COLLECTION METHODS & INSTRUMENTS

The researcher used questionnaire as an instrument of data

collection.

3.9.1 Questionnaire

A questionnaire is a list of questions drafted by the researcher

to be filled by the respondent. This was the basic tool the

researcher used in data collection. The questionnaire contained

both close ended and open ended structured questions and the

variables therein were measured using likert scaling technique.

The reason for use of this method was that it minimized bias.

3.10 Data Analysis techniques.

Data analysis is coding, categorizing, data entry and

manipulation and summarization of data (Mugenda and Mugenda,

2003).Filled data was edited for completeness and

consistency ,the questionnaires were checked for errors and

omissions. The researcher used descriptive statistics such as

percentages and frequency .The results of the data were presented

37

using both qualitative and quantitative techniques .The results

were presented in frequency tables and percentages.

3.11 ETHICAL CONSIDERATIONS

The researcher complied with ethical procedures to protect the

rights of the research participants, involving the principle of

voluntary participation which requires that participants do not

need to be coerced into participating in this research. The

following ethical measures were adhered to (Sekaran, 2003):

3.11.1 Right of the participant

38

In this study, no attempt was made to harm participants

deliberately and those who could experience any form of harm be

it through victimization, emotional or otherwise, were informed

in advance of their right to withdraw from participating in the

study.

3.11.2 Confidentiality and anonymity

Confidentiality means that information from participants was not

going to be divulged to the public nor made available to

colleagues, subordinates or superiors. In this study, all

information about participants was treated with confidentiality

and the participants were anonymous (Saunders, et al., 2003).

39

3.12 VALIDITY and RELIABILITY

3.12.1 Reliability

Mugenda and Mugenda (2003) define reliability as a measure of the

degree to which a research instrument yields consistent results

after repeated trials. Cronbach’s Alpha test will be used to

examine the consistence among the responses against each item in

the questionnaire. If a correlation coefficient of above 0.6 is

achieved, it will be considered to be a reliable questionnaire.

3.12.2 Validity

Kombo and Tromp (2006) defines validity as the degree to which

results obtained from the analysis of the data actually under

study .Validity will help to infer how accurately the data

obtained in the study represents the variables of the study. The

researcher will make use of colleagues, research supervisor to

test on the validity of the instruments.

40

CHAPTER FOUR

4.0 FINDINGS and DISCUSSIONS

4.1 INTRODUCTION

This chapter examines the data from the field in the light of the

objectives stated in chapter one of the study. It is an analysis

of the empirical results obtained from primary and secondary data

collected for this study. It discusses the socio-demographic data

of the research subjects, the factors which motivate workers, the

main retention factors for employees, and the environment that

breed staff turnover.

For the purpose of clarity, the chapter is arranged in accordance

with the objectives of the study stated earlier in chapter one.

It begins with the description of the demographic characteristics

of the respondents such as their age, sex, educational level, and

the presentation and analysis of the findings as they relate to

the objective. A total number of twenty two (22) questionnaires

were administered to respondents sampled from among employees of

KCB Bank. This analysis was therefore based on the twenty two

questionnaires received from respondents. Among the total number

of questionnaires twenty were returned and only two of them were

not.

4.2. SOCIO-DEMOGRAPHIC CHARACTERISTICS OF RESPONDENTS

41

The issue of demographic variables shapes many facets of human

lives as been studied by researchers. Indeed demographic

characteristics play essential role in human interaction. The

socio-demographic characteristics considered for the study

includes that of sex, age, level of education, rank, department

and length of working in the bank. These characteristics have

been found to be indicators of person‘s attitude towards work in

general.

4.2.1 SEX OF RESPONDENTS

The gender distribution of respondents in this study was relevant

due to the immense role that gender stratification plays when it

comes to the type of work that both male and female engage in. It

is against this background that respondents were asked about

their sex.

Table 2: sex of respondents

SEX FREQUENCY PERCENTAGEMale 12 60.0Female 8 40.0

42

Total 20 100.0

Source author: 2014

From the table above it is clear that 60.0% of the respondents

were male while the other remaining 40.0% was female. However,

this indicates that male respondents were dominant and were the

majority employed by Equity bank under my study.

4.2.2 AGE OF RESPONDENTS

Table 3: Age of the Respondents

Age Frequency %Below 25 Years 4 20Between 25 and 30 9 45

43

YearsBetween 30 and 35

Years

4 20

Above 35 Years 3 15Total 20 100.0

Source Author (2014)

The results show that the majority (45%) of the respondents fell

within the age group of 25 and 30. Between the age group 30 and

35 had a tie with age group below 25 having a percentage of 20

while above 35 years had 15%.

44

4.2.3 LEVEL OF EDUCATION

The level of education gave an insight into the diverse skills of

the respondents and how they could analyze and perceive issues at

the work place. Table 4 represents the distribution of the

respondents by level of education attained.

Table 4: Level of education of Respondents

Education Level Frequency %

Masters 2 10.0

Degree 9 45.0

Diploma 4 20.0

Certificate 5 25.0

Totals 20 100.0


45

From the table 4 above, 45.0% of the respondents had at lest a

degree from the university while 25.0% had certificate, 20.0% had

diploma while the remaining percentage of 10.0% had masters

degree.

4.3 FACTORS WHICH CAN LEAD TO STAFF TURNOVER

One core specific objective of this study was to find out the

factors which lead to staff turnover in the bank. As discussed

the factors will help to reduce staff turnover hence motivating

them. This objective was deemed important to the extent that it

attempted to provide a measure of the extent to which past

campaigns and strategies had impacted on the level of motivating

the employees to reduce the high percentage of turnover at the

work place.

46

Table 5: Factors which can lead to staff turnover if not

addressed

Responses

Questions Not at

all

importa

nt

Not

very

importa

nt

Neutra

l

Somewha

t

importa

nt

Very

importa

nt

Salary and other

benefits

5.0% 6.1% 8.3% 8.3% 72.1%

Job security 5.0% 2.8% 10.0% 10.6% 71.7%

Support, supervision

& orientation

1.7% 7.8% 16.7% 28.3% 45.6%

Training and

development

opportunities

1.7% 8.9% 29.4% 60.0%

Promotion

opportunities

4.4% 12.2% 2.2% 25.0% 56.2%


47

As shown in table 5 above, the questions asked if not well

checked they could lead to staff turnover. However, 72.1% view

salary and other benefits as the very important motivation factor

at their work, 8.3% went both for neutral and somewhat important,

6.0% said it was not very important while 5.0% said for salary

and other benefits are not important at all when it comes to

motivation of the employees.

48

However, on job security on the table shows that 71.7% viewed it

as very important, 10.6% somewhat important, 10.0% had to remain

neutral, 5.0% viewed job security not at all important while 2.8%

said it was not very important. The table also shows the degree

on support and supervision whereby, 45.6% of the sampled

population saw it very important factor of motivation, 28.3%

somewhat important, 16.7% were neutral, as 7.8% saw it not very

important 1.7% of the respondents viewed support and supervision

not at all as a factor on motivation.

Table 5 furthermore goes ahead on training and development

opportunities to collect a reliable data from the respondents and

gave out clearly that, 60.0% saw it as very important, 29.4%

somewhat important as a motivation factor, 8.9% remained neutral

while 1.7% saw it not very important. On promotion opportunities

as another motivation factor viewed by the respondents, 56.2%

viewed promotion as a very important factor to motivate

employees, 25.5% chose somewhat important, 12.2% saw it not very

important, 4.4% said it was not at all important while 2.2%

remained neutral on the statement.

Employee motivation is a major factor in the success or failure

for any organization. Without a motivated workforce,

productivity, morale, profits, product and service delivery

suffers. To stay competitive organizations must invest in

effective strategies to motivate individuals and teams

differently without it could lead to staff turnover. Some people

49

are motivated by money, others by the opportunity for

professional development, flexible schedules, or sense of

accomplishment. Understanding what factor or factors motivate

employees is the key to gaining the human resource advantage that

leads to success in the workplace.

It was evident in the previous table 5 that salary and other

benefits, job security and training and development opportunities

were the factors rated as very important factors of motivation by

majority respondents. Other factors like support, supervision &

orientation and promotion opportunities were also considered as

important in employee motivation at the work place.

However, the employees must have considered these factors very

crucial to productivity, as the management cannot achieve its

primary objectives of profit maximization and install capacity in

the atmosphere which is not friendly, despair, chaos, or either

without the right strategies to follow. This is clearly related

to Abraham Maslow’s (1943) Hierarchy of Needs Theory and

Motivation having esteem and self actualization classified as

better predictors of job satisfaction, while the hygiene factors

are classified as physiological and safety needs.

50

This implies that non-monetary benefits would probably increase

job satisfaction and productivity. Hence, to obtain positive

motivation, it is necessary to increase the intrinsic interest in

the job and give employees a sense of responsibility,

achievement, recognition, growth and overall job enrichment,

which involves job rotation and job enlargement. Furthermore,

monetary incentives are offered in terms of money by most

organizations. Such incentives provide more cash or purchasing

power to employees. Monetary incentives are extremely attractive

to employees (particularly those working at lower levels) as they

get the benefit quickly and in concrete terms. At the higher

levels of management, non-monetary incentives are more important

than monetary incentives. Employees prefer monetary incentives as

compared to non-monetary incentives. Managements also offer

liberal monetary incentives to all categories of its employees.

The benefit of individual monetary incentive is available to

concerned employee only. A good example, F. W. Taylor suggested

differential piece rate system which offers different wage rates

to different workers as per their production efficiency.

Different incentive wage plans are the examples of individual

monetary incentives as the benefit is offered individually to

every employee. Here, an employee is paid as per his or her

efficiency, productivity or as per the production given by him or

her. Efficient employees give more production and get higher

reward in terms of wage payment.

51

Job security is useful for the motivation of employees. Such

security keeps the employee away from the tension of becoming

unemployed. Job enrichment provides an opportunity for greater

recognition and advancement. Job enrichment refers to redesign of

jobs. Employer should give attention to the needs, difficulties

and grievances of employees. Small work groups and effective

communication are useful for solving the problems of workers.

Employees must be given decent treatment. They will be co-

operative only when they are treated with sympathy and love,

affection and dignity. Employees should also be given help in

personal matters. Recognition of good work at an appropriate time

gives encouragement to employees to show better performance in

future. As an appreciation of good work, prizes, rewards,

promotions are given.

52

4.5 TURNOVER: Causes and Influencing Factors

Turnover basically arises from the unhappiness from job place for

individual employee. But being unhappy in a job is not the only

reason why people leave one company for another. If the skills

that they possess are in demand, they may be lured away by higher

pay, better benefits or better job growth potential. That's why

it is important to know and recognize the difference between

employees who leave the job because they are unhappy and those

who leave for other reasons. There are number of factors that

contribute to employee turnover. We explore some of these factors

in more detail below:

(i) The economy - in exit interviews, one of the most common

reasons given for leaving the job is the availability of higher

paying jobs. Some minimum wage workers reported for leaving one

job to another that pays only 50 cents an hour more. Obviously,

in a better economy the availability of alternative jobs plays a

role in turnover, but this tends to be overstated in exit

interviews.

(ii) The characteristics of the job - some jobs are intrinsically

more attractive than others. A job's attractiveness will be

affected by many characteristics, including its repetitiveness,

challenges, danger, perceived importance and capacity to elicit a

sense of accomplishment.

53

(iii) Demographics - empirical studies have demonstrated that

turnover is associated in particular situations with demographic

and biographical characteristics of workers.

(iv) The person - In addition to the factors listed above, there

are also factors specific to the individual that can influence

turnover rates. These include both personal and trait-based

factors. Personal factors include things such as changes in

family situation, a desire to learn a new skill or trade or an

unsolicited job offer. In addition to these personal factors,

there are also trait-based or personality features that are

associated with turnover.

(v) A bad match between the employee's skills and the job −

Employees who are placed in jobs that are too difficult for them

or whose skills are under utilized may become discouraged and

quit the job.

(vi) Substandard equipment, tools or facilities − If working

conditions are substandard or the workplace lacks important

facilities such as proper lighting, furniture, restrooms and

other health and safety provisions, employees will not be willing

to put up with the inconvenience for long time.

54

(vii) Lack of opportunity for advancement or growth – If the job

is basically a dead-end proposition, this should be explained

before hiring so as not to mislead the employee.

The job should be described precisely, without raising false

hopes for growth and advancement in the position.

(viii) Feelings of not being appreciated − Since employees

generally want to do a good job, it follows that they also want

to be appreciated and recognized for their works. Even the most

seasoned employee needs to be told what he or she is doing right

once in a while.

(ix) Inadequate or lackluster supervision and training −

Employees need guidance and direction. New employees may need

extra help in learning an unfamiliar job. Similarly, the absence

of a training program may cause workers to fall behind in their

level of performance and feel that their abilities are lacking.

(x) Unequal or substandard wage structures − Inequity in pay

structures or low pay is great causes of dissatisfaction and can

drive some employees to quit. Again, a new worker may wonder why

the person next to him is receiving a higher wage for what is

perceived to be the same work.

55

4.6 MOTIVATION FACTORS TO REDUCE STAFF TURNOVER

This section asked the respondents to rate their level of

agreement or disagreement with a number of statements related to

organization culture on scale of 1-5, whereby 1 = strongly

disagree and 5 = strongly agree.

Table 6: Salary and other benefits

Salary and other

benefits

Frequency %

Strongly Disagree 1 5.0

Disagree 2 10.0

Neutral 4 20.0

Agree 7 35.0

Strongly Agree 6 30.0

Total 20 100.0

Source: Author (2014)

The results from the above table showed that 35.0% agreed and

30.0% strongly agreed that salary and other benefits motivates

57

the employees to even work hard towards achieving the best or the

organization. The result further shows that 10.0% disagreed and

only 5.0% strongly disagreed with 20.0% remaining neutral to the

statement.

58

Table 7: Supervision

Supervision Frequency %


Disagree 4 20.0

Neutral 3 15.0

Agree 1 5.0


Total 20 100.0Source: Author (2014)

Table 7 shows clearly that as a motivation factor supervision

bearing from the respondents, 35.0% strongly disagree with the

statement while 20.0% disagree, 25.0% of the respondents strongly

agreed as 5.0% only agreed and the remaining percentage of 15.0%

remained neutral to that statement.

59

Table 8: Management Communicates Effectively with employees

Management

communicates

effectively with

employees

Frequency %


Disagree 2 10.0

Neutral 4 20.0

Agree 5 25.0



From table 4.7, 35.0% of the employees strongly agreed that the

management communicated effectively with employees, having 25.0%

agreed the statement as 10.0% disagreed and another 10.0%

60

strongly disagreeing while 20.0% remained neutral with the

statement.

61

Table 9: Employee Orientation

Employee Orientation Frequency %

Strongly Disagree - -

Disagree 2 10.0

Neutral 5 25.0

Agree 7 35.0



Table 9 shows that 30.0% of the respondents strongly agreed

employee orientation in the bank is good as also 35.0% agreed to

the same statement, 25.0% remained neutral while 10.0% disagreed

none of the respondents strongly disagreed.

62

CHAPTER FIVE

5.0 SUMMARY, CONCLUSION AND

RECOMMENDATIONS

5.1 Introduction

This chapter presents a summary of the major findings of the

study, which looks at the factors leading to employee turnover in

the banking industry: a case study of KCB bank limited. However,

this chapter is thus, structured into discussions, conclusions,

recommendations and areas of further research.

5.2 Summary of the Findings

It was realized that there was an over representation of males

than females at the organization. The male-female ratio was found

not to be proportional and this can explain the fact that most

developing countries are gender bias favouring more male in the

educational sector than their female counterparts. This explains

the few females employed in the bank.

The organization employs more middle level manpower resources

than other categories. Few people with secondary education are

employed, while majority of those employed attained tertiary

education with diplomas and degrees and other relevant

professional institutions gain employment in the bank more than

others who do not acquire specific professions.

64

In summary, from the employees responses on their actions over

the period of one month

prior to answering the questionnaires, it was evident that some

employees choose to resign

their job exhibited characters and behaviour of motivated

employees which include salary and other benefits, job security,

support, supervision & orientation at the work place, training

and development opportunities, promotion opportunities, being

focused while in the office and left alone to perform their

duties as a responsibility to undertake and giving their views to

the management whenever a matter arises concerning the industry.

The employees in the bank desired improvement in remuneration

including fringe benefits (for instance housing and transport),

promotions as at when due, recognition and training and

development schemes should be comparable with those received by

others doing similar work, in the banking industry.

Furthermore, the study also showed that majority of the employees

were not satisfied with the supervisory style and their non-

participation in the decision making process in the bank. Other

objective of this study is to explore the retention strategies

which are a priority for the employees of the bank hence reducing

the number of employee turnover.

5.3 Conclusion

65

From the study it can be concluded that there are several factors

that can lead to employee turnover in the banking industry if not

well strategized, such as the Supervision support, job security

to operate in the bank for a certain given period, Pay and

Benefit, training and development opportunities, promotion

opportunities and when managed and implemented well with the

right strategies by the management, they would result in highly

motivated employees resulting to high effectiveness and

efficiency in the services provided by the employees and reduce

employee turnover. The study concluded that employee turnover

factors in KCB bank such as salary pay and other benefits,

supervision, job security, training & development opportunities,

promotion opportunies are well practiced in KCB bank limited.

Further, the employees indicated that they enjoy reporting for

work daily and perform their best and would recommend the

organisation as a good employer.

66

Since majority of the respondents strongly agreed to the factors

influenced employees’ motivation to a higher extent, it is a

clear indication that they are very critical in their overall

motivation in KCB Bank Limited. Indeed, the study findings can be

supported by the fact that KCB has witnessed high revenues and

success for the last five years. Clearly, this success is a

result of high productivity of the employees which has been made

possible because of high staff motivation in the industry.

However, overall performance has improved since the factors

leading to employee turnover in this industry according to this

thesis are well and clearly dealt with motivating employees to

even perform more better.

5.4 Recommendations

It can be recommended from the study that the organizations

should enhance their employees

motivation strategies through the integration of the various

parameters in the organizations such as the provision of a good

salary pay and other benefits, rewards like promotion

opportunities for their employees, pay attention to building an

organizational culture, providing a safe and healthy working

environment, job security, support, supervision & orientation.

The indicated factors could lead to employee turnover dealing

with them can motivate them and instead continue to work with the

industry.

67

5.5 Suggestions for further study

This study has examined factors leading to employee turnover a

case study of KCB Bank Limited. To this end therefore the same

study should be carried out in other organizations to find out if

the same results would be obtained. The study used a sample size

of 20 and thus the study suggests that for other studies dealing

factors that influence employee performance and reduce employee

turnover, a larger sample size should be used.

68

QUESTIONNAIRE

I am an undergraduate student in the department of business

administration in the faculty of business studies am conducting a

research study to evaluate the factors leading to employee

turnover in KCB Bank limited, this will be required for the

partial fulfillment of the award of bachelor of commerce degree

at Chuka University ( Management Science option). You have been

selected for the study and the information gathered will be

treated as confidential and used for academic purpose only. I

hereby invite you to participate in this research by filling in

the attached questionnaire. Your views shall remain confidential

and will be used solely for this research.

Thank you in advance

Yours Sincerely

Charles Nyambeo

Instructions

Do not write your name on the questionnaire.

Answer all questions to the best of your ability.

Indicate with a tick in the space provided for your choice

of answers for the close ended questions.

SECTION A: PERSONAL PROFILE

69

1. Gender

a) Male

[ ]

b) Female

[ ]

2. What is your age bracket?

(a) 20-25years

[ ]

(b) 26-30years

[ ]

(c) 31-35years

[ ]

(d) 36 and above years

3. What is your level of education?

a) PHD

[ ]

b) Masters degree

[ ]

c) Degree

[ ]

70

d) Diploma

[ ]

e) Certificate

[ ]

f) Secondary

[ ]

4. How long have you worked for this company?

a) Below 2 years

[ ]

b) 2 to5 years

[ ]

c) 5 to 10 years

[ ]

d) Above 10 years

[ ]

5. Please indicate your category of work in this company?

a. Top management [ ]

b. Middle level management [ ]

c. Lower level management [ ]

d. IT department [ ]

71

PART B: TO YOUR JOB

This part has provided this choices to fill in the questions

provided indicate only letter per question (a) slightly disagree

(b) disagree (c) strongly disagree (d) undecided (e) slightly

agree (f) agree (g) strongly agree

6. Provides feedback on how well I am doing as I am working [ ]

7. Gives me considerable opportunity for independence and

freedom in how I do my work [ ]

8. Provides an opportunity to find out how well I am doing [ ]

9. Provides an opportunity for independent thought and action

[ ]

10. Working relationships in my team are good [ ]

11. The quantity of my work is enough to keep me busy but not too

much to over-burden me [ ]

12. The relationship with my boss enables me to be open when

discussing work problems and concerns [ ]

13. There are reasons that will cause you to consider leaving

your job. The answer you give indicate the reason [ ]

……………………………………………………………………......

……………………………………………………………………………………………….

14. External pressures caused me to/ may cause me to leave my

job. [ ]

72

15. The work environment is satisfactory for the employees [ ]

16. My expectations were met after I joined the organization.

[ ]

17. The training programs offered by my organization are the key

reason why people join the organization. [ ]

73

PART C: REWARDS AND BENEFITS

18. Are you satisfied with your current salary?

a) Yes

b) No

19. Are you satisfied with your health benefits?

a) Yes

b) No

20. What would be the three (3) greatest additional employee

benefits your boss could implement that would assist in morale

enhancement?

21. What kinds of benefits you know will attract you to stay in

the current organization. Just indicate by stating.

74

22. I am happy with the nature of my work

a) Yes

b) No

PART D: ENVIRONMENT AT THE WORK PLACE

23. How would you rate the management style of your current

manager?

a) Good [ ]

b) Poor [ ]

c) Average [ ]

24. Do you have the necessary tools, adequate working space and

appropriate equipment to perform your duties effectively?

(Mark ‘Y’ or ‘N’ as appropriate)

Tools

Working Space

75

Equipment

25. Do you work in a safe, health and comfortable environment?

(Mark ‘Y’ or ‘N’ as appropriate)

Safe

Health

Comfortable

26. Do you have discussions with your department head/ supervisor

on ways to improve your work place environment?

a) Yes

b) No

c) Sometimes

27. Does your manager/ supervisor take time to listen to your

concerns and support reasonable suggestions?

a) Yes [ ]

b) No [ ]

c) Sometimes [ ]

PART E: JOB SATISFACTION

28. How would you rate your current workload?

a) Adequate [ ]

76

b) Inadequate [ ]

c) Excessive [ ]

29. How is your customer relationship with your customers

currently compared to your competitors for you to feel motivated

in this banking industry not to leave your organization?

a) Good [ ]

b) Bad [ ]

c) Challenging [ ]

d) Moderate [ ]

30. Vision 2030 is what most organization are targeting to

advance in their goods and service provision, where do you rate

yourself, (KCB BANK)?

77

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