A Dissertation Submitted in Partial/Fulfilment of the
Requirements for the Award of a Degree of Master of Business Administration in
Corporate Management (MBA-CM) of Mzumbe University
This study examined factors for leaving and retention of youth employees among
Tanzanian organizations. The case study design was adopted and involved four selected
Higher Learning Institutions (HLIs) in Dar es Salaam. The study was guided by four
specific objectives related with rate of leaving the jobs by youth employees in five years
span from 2015 to 2019, factors for leaving the jobs among youth employees, influence
of training and career development in the retention of youth employees and influence of
compensation in the retention of youth employees. The study population comprised of
312 youth employees of the four HLIs employed under the permanent contracts and
from them 76 respondents were selected using non-probability sampling. The required
data was obtained by circulating questionnaires by the researcher and by emailing the
same questionnaire to the respondents who were not physically accessible. The obtained
data were analysed quantitatively using simple mathematical calculation, descriptive
statistics and regression analysis and the results were presented using tables, numbers
and mean values.
The findings showed that the four HLIs experienced the problem of leaving the jobs
among youth employees which was in average rate of 3 youth employees per year from
2015 to 2019. Based on the current study, the factors for leaving the jobs among youth
employees were mainly low remuneration, lack of career development/promotion, lack
training opportunities, lack of involvement in decision making and poor working
conditions. Further, the current study found existence of very weak positive and
statistically insignificant influence of training in the retention of youth employees.
Though there was a very strong positive and statistically significant influence of both
career development and compensations in the retention of youth employees. Therefore,
for retention of youth employees, training should be augmented with the prospects for
career development and high compensation among you employees of the HLIs.