EMPLOYEE VALUE PROPOSITION, ORGANIZATIONAL CULTURE AND TALENT ENGAGEMENT IN PRIVATE TECHNICAL VOCATIONAL EDUCATION TRAINING INSTITUTIONS IN KENYA

Abstract

The Employee Value Proposition (EVP) is essential for TVET institutions to attract and retain skilled educators in a competitive environment. However, numerous institutions in the region and other private and public TVETs vie for the retention of talented individuals, which presents a formidable challenge for private TVETs in the area. Sixty eight percent of private tertiary colleges in Kenya are experiencing low talent engagement, as evidenced by a high rate of talent turnover, which undermines their competitive advantage. There is substantial variability in employee attrition rates between 2015 and 2019, with 106 staff members departing a single institution during a given time period. The main objective of the study was to determine the influence of employee value proposition on talent engagement in private technical and vocational education training institutions in Kenya. The specific objectives were to establish the influence of employer branding, rewards, career development and job design on talent engagement of private technical and vocational education training institutions in Kenya and establish the moderating effect of organizational culture on the relationship between employee value proposition and talent engagement. The study was guided by theory of employee engagement, equity theory, expectancy theory, Social Identity Theory and Theory of organizational culture. The study adopted causal research design. Sampling was done using stratified proportionate random sampling and simple random sampling. Data was collected using semi-structured questionnaires. Content and construct validity was achieved through a pilot study which was conducted in Nakuru County. Cronbach’s Alpha coefficient was used to test for reliability. Data analysis was done using descriptive and inferential statistics. Descriptive statistics included frequencies, mean and standard deviation. Inferential statistics such as regression and correlation analysis were used whereby correlation analysis was done using Pearson’s Product Moment to establish the relationship between independent and dependent variables and regression analysis was conducted using simple linear, Multiple linear and hierarchical regression models. hierarchical regression was used to analyse the moderating variable. Qualitative data collected from open ended statement was analysed using content analysis and presented using narrations. Quantitative data was presented using graphs, charts and tables. The results indicated that employee value proposition has significant positive effect on talent engagement. This was supported by B-coefficients Employer branding P=0.000; Rewards P=0.000; Career development P=0.000; Job design P=0.001. The R2 was 0.662, P=0.000 and this shows that 66.2% of the variations in the talent engagement can be explained by the four predictor variables. Hierarchical regression analysis moved adjusted r –square from 65.2% to 79.7% representing a significant 14.5% change in R square before and after introduction of organizational culture as a moderator. The study concluded that organizational culture has significant moderating effect of organizational culture on the relationship between employee value proposition and talent engagement of private TVET in Kenya. Therefore, the study recommended that the management should ensure that the EVP is aligned seamlessly with the core values and principles of the organizational culture. Further, management should embed the EVP within a values-driven organizational culture, promote and reinforce behaviors that align with the EVP, emphasizing the importance of values in day-to-day operations.