Succession Planning and Employee Retention in Public Organisations in Uganda: A case of Uganda Revenue Authority

Abstract

This study investigated the influence of succession planning on employee retention in corporate business companies in Uganda, with focus on Uganda Revenue Authority (URA) as a case. The independent variable in the study was ‘succession planning’, and the dependent variable was, ‘employee retention’. The objectives were: to assess the influence of talent identification on employee retention; to examine the influence of capacity building on employee retention; to establish the influence of team leadership on employee retention. The study was based on the Strategic Constituency Theory, and a case research design was used in this study. Research findings from correlation analysis that established that talent identification had a moderate positive statistically significant relationship with employee retention. The researcher accepted the hypothesis that was stated as thus: talent identification had significant influence on employee retention. Research findings from correlation analysis that established that capacity building had a strong positive statistically significant relationship with employee retention. The researcher accepted the hypothesis that was stated as thus: capacity building significantly influences employee retention. Research findings from correlation analysis that established that team leadership had a moderate positive statistically significant relationship with employee retention. The researcher accepted the hypothesis that was stated as thus: team leadership has influence on employee retention. The findings concluded that talent identification had a significant contribution towards employee retention in public organizations in Uganda. It was also concluded that capacity building had a significant contribution towards employee retention in public organizations in Uganda. The findings concluded that team leadership had a significant contribution towards employee retention in public organizations in Uganda. Public organizations in Uganda, especially URA should invest more money in mechanisms to identify talented, building relevant capacity, and groom more employees for leadership.