Title:
Strategic Human Resource Management Practices and Employee Retention in a Kenyan Coffee Processing Firm

Authors:
Millicent Chemutai, Naomi Nkirote, Hannah Bula, Kenya

Abstract:

This study examined associations between four strategic human resource management (SHRM) practices and employee retention among permanent employees of Dorman’s Coffee Limited in Ruiru, Kenya. Guided by social exchange theory, the study used a cross-sectional questionnaire and proportionate stratified sampling. Of 154 employees sampled from a population of 250, 140 provided usable responses (90.9%). In a multiple regression model, training and development, compensation and benefits, work environment, and performance appraisal jointly accounted for 60.2% of the observed variation in the retention measure (R² = .602; F(4, 135) = 51.03, p < .001). Compensation and benefits had the largest standardized coefficient (β = .368), followed by work environment (β = .240), training and development (β = .224), and performance appraisal (β = .162). These associations suggest that coordinated attention to rewards, working conditions, development, and appraisal may be relevant to retention in this firm. The cross-sectional, single-firm design does not establish causal effects or sector-wide generalizability.

DOI: https://doi.org/10.51505/IJEBMR.2026.11016