Exploring the role of retention strategies in shaping employee performance at Masindi municipality

Abstract

The study explored the impact of retention interventions on staff performance within Masindi Municipality. The study was guided by three objectives, that is, to investigate the most common retention interventions utilized, to establish their impact on productivity, and to establish their impact on job satisfaction. A qualitative study with phenomenological study design was utilized and information gathered through interviews of 20 participants. Data were coded and analyzed using thematic analysis guided by NVivo software. The study findings show that reward and compensation schemes, as symbolized by science versus non-science cadre salary differentials, have generated perceptions of unfairness and demotivation which in turn become translated into low productivity and low morale. Whether or not pension schemes exist, bureaucratic inefficiencies have maintained their short-term worth as a retention incentive beyond reach. There are few career advancement programs and short-term capacity-building training workshops but few to sustain long-term professional development. Canceling sponsorships for education, complemented by politically motivated promotions and nepotism, eroded workers' motivation and commitment. Participative and transformational leadership style was seen to improve the satisfaction of employees, confidence, and morale by appreciating them and involving them in the decision-making process. Job stability as permanent and pensionable employment also provides job retention since it provides financial security and institutional commitment. Putting off confirmation of members of staff on permanent employment erases this stability. The study concludes that fair remuneration, open career development policy, competent leadership, and ongoing professional development must be embraced to improve staff satisfaction and output. Compensation packages must be rebalanced to remove pay inequality, politicisation of promotion decriminalisation, and postgraduate sponsorship investment must be undertaken, the study advises. Creating a superior work culture and organisational trust is necessary in order to preserve staff performance and human resource retention.