ABSTRACT The purpose of the study was to examine the impact of management style on employee turnover. The study was guided by the following research objectives namely; to determine the type of the management style in Kawanda Sub-county to investigate the causes of employee turnover in Kawanda sub-county and to establish the relationship between management styles in Kawanda sub-county. The research was descriptive and analytical in nature. The findings of the research are in agreement with the existing literature and other scholars that there is a significant relationship between management style and employee turnover. As the notion goes most employees leave managers not organization and Kawanda sub county is on exception. If sub-counties are to manage the rate of employee turnover, there is need for management to adopt management style that facilitate employee participation involvement in decision making and an open communication system where staff can express any work place grievances in an environment where they will be amicably resolved.

 TABLE OF CONTENTS

DECLARATION

APPROVAL ii

DEDICATION iii

ACKWNOWLEDGEMENT iv

TABLE OF CONTENTS v

LIST OF TABLES xi

ABSTRACT xii

CHAPTER ONE 1

INTRODUCTION 1

1.0 Introduction

1.1 The back ground of the study 1

1.1.2 Historical background

1.1.2 Theoretical background 2

1.1.3 Conceptual Background 3

1.1.4 Contextual Background 4

1.2. Statement of the Problem 6

1.3 The purpose of the study 7

1.4 Objective of the study 7

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1.4.1 General objective .7

1 .4.2 Specific objective 7

1.5 Research questions 7

1.6 Scope of the study 8

1.6.1 Time Scope 8

1.6.2 Geographical scope 8

1.6.3 Subject scope 8

1.7 Significance of the study 8

CHAPTER TWO 10

LITERATUREREVIEW 10

2.0 Introduction 10

2.1 Theoretical Revjew~ 10

2.1:1 Lewis’s three-step theory 11

2:1:2 Lippitt’s Phases of change Theory 12

2.2 Conceptual and Theoretical Framework 13

2:2:1 Actual Literature Review 17

2:2:2 Active executive support and performance 17

2:2:3 Employee Involvement and performance 18

2:2:4 Effective communication and performance 18

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2:2:5 Leadership.19

2:3 The types of management styles in local governments 19

2:3:1 Democratic Management Style 19

2.4. Causes of employee turnover in Kawanda Sub-County 20

2.4.1 Employee Turnover 20

2.4.2 The need to get higher pay 21

2.4.3 Some turnover is demographically specific 22

2.4.4 Employee redundancy 22

2.4.5 Existence of misunderstanding and conflicts 23

2.4.6 Work stress 24

2.4.7 Even seasonal changes 24

2.4.8 Comparison of alternatives else where 24

2.4.9 Intention to quit 25

2.4.10 Lack of Organizational commitment 26

2.4.11 Lack ofjob satisfaction among employees in the organization 27

2.4.12 Poor working conditions 28

2.4.13 Poor pay in organization 29

2.4.14 Lack of training and career development in Kawanda sub-county 30

2.4.15 Absence of career commitment among employees 31

2.4.16 Rural or remote areas and lifestyle factors 32

2.5 The relationship between employee turnover and management style 33

2.6 Conclusion 34

CHAPTER THREE 35

RESEARCH METHODOLOGY 35

3.1 Introduction 35

3.2 Qualitative Research 35

3.3. Population of the Study 36

3.4 Sampling Technique 38

3.5 Methods of Data Collection 38

3.6 Measurement of Variables 39

3.7 Data Analysis 40

CHAPTER FOUR 41

RESULTS AND DISCUSSION OF FINDING 41

4.1 Introduction 41

4.2 Findings on the back ground information of the respondents 41

4.2.1 Gender of respondents 41

4.2.2 Respondents by age groups 42

4,2.3 Respondents according to their educational level 43

4.2.4 Time spent by the respondents working 44

4,2.5 Department in which respondents work 45

4.3 Findings on the causes of labour turnover in Kawanda sub-county 47

4.4 Findings on the relationship between management style and labor turnover 49

CHAPTER FIVE 51

CONCLUSION AND RECOMMENDATION 51

5.1 Introduction 51

5.2 Summary of results and findings 51

5.3 Conclusions 51

5.4 Policy Recommendations 52

5.4.1 Appropriate management style 52

5.4.2 Creating a strong relationship with employees 52

5.4.3 Employees as partners 52

5.4.4 Design Fairs polices 53

5.4.5 Conduct exit interviews 53

5.4.6 Investing in succession planning 53

5.4.7 Checking recruitment and selection process 53

5.5 Area for further research 54

REFERENCES .55

APPENDICES 58

Appendix 1: Questionnaire for the Respondents 58