Friday, 19 May 2023 / Published in Case Study

Sample Case Study Paper on Employer Branding For Retention Of Kenyan Millenial Employees

ABSTRACT

Employee retention of key talent remains a focus area for organizations in their as they seek
to consolidate their organizational knowledge and minimize recruiting and training costs.
Emerging research and surveys indicates that Millennials have a significantly high turnover
rate and this comes with the accompanying costs and risks to organizations. The application
of marketing concepts such as branding to employee management offers a new frontier for
organizations in the war for talent as it enables them to identify and offer a value proposition
that meets their millennial employee’s needs hence increasing employee loyalty and
retention. This study will explore the factors that impact millennial retention and turnover
and use the findings to establish the approaches that a brand employee can apply to retain
employees. To realize this goal, the study adopts an exploratory research design which to
determine the relationship between employer branding and retention of Millennials in Kenya
Breweries Limited. The target population for the study is 300 employees working at KBL
and the sample size is 90 employees. The study will use primary sources of data. Primary
data will be collected using both open-ended and closed-ended questionnaires. The
instruments will be self-administered to the respondents using a drop and pick later method.
Data analysis will be done using Statistical Package for Social Sciences (SPSS). This will
involve both quantitative and qualitative data analysis. Numerical data will be collected from
large sample, representative samples structured questions and interviews will be analyzed
using simple statistical methods whereby frequency distribution and percentages will be
widely used for study conclusions.

1
CHAPTER ONE

1.0 INTRODUCTION
1.1 Background of the Study
Employment environment is becoming increasingly competitive, in such an environment,
employer branding is evolving as a long-term human resource strategy in attracting and
retaining talented personnel. The ability to select, attract and keep the right employees is
critical to the success of any organisation. Employers’ attractiveness can be described as the
extent to which potential candidates and existing employees positively perceive a certain
organisation as a place to work. Such an organisation easily attracts a talented workforce
with a vision to accomplish corporate goals. This minimizes turnover, enhances creativity
and innovation among employees. It cultivates a working culture driven by quality and
provides a high level of customer satisfaction which promotes loyalty.
In the next decade or more, it is anticipated that the workforce will be dominated by three
generations namely Baby boomers, Generation X and the Millennial Generation (Mencl &
Lester, 2014). Millennial generation is certainly the most recent generation in the workforce
and has dissimilar preferences, expectations and needs compared to the previous generations
(Kapoor & Solomon, 2011). Although various scholars have defined the term Millennials,
Howe and Strauss (2004) have gained a lot of credit in their definition. According to them,
Millennials are individuals born between 1982 and 2004. This age group is believed to have
the highest rates of turnover unlike the generation before them (Khalid, Nor, Ismail, &

Razali, 2013). Millennials show limited loyalty to their employers and most plan for near-
term exits to look for greener pastures and promotions. Strauss and Howe (1991) found that

given the choice, one out of four Millennials preferred to quit their current employers to join
a new organisation or do something different in the subsequent year. This figure is expected
to rise in a duration of two years. By the end of 2020, two out of three Millennials anticipate
to have moved on while only, 16% of the Millennials see themselves working for their
current employers ten years from now.

This remarkable lack of loyalty is threat to any business or organisation who majority of its
employees are Millennial. They constitute up to 32% of the labour force as compared to
31.2% for generation X and 30.6% for boomers (US Census Bureau, 2015). High rate of
employee turnover can deprive an organisation valuable talent which might decline the
organisation’s capability to realize its set goals. Millennials turnover attracts huge costs to the
organisation due to time and resources invested in training this group of employees. Yang et
al. (2012) found that employees voluntarily leave their jobs because of five major reasons,
these include: company factors, remunerations and benefits, personal emotional conditions,
organisational culture, responsibilities and job description. Other important factors that lead
to employee turnover among Millennials are lack of promotion, job security, poor working
conditions and lack of training and development programmes.
East African Breweries Limited (EABL) is the leading branded alcohol beverage company in

East Africa offering a unique variety of brands that includes beer, spirits, and adult non-
alcoholic drinks. It is a subsidiary of Diageo which is a Publicly Listed Company (Plc), a

British multinational alcoholic beverage company which has its headquarters in London. The
Kenyan subsidiary of EABL, Kenyan Breweries Limited (KBL) recruits new university
graduates yearly into the Diageo Global graduate program for its talent pipeline. These
graduates fall into the category of Millennials this consists of the largest part of KBL’s target
employees including those that will be recruited for the next five years. This employees
being the least loyal to their employers might expose KBL to huge costs of turnover as
envisaged in other multinational organisations operating in emerging markets.
According to Backhaus & Tikoo (2004) a brand is a name, symbol or design which is used to
identify the products and services of one seller or a group of sellers and to distinguish them
from those of the rivals. Brands are viewed as essential assets held by a firm. They play
several vital roles from a customer’s viewpoint. Customers brand products based on past
experiences that they have had with those products and hence brands define customers
buying decisions. Branding influences customers’ perception and attitudes about a brand in a
way that makes them act in a certain manner for example making purchases at high prices or
donating to a cause. The ‘employer brand’ term was postulated by Ambler and Barrow
(1996), after conducting interviews with the interviewees from several companies.

They concluded that the concept of branding was applicable in the way the employees’ view
the employers. Employer branding can be described as an activity where the marketing
principles, in particular, “the science of branding” are applied to human resource activities in
line with the potential and existing employees. While product branding considers the manner
in which a product is presented to the customers, corporate branding focuses on how an
organisation is perceived by a variety of external audiences, employer branding is concerned
with existing and possible employees as branding targets. An employer brand can be defined
as the sum of all the traits and distinguishable features which prospective candidates and
present employees perceive about the organisation’s employment experience. Ambler and
Barrow (1996) defines employer branding as the development and communication of
organisational culture as an employer in the market place. It involves the packaging of
functional, economic and psychological benefits derived from employment and recognized
by the employing company. Employer branding refers to the process of identifying and
creating a corporate brand message and utilizing traditional marketing principles by the
employer to achieve a certain status. Employer branding is not only used to transfer the
employers’ personality message but also to adapt to the use of tools and techniques to
motivate and involve employees.
Backhaus and Tikoo (2004) argue that employer branding is a way in which employers adopt
to appeal to their employees as caring and concerned about their welfare. Zineldin (2011)
insists that the manner in which the employers present themselves to the employees greatly
influences their performance in working towards set targets and goals. Previously, the
employees promised loyalty to the firm in exchange for job security. However, the business
environment has changed significantly. The recent trends by such as downsizing, outsourcing
and flexibility have made organisations to impose psychological contracts in which
employers provide training and development to their employees in exchange for effort and
flexibility (Baruch, 2004). In the realm of negative perceptions about employment reality,
organisations are employing employer branding to communicate the benefits they provide
including training, career opportunities, personal growth and development. As competition
to attract and retain talents intensifies, generational perspective has received a growing
attention.

Generational expectations is seen as a starting point for the employer’s branding campaign
helps organisations to become attractive employers by building trust and commitment and
maintaining competitiveness in the market (Zeigler, Hagen & Diehl, 2012). This study
suggests the adoption of generational perspective to employer branding to support a better
understanding of the factors that drive organisational attractiveness to Millennials. This will
be achieved through exploring millennial employees’ perceptions, expectations and the
reasons for voluntary turnover, and hence recommends how organisations can brand
themselves to retain Millennials.
1.2 Statement of the Problem
The high rate of millennial turnover is a major hindrance to the realization of organisational
goals and objectives. Seibert, Kraimer, Holtom & Pierotti (2013) opine that organisations
have found it difficult to meet Millennials employment needs. In line with this; the findings
of a five year study concluded that 34.4% of Millennials leave their organisation in a period
of less than two years. Mencl and Lester (2014) further revealed that high rate of employee
turnover led to increased costs which impacted negatively on the organisational performance.
KBL has a strong corporate brand which attracts a lot of talent. However, since the
organisation engages in a massive recruitment through a graduate programme which targets
fresh graduates, it has a talent pipeline in which majority of the future employees are
Millennials. A survey by Delloite (2016) found that Millennials in emerging markets such as
Kenya have a lower level of loyalty to their employers. KBL is might be facing similar
challenges in talent retention just like any other multinational organisations that are operating
in emerging markets. Therefore, this calls for the need for the organisation to formulate
ways of branding itself as a renowned employer to Millennials who have diverse employee
needs from earlier generations. To realize this important goal, the organisation needs a
deeper understanding of the factors that drive organisational attractiveness as an employer to
Millennials. This study is seeking to provide insights concerning millennial employees’
perceptions, expectations and reasons for voluntary turnover, and hence recommend ways in
which the organisation can brand itself to retain Millennials.

1.3 Research Objective
The general objective of this study will be to identify and explore the factors that drive
organisational attractiveness to Millennials and their contribution to talent retention.

1.4 Specific Objectives
The study will seek the following research questions:
1.4.1. To determine the impact of compensation on millennial employee retention.
1.4.2. To determine the impact of work/life balance to millennial employee retention.
1.4.3. To determine the impact of rate of career progression to millennial employee retention.
1.4.4. To determine the impact of meaningful work experiences on millennial employee
retention

1.5 Hypothesis
1.5.1 H0: Compensation has no impact on millennial employee retention.
1.5.2 H0: Work/Life balance has no impact on millennial employee retention
1.5.3 H0: Rate of career progression has no impact on millennial employee retention
1.5.4 H0: Meaningful work experiences have no impact on millennial employee retention.

1.6 Significance of the Study
The study consists of the following practical values
1.6.1 Management of Beverage Companies
The study has given beneficial insights into the factors that lead to organisational
attractiveness to Millennials and their role in retaining talents.
Beverage companies will understand some of the factors that make KBL attractive to
Millennials and the challenges that this company is facing in addressing different employee
needs.

1.6.2 Policy Makers
Policy makers might encourage firms especially in beverage industry to understand the needs
of the Millennials employees in order to focus on employer branding efforts on the areas that
would add more value. This will enable beverage firms to retain top talents and to compete
successfully in the market by ensuring that there is a pool of talents to deliver expected
outcomes to meet customer needs and retain organisational knowledge.
1.6.3 Academically
Academically, the study has added to the existing body of literature on the factors that
enhance an organisation’s attractiveness to Millennials and how these factors contribute to
retention of talents. Researchers can utilize the findings obtained in this study as a reference
point for further research.

1.7 Scope of the Study
While the impact of high millennial turnover is a common challenge in many organizations,
the scope of the study will be limited to multinational organizations that hire primarily
though graduate programs since they have and will continue to have significant numbers of
millennial employees in the next few years. KBL will be used as a case study for this
problem. The population will be employees of KBL who were born after 1981. The expected
sample size will be 50 employees. The study will be conducted between April and December
2017.

1.8 Definition of Terms
1.8.1 Brand
Brand can be defined as a symbol, term or design which is associated with unique product or
service features such as shape, color among other traits that can distinguish an organisation’s
products or services from competitors (Freling and Forbes, 2005).
1.8.2 Employer Brand
Corporate reputation and confidence that an organisation gets from its customers as a result
of providing products and services that are trusted (Ambler and Barrow, 1996).

1.8.3 Employer Branding
Employer branding can be described as strategies utilized by organisations to attract and
appeal to its employees as a good employer who understand the needs of its employees
(Minchington, 2010).
1.8.4 Employee Retention
Employees’ retention is the ability of an organisation to sustain its customers, in this case, the
employees by catering for their needs. This leads to employee loyalty since they are satisfied
and motivated by their work (Zineldin, 2000).
1.8.5 Millennial
Millennials can be defined as individuals who are born between the age of 1982 to 2004
(Howe and Straus 1991).
1.9 Chapter Summary
The following areas of discussion are included as subsections in the introduction chapter.
They are as follows; background of the problem, statement of the problem, purpose of the
study, research questions, importance of the study, scope of the study and definition of terms.
Chapter two will be literature review, chapter three will be research methodology, chapter
four will be results and findings and chapter five will be the discussion, conclusion and
recommendations.

8
CHAPTER TWO

2.0 LITERATURE REVIEW
2.1 Introduction
This chapter discusses the literature review undertaken for this study. The section covers the
factors that drive organisational attractiveness to Millennials and these factors contribute to
employee retention. The chapter also covers a summary of the literature review and the
knowledge gaps.
2.1.1 Millennial Characteristics
Generation is a group of people, born in the same time, raised in a certain era and sharing
similar social and historical life events and experiences at a critical stage of development
(McCrindle & Wolfinger, 2011). Venneberg et al. (2010) assert that age highly influences a
generation; this is because people who share a certain age have many things in common. The
way in which age mates think and perceive things including their priorities tend to be similar.
Difference in attitude by people of diverse generations which leads to a lack of understanding
is known as generational gap. This gap is always present but as a phenomenon in the field of
marketing and business management literature it has gained increasing attention since the late
1960s when two generations; the traditionalist and baby boomers, have been fighting and
learning how to co-exist. A fresh generational gap emerged in 1990 when generation X
rushed into the labor market with different societal vision. Then, after Generation Y joined
the battle, it was the first time in history when four different generations worked side by side
sharing and dividing the labour marker (Hansen & Leuty, 2012).
Millenials or Generation Y, which was raised in the era of financial boom, is the most highly
educated generation. Its members embrace diversity, learn quickly and are devoted to their
own careers. They are confident and optimistic, innovative, techno-savvy, loyal to peers and
expect continuous change, rapid career growth and personalized experiences (Venneberg &
Eversole, 2010).Generation Y feels comfortable with multitasking, connects responsibility
with personal goals, builds parallel careers and is characterized by productivity, networking
and openness.
This category of people actively participate in volunteer work but are less caring, they uphold
community values and active in politics as compared to prior generations (Twenge et al.,

2012). Generation Y can maintain a balance between idealism and pragmatic. This means
that this generation can balance between career developments, experiences, social
networking and work-life. This has forced organisations to adopt strategies to attract
competent employees who can effectively contribute to organisational performance. To
achieve the vision of the organisation, the organisation engages its employees in training and
development programmes to inspire and motivate employees to work towards set goals and
targets.
Communication is an important element in the organisation and thus today most
organisations are engaging their employees in key decisions by giving them an opportunity to
provide their views, listening to them and addressing their needs. The organisation also
cultivates a working culture of whereby all the employees are guided by norms and values;
this makes them share in the same goals and objectives. Training and development plays an
important role in developing skills and knowledge that assists to overcome challenges in their
workplace and effectively executes their roles. This creates a favorable environment for the
employees to work towards the vision of the organisation. It worth noting that generation Y
is becoming a wave that seems to break the norms. This generation is flexible, quick in
learning, soft skills and technology oriented. This generation should not be ignored by
modern organisations but nurtured and explored (Hansen et al., 2012).
2.1.2 Millennial Preferences for Employer Attractiveness
Terjesen, Vinnicombe and Freeman (2007) have demonstrated that generation Y has different
preferences and expectations towards employer attractiveness characteristics. Their study
depicts that young male applicants lay much emphasis on salary, while young female
candidate value organisational concern for employees, respect for personality, task variety,
international profile, and at the lesser extent, but still fairly enough, a friendly environment,
informal culture, possibility to apply knowledge, working conditions, less stressful jobs, and
organisation-person fit.
This study was carried out by Roongrerngsuke and Liefooghe (2013) who compared
organisational attractiveness and work related values in China, India and Thailand. They
supported the arguments by Roongrerngsuke et al. (2013), that generation Y, which is
referred to as ‘Little Emperor’ in China, that competitive rewards was a key priority for

employees in an organisation. Others include; Schultz, Schwepker and Good (2012) who
argued that organisations with desirable characteristics such as equal job opportunities,
corporate image, learning and training programmes and use of modern technologies was
ideal to most employees. Most employees preferred to work in a supportive environment
where they can effectively make maximum use of their potential in achieving corporate
goals.
Employer Brand International (2010) the reputation of the organisation was high considered
over pay by the Indian generation Y, and a convenient location. Generation Y in Thailand,
lay much emphasis on job security, organisational stability, employee benefits and welfare.
They argued that organisations that gave their employees job security were able to attract
many employees since they felt secure in their work. Thus, they were able to make maximum
contribution in their work. Cable and Turban (2006) found that the three main aspirations
that fresh graduates were looking for was job security, company stability, autonomy,
flexibility and work-life balance.
Corporaal and Riemsdijk (2013) contend that organisational attractiveness increases for
young job seekers when development opportunities, flexibility in workplace (opportunities to
work from home), job clarity, availability of digital tools and comfortable workplace is
offered to potential employees. High salary is one of the first priorities for generation Y.
However, some blame it for being selfish and problematic. On the contrary, others such as
Axten (2015) indicate that generation Y is more of a possibility and not a problem.
Yang et al. (2012) describes generation Y as a multifunctional, multitasking and proactive.
This generation can easily cope with a variety of activities and succeed in them. Generation
Y is utilizing social media as ‘digital natives’ to receive maximum benefits from it. It is
worth that being socially engaged, active, team working, and optimistic is essential for
employees’ satisfaction.
A study conducted by the Employer Brand International (2010) on the influencers of
employment choice, did an investigation of perceptions to more than 400 employees
worldwide in 15 employer brand attributes. The results showed that the key drivers of
employers’ choice for the youth (18-29 years) involved reward for performance, a friendly
working environment, inspiring and visionary leadership and corporate social responsibility.

Reizenwitz and Iyer (2009) compared and contrasted the traits of generation X and
generation Y, with regard to the following variables: internet satisfaction, volunteerism,
brand loyalty, work orientation, and risk aversion. It was found that generation Y had a keen
interest in the use of internet, less brand loyalty and less risk averse but they were equally
interested in volunteerism like generation X. Scholars such as Mencl and Lester (2014)
concluded that generation Y was the most educated and modern which was expected to put
extra time and efforts to donate and contribute to the organisation. However, generation Y
was found to have a less independent workforce and less loyal, and thus, such employees can
easily quit if offered a better job.
Schultz et al. (2012) found that generation Y focused more on the individual attributes of the
job. It was also revealed that this generation valued advancing in their work, skills
development and work-life balance. Young candidates were found to be realistic about their
first job and ready to accept less than an ideal job as a career starter. Half of the respondents
wanted to work for a single organisation for their entire working-life. Generation Y was
found to have a quick career and salary growth; this made them impatient to succeed. Good
people to work for and report to and a strong desire for professional growth were among
highly rated attributes in career decisions while pay, benefits and job security were ranked in
the middle. Generation Y did put little emphasis on corporate social responsibility, social
impact and employee diversity. The role of organizations’ leaders, managers and team
coordinators in enhancing employer’s attractiveness for generation Y was considered
substantial. Creating and nurturing pleasant and healthy working environment facilitated
positive perceptions for the whole organisation as a good place to work. Being appreciated,
respected and able to achieve their potential, generation Y was found committed to the
organisation and preferred to stay in the long-run.
2.2 Impact of Compensation on Employee Retention
Pay is one of the motivating factors for Millennials. A survey carried out by Census Bureau
Reports (2015) showed that one out of three men indicated that lack of increase in
compensation as a major reason for leaving their employers. On the contrary, this was found
not to be an issue of concern to most women. Men are faced with several obligations and
hence their financial needs are more compared to women who mostly depend on man in most

cases. Backhaus and Tikoo (2004) found that men prefer to work in organisations that are
well paying in order to meet their financial obligations. Other benefits that come with an
increase in compensation includes benefits and terms of employment that gives employees
more satisfaction compared to remuneration in some cases. Millennials believe that when an
employee gets a good pay then they must be doing a good job however, this is not always the
case, some organisations value their employees and prefer to remunerate them handsomely to
enhance their level of satisfaction and to motivate them to perform exemplary well in their
roles. This is a key motivating factor which attracts Millennials to such organisations upon
getting this information from their relatives and friends. In other cases, some organisation
pay their employees well but denies them work life balance, this does not go well with
Millennials since according to them there more to life than just money. They prefer a job that
gives them flexibility and time to rest and engage in other social activities. Millennials attach
a high value for work life balance and attribute a good job on the basis of the terms and
conditions of employment and the manner in which employees are handled in the work place
(Bolman & Deal, 2008).
Camille et al., (2011) argue that other than better working conditions, there are key
psychological effects which are linked to pay for example reward and recognition which
serve an instrumental role in enticing Millennials. These practices are meant to motivate
employees to work harder to realize corporate goals. According to Ambler and Barrow
(1996), rewards and recognition serve as essential drivers in influencing Millennials to work
extra-harder in improving their efficiency and innovation. Young employees get more
inclined in awards and other kinds of recognition more than material gains. In most cases,
most of them are concerned about stability and growth of an organisation.
Majority of this category of employees would prefer to grow in an organisation that has a
future other than being paid so much money with no prospects for future growth. Freling and
Forbes (2005) show that majority of the employees prefer to being rewarded and identified in
an organisation that promises a bright future than an organisation that pays handsomely and
lacks a future. To them, they desire to grow gradually and later get promoted in senior
positions after a period of time. Although monetary gains is a central element of employees’
satisfaction both new and old employees, new employees seem to be more comfortable

working in organisations that have a future. Korabik et al. (2008) elucidates that most
organisations that record high millennial turnover are those organisations that are unstable
and lack a future and even if they are able to pay attractive packages to the existing group of
their employees. Millennials are looking for organisations that value their employees and
offers growth opportunities. Such organisations must be able to provide a supportive
environment that makes employees feel comfortable and proud of being associated with the
organisation. Bolman et al. (2008) observe that an organisation that is willing to retain
Millennials must be able to provide employees benefits, these include recreational facilities,
loan and mortgage facilities and health insurance facilities among other.
Organisation must provide its employees with an environment to work this include provision
of facilities and resources to enable them execute their roles and duties efficiently. This
encourages them to work together towards organisational goals. Some scholars have argued
that they are many ways to compensate employees but the approach that an organisation
adopts to compensate its employees highly determines the way they behave and their
motivation to work and realize corporate goals. Some organisations might compensate their
employees with better terms and benefits and on the hand deny them work life balance. This
form of compensation might not really appeal to them and instead it might worsen the
situation and affect their performance negatively. In view of this, such organisations might
record high rates of turnover (Korabik et al., 2008).
Amber and Barrow (1996) observe that to succeed in providing employee compensation, an
organisation has to consider the interest of all its stakeholders in particular the Millennials.
The organisation has to provide better terms and conditions to the employees and ensure a
balance between work and life.
This might be costly to the organisation in the short-run however; it is very beneficial in the
long-run since the organisation might end up saving huge costs which might have been
incurred training and recruiting new employees. The organisation is also able to retain talents
who are an essential asset to the organisation. Such kind of employees makes significant
contribution through creativity and innovation. Korabik et al. (2008) notes that firms that
provide reward packages must ensure that the rewards are fair to the employees. In cases
when the rewards are not fair, they might be less impactful on employees’ behaviour and

hence they might not find the worth to perform better. In the same breadth, it is worth to note
that increasing pay might not necessarily serve as a sustainable solution to the employees. In
situations where an organisation increases employees’ pay and fails to provide a flexible
working environment, such an organisation cannot be guaranteed of employee retention.
While pay is a priority area to Millennials, it is less significant than it has been to past
generations, and Millennials are ready to sacrifice less to attain pay rise. While financial
incentives seem to define the behaviour of Millennials, they seem to favour growth and
advancement over pay.
Studies by Bolman et al. (2008) and Korabik et al. (2008) depict that employees are looking
for more than just attractive packages in employment. To succeed in retaining employees,
organisations have to consider other important factors other than money which give
employee satisfaction. A survey involving 100 fortunes was carried out among employees;
the results showed that none of the employees working for these companies indicated that
money was the reason that retained them in their current employment. An example is Google
which was listed top ten was not ranked in the list of companies that offered the best
compensation to its staff. Nixon Peabody, which was listed as a top performing company,
was ranked 49th in the list of the best firms to work for. Employers rely mostly on financial
factors such as attractive pay, benefits to entice and retain workers. However, this does not
assure them of employee retention since employee needs are unique and they keep on
changing.
Employers are under heavy pressure to find and retain competent employees unfortunately
they do not take enough time to understand the needs of their employees. Thus, most
organisations succeed in attracting employees but they fail in retaining them since they do
not live-up to their expectations and so if they are offered a better job elsewhere, they have
no reason to stay. Bolman et al., (2008) observe that managers with technical prowess lack
interpersonal skills and understanding of human nature. They forget the process they went
through to get promoted and thus overlook employees’ grievances. Finally, some employers
are too conservative and thus they fail to understand that things and times have changed and
things ought to be done differently. They believe tend to think that what worked in the past

will work today making difficult for them to agree with the employees. This results into
employee turnover and increased costs of training and development.
2.3 Impact of Work-Life Balance on Employee Retention
The young generation is looking for a flexible kind of jobs that allows them to have a balance
between their work and life. This is a key issue which is being considered by the young
generation. They want a well-paying job that gives them some level of flexibility such that
they can have time for recreational activities after work. Other than money the youth are less
attracted to jobs that limit them, giving them very little time for their personal life. The world
of business is becoming competitive and most organisations are looking for employees who
can commit their lives to work. This is mostly meant to mitigate operational costs and
boosting profitability. Bolman and Deal (2008) contend that some organisations prefer to
understaff and overburden present employees with a lot of work in order to cut costs of hiring
and training new employees. This is supported by Yang et al. (2012) who found that the
reason why most organisations were overstaffing their employees is to try and save costs of
hiring and training new staff and inconveniences due to inefficiencies and inconsistencies of
training new employees. It can be argued that failure to have a Work-Life Balance (WLB) is
one of the causes of high employee turnover. Minchington (2010) did an investigation on the
factors that hindered employee retention in services firms in Europe. Majority of the
respondents indicated that work-life balance was the major problem that faced these firms.
Most organisations laid much focus on profitability and did not necessarily care about the
employees working conditions and this made them demotivated and dissatisfied in their
work. Bongaarts (2008) cited that some employees preferred lower incomes over working
conditions. Most of them pointed that they were comfortable with lower salaries, flexibility
and better terms other than better remuneration and limited time for recreation and family.
Bolman et al. (2008) revealed that majority of the employees that developed stress in the
work place lacked work-life balance which is important in allowing employees to relax and
engage in extra-curricular activities. Zineldin (2011) argues that through resting employees
can relief their body from fatique and this gives them sufficient time to regain from their lost
energy giving the mind an opportunity to rest. As a result of unemployment, most employers
are taking advantage of this situation by overworking their employees since they can easily

get new ones at their disposal. In turn, this has highly contributed to employee turnover
especially among Millennials who have high expectations for a well-paying job that is
flexible.
Freling and Forbes (2005) argue that organisations are overworking their current employees
without any deliberate effort of providing them with a good environment to work given the
high levels of unemployment in the developing countries. Employers are more willing and
ready to replace existing employees with new ones, to them; the cost of hiring new
employees is lower compared to the cost of paying attractive packages and offering better
terms and conditions to the existing employees. On the contrary, Bongaarts (2008) argues
that it is more profitable to offer better remuneration to existing employees in order to
motivate them to work harder and smarter in their work. This improves the level of
employees’ satisfaction and this enhances their productivity. It also saves the organisation
huge costs from hiring and recruiting new employees. Bongaarts (2008) found that
organisations that provided a flexible work environment for their employees retained the
highest number of employees. It can then be argues that work-life balance is a critical
component in achieving employee retention. The Millennials have different priorities and
preferences in terms of what they look for in employment compared to what young people
were looking for in their first job. Previously, the youth did not so much care about the
working environment; too much concentration was on the salary and job security.
Today, the Millennials are more concerned about the working conditions and career growth
other than money and especially, work-life balance (Freling & Forbes, 2005). Recent studies
by Mencl et al. (2014) have shown the major reason why most young people are recording
the highest rate of turnover is because they are not only worried about competitive packages
but their major concern is good terms and conditions. They opt to look for greener pastures, a
job that would give them more satisfaction than money. Majority of the Millennials have
young families which they value so much and thus a job that denies them time to spend with
their family is demotivates and dissatisfies such employees Work-life balance and flexible
paid work practices offer a key advantage to firms that consider adopting these strategies.
Kinni et al. (2008) explains that a skilled workforce should consider work-life balance
against the work related benefits, this can be achieved by outlining the objectives for young

employees when making considering a job offer. In the first place, they should take into
account further personal development for instance training and development programmes
offered by an organisation, exposure and experience through new tasks, team work and job
autonomy. Rewards and recognition are important aspects of a job which a new employee
should not ignore.
Mencl and Lester (2014) argue that in generation Y, employees are sensitive about WLB and
incentives associated to a certain job including work flexibility, equity, justice organisational
citizenship behaviour (Gambles et al., 2006). Heslin (2005) insists on the importance of
providing extrinsic and intrinsic rewards. Considering that most firms operate in both
developed and developing nations, this cannot guarantee attract remuneration packages
owing to the aftermaths of latest economic crisis which led to laying off, downsizing and cost
redundancies. WLB and better work environment policies seem to be an attractive and
effective alternative to most employers when recruiting and retaining skilled and competent
employees. Bolman and Deal (2008) have put forward four practices for cultivating the
interest of potential and talented workforce to retain employees and make them feel
comfortable in the work place. These include providing employees with an attractive
compensation scheme, giving them job security and career growth and development.
Other several alternative WLB options are sharing of job and profits. These results are
consistent to the suggestions made by Kinni, Steffen and Worthen (2008) argued that
employers who support work-life balance and employee benefits and policies stand a better
chance to gain a competitive edge in the labour market of the current generation of
employees (Personnel Today, 2002). A Taylor (2008) did a survey involving 6000 students;
it was found that WLB was an essential graduate consideration when selecting employers. He
further argues that employee commitment makes significance difference between companies
that compete in the market place and those ones that do not.
Employers who can make a great combination of their business requirements for flexibility
considering the employee needs and potential employees stand a better chance to succeed.
Akin & Worthen (Kinni et al., 2008) maintain that to be able to attract and retain diverse and
global employees and enable them to adapt to the changing customer wants, organisations
must develop a flexible talent infrastructure. This form of flexibility is achieved through

cross-functional career mobility, sharing of work and flexible work schedules. It can be
concluded that organisations that are receptive to environmental changes especially in their
work arrangements can easily be shaped to mirror the needs and the demands of all its
stakeholders. Such organisations can easily attract and retain quality employees with
technical skills and knowledge.
2.4 Impact of Rate of Career Progression on Retention
It is important for managers to understand that Millennials have characteristically desired and
expected to be promoted quickly within their organizations (Ng et al, 2010). This may stem
from the common belief that the millennial generation feels ambitiously entitled to rapid
career progression that is not realistic in relation to their skill level and the reality of the
workplace. Regardless of the cause, if this expectation is not met, it could lead to
dissatisfaction, and Millennials may feel that the organization does not align with their life
goals, which could decrease affective commitment. While talent management and succession
planning may not be able to banish feelings of entitlement, mentorship programs may help
employees develop more realistic expectations in terms of career progression and timing for
advancement.
This is because Millennials’ expectations for quick promotion cannot always be met, this
type of relationship could help Millennials become a part of important decisions while giving
them more realistic expectations and opportunities concerning advancement (Young et al.,
2013). Fostering realistic expectations about promotion through mentoring could help
increase millennial job satisfaction by giving them additional responsibility. It could increase
affective commitment by allowing them to perceive their own value to the organization as
well as help them form psychological contracts with the company concerning succession,
with the feeling that the organization shares their goals. Overall, it is important for the
organization to reform Millennials’ expectations to recognize that succession is possible, but
not immediate, and mentorship is one way to achieve this. Studies have demonstrated that
most Millennials possess interest in career growth and development. Kimmel (2011) found
that organisations that recorded the lowest rates of employee turnover offered growth
opportunities to employees. Growth is a key feature which is regarded as important in the
career of the employees. Employees, especially new employees aspire to grow and build a

career in the organisations that they work for. They have to work extra harder to build a
career through experience and qualifications to allow them to look for a better job. This is not
an easy task and so employees have to look for ways which they can grow in an organisation.
One of the ways to grow is by pursuing further education, this call for a flexible working
environment that values employee career growth. In most cases, Millennials put a lot of
efforts to progress in their career through enrolling in professional and academic programmes
to increase their knowledge and understanding of concepts in their area of specialization.
Minchington (2010) observes that career growth is a basic goal to most new employees since
they believe that with better qualification they stand a better chance for a well-paying job that
can expose them to new responsibilities which can earn them a wealth of experience in
handling complex matters and solving specialized problems in the organisation. To them, this
is great source of motivation since they feel that they have energy to do things better and
explore opportunities that allows them to explore their full potential (Bolman & Deal, 2008).
Extant literature have shown that majority of the employees are more inclined about career
progression more than better pay. An organisation that gives its employees chances to pursue
or further their career attracts more employees as compared to organisations that only
promise a better pay with limited space for career progression.
Millennials believe that a career has more value than money because it is easy to lose a job
but a career is a lifetime thing. Organisations use several ways to enhance career progression
to their employees, some opt to give scholarships to their employees to go abroad and pursue
further education in their line of work. This gives them an opportunity to get exposed and
learn new skills which are essential in executing their roles. It also gives them an opportunity
to explore and widen their knowledge which is useful in enabling them to find solutions to
certain problems which might be facing them in their work place. This kind of scholarship is
aimed at enhancing the employees’ professional skills and effectiveness to boost the quality

of their work and efficiency (Kinni et al., 2008). Another form of career progression is in-
house training and development programmes which are provided regularly by the

organisation to enhance employees’ technical skills and the capability to perform their duties
with the help of certain tools and equipments.

Camille and Nicole (2011) explain that technical skills allows the employees to perform their
roles more efficiently since they possess practical aspects and expertise which in most cases
is acquired through specialized training programmes. This motivates employees to perform
their roles effectively in a manner that allows the organisation to save huge costs and
contribute towards efficient flow of activities. The benefit of these programmes is that it
creates strong bonds between the employee and the employers, employees enjoy their work
and thus contributing greatly to their retention. Kimmel (2011) maintains that Millennials are
enticed easily by organisations that involve their employees constantly in training and
development programmes since, other than career progression, it allows employees to
execute their duties with less hindrances. Another form of career progression is promotion; it
gives new and existing employees an opening for new challenge. This way, they are able to
learn ways of handling problems and decision making; them to learn the practical aspects of
a job and prepare them for bigger responsibilities in future. This motivates Millennials to
continue working in such an organisation and limits them to search for jobs on other
organisations.
On the contrary, Bolman and Deal (2008) note that every employee new or old seeks to be
promoted; promotion comes with new duties, improved terms and a better pay. A promotion
is a way of rewarding employees who have performed well in their prevision positions.
Through promotion, an employee is able to exploit their potential and get a wide platform to
serve the organisation in an effective manner. However, promotion does not necessarily lead
to retention. When some employees get promoted, this gives them an opportunity to improve
their skills having served in various capacities. Some employees who are not royal to their
employer work a duration of less than two years and use their recent position to look for a
bigger position in a different organisation. Career growth is important to an organisation
because even if it does not guarantee an employee promotion in their current employment it
aids them in getting a better job in another organisation. Camille et al. (2011) found that
career progression had a positive relationship with employee retention. It was argued that
firms that allowed their employees to progress in their career attained the least turnover of
employees. This is consistent to Deery (2008) who contended that career growth and
development was one of the priorities areas which were considered by the Millennials in their

search for a job. The findings revealed that organisations that allowed employees to progress
in their career had better future plans for them and this enhanced their job security.
2.5 Impact of Meaningful Work on Employee Retention
A job becomes impactful is it provides a sense of fulfillment for its employees for instance
employees who works for a humanitarian cause get psychological satisfaction from the kind
of services that they engage. Having a strong employer brand gives employees some level of
meaning and improves their level of confidence to be associated in a certain organisation. An
employer who upholds a set of values and moral conduct highly influences the moral value
of the employees and the stakeholders. Potential employees can easily learn about the
organisation from its corporate reputation and the perception that its employees have about it
(Backhaus and Tikoo, 2004). Mencl and Lester (2014) explain that a better match between
organisations and its employees’ emotional values has a positive impact in attracting and
retaining employees who uphold moral values. If an organisation communicates its position
on specific issues seeking to attract like-minded job seekers and give them a positive
impression about employment.
Other factors that are related to the value systems and morals of potential employees include
corporate social responsibility which entails a mix of environmental and societal matters into
an organisation’s strategy or dealing with their stakeholders. An effective CSR strategy acts
as a key pillar in meeting the needs of the stakeholders and achieving a balance between
economic, social and environmental aspects (Moon and Matten, 2008). Greening and Turban
(2011) examined the link between an organisation’s CSR compliance and the numbers of job
applicants. It was found that many candidates were likely to seek employment from socially
responsible organisations in contrast with organisations that were reluctant to participate in
CSR activities. Judge and Bretz (2010) lay much emphasis that organisations that participate
in CSR are deemed to uphold fundamental moral values and consider their employees as
important human assets by giving them remunerating them well and addressing their needs.
A study by Jiang and Iles (2011) depict that generation Y members are worried about how
the world is and feel obligated to make a difference. There making efforts to live up to the
expectations of the society by participating in voluntary activities and educating their
relatives and friends on environmental issues including donating money (Cone Millennial

Cause Study 2006). People are more obliged to engage in humanitarian cause which plays a
major role in contributing to psychological satisfaction of employees. Mencl et al., (2014)
note that employees are determined and willing to make difference in the society by ways of
giving back to the society. Millennials prefer to work in organisations that take part in
corporate social responsibility because such organisations are credible and acceptable in the
society. People develop trust in products and services offered by these organisations since
they have demonstrated that their motive is not just profits but they are also concerned about
the environment and the welfare of their employees.
A strong employer brand is built on a set of moral values and standards that are enshrined in
the organisational policies. These values are a unifying factor that enhances unity among
employees through defining their behaviour and the manner in which they interact and
perform their roles. A study by Kinni, Steffen and Worthen (2008) depict that job satisfaction
cannot solely be achieved through offering attractive packages to the employees. Employees
get value in their work if the work environment is friendly, supportive and confortable.
Millennials require a job that they can enjoy working and feel comfortable.
A job that meets these expectations can be deemed to be meaningful. Cases have been cited
whereby employees are offered better remuneration but they are stressed, dissatisfied and
uncomfortable about their work. This is a clear indication that a good pay alone cannot
warrant employees’ satisfaction, there is more to that (Mencl et al., 2014).
A study was carried out in German firms on the key factors that Millennials considered in
employment. The findings revealed that most of the young people opted for psychological
satisfaction, job security, terms, benefits and a good pay. Although Millennials are perceived
to be driven by a good pay, psychological satisfaction and the terms of work appeared to be
important consideration (Arachchige & Robertson, 2011). Backhaus and Tikoo (2004) note
that employers maintain employees’ values attracts a huge crowd of prospective employees
and existing employees feel satisfied and are reluctant to look for jobs in other organisations.
Such employers easily attract and retain talents who make significant contribution in terms of
input. Millennials are seeking for employers who attach high value to their employees by
engaging them in constant training programmes and providing them a comfortable place to

enjoy working. This allows them to exploit their technical skills and think creatively on how
they can innovate and improve the quality of products and services.
Jiang et al. (2011) posits that firms aiming at achieving corporate goals must effectively
communicate to its employees on its set goals and targets and align them in working towards
those goals. Millennials are a young generation with an open mind, they enjoy being engaged
in decisions and thus communication serves a better platform in giving them an opportunity
to give their views. This makes make develop a sense of belongingness since they grievances
can be represented. Kinni et al. (2008) posits that organisations that engage their employees
in decisions are viewed as attractive to the Millennials since this makes them feel important
and accepted in an organisation. Yang, Wan and Fu (2012) argue that it gives prospective
employees an impression that employment is a good thing. This gives them more reasons to
feel that they want to be employed and to work harder in getting a good employer who can
meet their expectations. Similarly, Mencl et al. (2014) holds that if an organisation
communicates certain aspects on how it does things which might seem unique from other
organisations such as its principles on moral values.
This might create a positive impression to prospective employees about that organisation,
making them yearn to work in such an organisation and develop a positive attitude about
employment. It shapes employee perception about an organisation and this influences their
motivation to work, their behaviour, how they relate and their future in the organisation.
Millennials have a positive attitude towards organisations that participate responsibly in
matters of environmental conservation. This motivates employees to work harder and
improve the quality of their input Also; it increases the level of employees’ commitment to
the organization as a result of improved job satisfaction which eventually leads to increased
sales turnover and job involvement (Yang et al., 2012). Organisations that are perceived to
have a strong commitment can easily attract and retain their employees, this minimizes
employee turnover and it saves the organisation huge costs associated to recruitment and
training of new employees. Employees who work in organisations that uphold personal
values have a positive attitude about organisations that practice socially responsible actions.
In cases where the employees are pressurized to overlook written or moral laws to increase
their profitability, they are more likely to decline since they are loyal to the organization.

This kind of behavior instills a culture of values and trust which increases the level of trust,
commitment, and loyalty to the organization and thus motivates the employees’ to work extra
harder. This results in increased productivity and profitability of the firm.
Zineldin (2010) observed that an effective CSR approach can sufficiently meet stakeholder
expectations by achieving a balance between economic, social and environmental matters.
An organisation that intends to apply CSR as a tool to build a positive image about an
employer, it is important to distinguish between implicit and explicit CSR. Implicit CSR in
when the organisation is seeking to achieve its basic legal duties while explicit CSR involves
voluntary participation which goes beyond obligations (Morton, 2002). Greening and Turban
(2009) did a correlation between an organisation’s CSR compliance and job applicants. The
results showed a positive link between the number of job applicants and organisations that
were socially responsible. Organisations that failed to participate in socially responsible
practices got the least number of job applicants. Judge and Bretz (2009) posit that individuals
were more heedful to organisations that practiced CSR activities and especially if these
practices were aligned to the employees personal values.
2.6 Summary of the literature Review
The literature has demonstrated that employee branding enhances retention of employees. In
this case, the study lays much emphasis on Millennials and the factors that they consider
when searching for a job, and deciding whether to remain in their current employment or
look for another employer. Research shows that majority of the Millennials are not only
attracted by better pay but they are highly concerned about the terms and conditions of work.
It is evident that Millennials prefer working in a flexible environment with better terms and
conditions unlike an employer who offers them a good pay and denies them work-life
balance. Millennials seem to be more sensitive about the terms and conditions of
employment, studies show that organisations that are recording the highest numbers of
employee turnover are those that offer poor terms and conditions even if their pay is good.
Millennials are also concerned about career progression, organisations that deny employees
opportunities for career record a high number of employees turnover.
Although, Millennials indicate that a good pay is a priority, they are less attracted to
organisations that offer better pay and good terms but no work-life balance. In such cases,

Millennials work for a period of 2-3 years as they look for employment elsewhere. It can be
concluded that organisations that offer better terms and conditions, opportunities for career
growth and development, a good pay, work-life balance and flexibility can comfortably
retain their employees. However, very few organisations offer such kind of environment to
their employees.

26
CHAPTER THREE

3.0 RESEARCH METHODOLOGY
3.1. Introduction
The chapter gives an outline of the research approaches which will be applied to achieve the
objective of this study. Included in this chapter is the research design, target population, the
sample design and procedures and the methods which will be used to collect data,
instruments for collecting data and procedures including data analysis procedures and
techniques
3.2 Research Design
The study will adopt an explanatory research design. This approach is deemed important
since it will assist the researcher to investigate a research problem and to deal with the
complexity of how brand attractiveness contributes to employee retention (Sekaran, 2006).
This kind of research is relevant and applicable in theories and models (Yin, 2009). Since the
impact of employee retention cannot be examined without establishing the factors affecting.
Therefore, an exploratory research would be preferable since it will allow the researcher to
analyze the company. The results and observations derived from this case study will be
grouped in the analysis in order to address the research questions. This form of design entails
both quantitative and qualitative forms of research. Qualitative research used in assessing the
link between employer brand attractiveness and employee retention. Qualitative research will
be applied for describing discrete themes which will be derived from the researcher’s prior
understanding of the phenomenon. The reason for using a case study is because of its
uniqueness in products and service offerings being a market leader in the alcoholic beverage
industry in Kenya. A case study involves an in-depth analysis of a particular event or object
in a given period. Yin (2009) explains that a case study focuses on a particular unit of
analysis. A case study will be utilized to collect data on the main variables affecting
employee retention at KBL.
3.3 Target Population
A population comprises of a collection of objects those posses’ similar traits that can be used
to make inference (Kothari, 2011). A population is classified into two; the study population
and the target population. A small population is drawn from the target population. The study

population is a smaller population studied in the research (Cooper and Schindler, 2008). The
target population consists of 9,415,354 Millennials in Kenya (KNBS, 2015).
3.4 Sample and Sampling Techniques
3.4.1 Sampling Frame
Sampling frame is defined as a list of objects in which a sample is drawn. It consists of all the
elements in a study population (Cooper and Schindler, 2008). The target population for this
study is 300 Millennials working in human resource management, marketing and finance
departments at KBL. The choice of this group of respondents is because they are involved
directly or indirectly in matters touching on employee retention and human resource
management. KBL will be of extraordinary interest to the study because of the nature and
complexity of its operations.
3.4.2 Sampling Techniques
A sample is a small portion of a target population. Sampling means selecting a given number
of subjects from a defined population as a representative of that population. A stratified
sampling technique will be used in selecting respondents from different departments to get a
representative sample. According to Kothari (2011) defines stratification as the process of
dividing members of the population into homogeneous subgroups before sampling. The strata
will be mutually exclusive every element in the population will be assigned to only one
stratum. The study will use a sample of 30% of the target population. Borg and Gall (2003)
showed that at least 30% of the total population is a representative. Thus, 30% of the
accessible population will be enough for the sample size. The target population and the
sample size are illustrated in Table 3.1 below.
Table 3.1 Target Population and Sample Size
Respondents Frequency of the

Target
Population

Sampling
Ratio

Sample Size

Human Resource Managers 100 0.3 30
Marketing Managers 100 0.3 30
Finance Managers 100 0.3 30
Total 300 90

3.5 Data Collection Instruments
Questionnaires will be used for data collection purposes. These questionnaires will consist of
structured and unstructured questions. Structured questions will be useful since they are easy
to use and comprehend. Unstructured questions will be used to collect first-hand information
on the thoughts and opinion of the respondents. This will be achieved through interviews.
The advantage of using questionnaires is because it is easier and faster to collect information
as compared to interviews.
3.6 Data Collection Procedures
The book for appointments with the operations and finance managers and explain to them the
objective for this study. After getting the consent from the respondents, the researcher
together with assistants will use a ‘drop and pick’ later method at a time when the two parties
will agree. The questionnaires will be picked in a duration of two weeks to give the
respondents an ample time to go through all the questions and seek assistance the from
research assistants on the questions which they do not understand. This will aid in enhancing
the response rate and ensuring that the information gathered is accurate and reliable
3.7 Research Instrument Testing
3.7.1 Validity of the Research Instruments
Cooper & Schindler (2008) validity is the degree to which the instrument measures the
constructs under investigation. There are three types of validity tests; content, criterion and
related construct validity.
This study will use content validity because it measures the degree to which the sample of the
items represents the content that the test is designed to measure. At the same time, the
validity of the instruments will be subjected to scrutiny of the research supervisor.
3.7.2 Reliability of the Research Instruments
Kothari (2011) defines instrument reliability as the ability to measure an instrument and
produce consistent results. It is the measure to which reliability as the measure to which a
research instrument yields constant results after repeated trials. The researcher will select a
pilot group to a few individuals from the target population to test the reliability of the
research instruments. The study will use Test-retest method to establish the reliability which
will assess the degree to which test scores are consistent from one test administration to the

next. Measurements will be gathered from a single rater who will use the same methods or
instruments and the same testing conditions. If the correlation between separate
administrations of the test is high for 0.7 or higher, then it will be presumed to have good
test-retest reliability.
3.8 Data Analysis and Presentation
3.8.1 Data Analysis
Data analysis will be done using Statistical Package for Social Sciences. Quantitative data
will be analyzed using descriptive statistics and qualitative data will be analyzed using
content analysis. Descriptive statistics consists of mean and standard deviation. Quantitative
data will be analyzed using descriptive statistics such as mean, standard deviation and
measures of central tendency which will be presented inform of tables. Frankfort-Nachmias
& Nachmias (2009) posit that descriptive statistics allow meaningful description of scores
and measurement using indices and statistics. A regression model will be adopted to establish
the relationship between employer brand attractiveness and employee retention. Employee
retention will be regressed against four variables: compensation, work-life balance, rate of
career progression and meaningful work experiences.
Y=b0+b1X1 +b2X2 +b3X3+b4X4 + b5X5+ε
Where;

Y= employee retention (dependent variable)
b0= constant
b1……b5 =coefficients
X1= compensation
X2 = work-life balances
X3= rate of career progression
X4 =meaningful work experience.
ε = error term

3.8.2 Data Presentation
Presentation of data will be done inform of quantitative and qualitative reports which will be
presented inform of tables and essay form. For the quantitative reports, the tables will consist
of mean and standard deviation values that will be used to make interpretation of the
analysis. Percentage, mean and standard deviation will be used to show the frequency of
responses. Tables will be used to display the rate of responses and to facilitate comparison.
Qualitative reports will be presented in inform of essay which will be discussed as per the
study objectives aligned with the theories and empirical studies.
3.9 Chapter Summary
This chapter discusses the methodology that will be applied in executing this research. The
study will adopt a descriptive research design. Population, sample frame, sample size and a
sampling approach will be applied. This will be drawn from KBL which will be sampled
using stratified random sampling. Data will be collated using unstructured questionnaire and
analysis will be done using descriptive and inferential statistics with the aid of SPSS and
presented using tables and figure. The next chapter will present research findings in relation
to the research questions.

31
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ABSTRACT

1
CHAPTER ONE

Razali, 2013). Millennials show limited loyalty to their employers and most plan for near-
term exits to look for greener pastures and promotions. Strauss and Howe (1991) found that

East Africa offering a unique variety of brands that includes beer, spirits, and adult non-
alcoholic drinks. It is a subsidiary of Diageo which is a Publicly Listed Company (Plc), a

8
CHAPTER TWO

of their work and efficiency (Kinni et al., 2008). Another form of career progression is in-
house training and development programmes which are provided regularly by the

organisation to enhance employees’ technical skills and the capability to perform their duties
with the help of certain tools and equipments.

26
CHAPTER THREE

Target
Population

Sampling
Ratio

Sample Size

Human Resource Managers 100 0.3 30
Marketing Managers 100 0.3 30
Finance Managers 100 0.3 30
Total 300 90

31
REFERENCES

Census Bureau Reports, June 25, (2015), https://www.census.gov/newsroom/press-
releases/2015/cb15-113.html.

http://www.employerbrandingtoday.com/blog/2012/02/24/top-3-benefits-thatgen-ys-
bring-to-the-workforce/.

Frankfort-Nachmias, C., & Nachmias, D. (2009). Research methods in the social sciences.
London [u.a.: Arnold.

Poverty, Gender, and Youth, Working Paper No.7, Population Council. [Online] Available:

ABSTRACT

1
CHAPTER ONE

Razali, 2013). Millennials show limited loyalty to their employers and most plan for near-
term exits to look for greener pastures and promotions. Strauss and Howe (1991) found that

East Africa offering a unique variety of brands that includes beer, spirits, and adult non-
alcoholic drinks. It is a subsidiary of Diageo which is a Publicly Listed Company (Plc), a

8
CHAPTER TWO

of their work and efficiency (Kinni et al., 2008). Another form of career progression is in-
house training and development programmes which are provided regularly by the

organisation to enhance employees’ technical skills and the capability to perform their duties
with the help of certain tools and equipments.

26
CHAPTER THREE

Target
Population

Sampling
Ratio

Sample Size

Human Resource Managers 100 0.3 30
Marketing Managers 100 0.3 30
Finance Managers 100 0.3 30
Total 300 90

31
REFERENCES

Census Bureau Reports, June 25, (2015), https://www.census.gov/newsroom/press-
releases/2015/cb15-113.html.

http://www.employerbrandingtoday.com/blog/2012/02/24/top-3-benefits-thatgen-ys-
bring-to-the-workforce/.

Frankfort-Nachmias, C., & Nachmias, D. (2009). Research methods in the social sciences.
London [u.a.: Arnold.

Poverty, Gender, and Youth, Working Paper No.7, Population Council. [Online] Available:

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