Team Learning as a Predictor of Employee Retention in Star-Rated Hotels: Evidence from Nairobi County, Kenya

Abstract

This study examined the influence of team learning on employee retention in star-rated hotels in Nairobi County, Kenya. Guided by the pragmatic paradigm, the study adopted a sequential explanatory mixed-methods design. The target population comprised 1,291 employees and eight human resource managers from eight selected hotels. A sample of 295 employees was selected using stratified and simple random sampling. Quantitative data were collected using structured questionnaires and analysed using covariance-based structural equation modelling. The findings showed that team learning had a negative but statistically non-significant effect on employee retention; therefore, the null hypothesis was accepted. Although employees shared lessons and opinions, weaknesses remained in role clarity, inclusion and authority to adapt team goals. The study concludes that team learning alone does not significantly predict employee retention, as its benefits depend on how it is organized and experienced. Hotel managers should promote inclusive, action-oriented learning that clarifies roles, encourages participation and ensures follow-up on agreed actions. The study demonstrates that team learning is an enabling organizational capability whose retention benefits may occur through other organizational and psychological mechanisms.