Vocational education and training (VET) in Kenya has undergone major changes since colonialists introduced it at the beginning of the twentieth century. Since then, VET has evolved in the areas of science, technology and innovation to provide more skills, which are expected to serve the needs of the labour market and propel the country to middle-level industrialised status by the year 2030. However, current training and development (T&D) processes in Kenya have been criticised for being rigid and irrelevant to the industry, creating a mismatch of skills produced by the training institutions and those demanded by the industry; it is upon this criticism that this research is built. The focus of this paper is the development of a more responsive and relevant T&D model for the VET sector. In Kenya VET is referred to as technical, industrial, vocational education and training-TIVET. To develop a national T&D model, this paper examined a generic organisational T&D model. Then, through an examination of literature dealing with VET sub-systems in Kenya and elsewhere, the organisational T&D was expanded to include relevant national training areas and activities. The requisite areas were identified from reports, academic papers and a combination of both.

This paper examines training and development (T&D) systems in the technical, vocational education and training (TVET) in Kenya. It is in response to the Kenya Vision 2030 document that identifies TVET as the anchor of its economic pillar through science, technology and innovation to boost Kenya’s industrialisation status. The document notes that skills training faces challenges such as mismatch of skills between the training institutions and the industry, and disparities in accessibility at all levels. This paper seeks to explore whether the accurate assessment of training needs is the answer to the challenges faced by the training program. Data for this study were collected from scrutinising previous research papers and government documents, interviews with four senior education officers drawn from the education ministries and the Kenya Institute of Curriculum Development (KICD), six trainers from technical training institutes and two from a youth polytechnic. Observations were made in the TVET institutions participating in this study. Data were analysed using content analysis and presented by means of description. Findings identified the following challenges: a rigid and unresponsive curriculum, inadequate methods of training and development needs assessment (T&DNA), lack of stakeholder involvement in curriculum design, inadequate numbers of specialised staff at the KICD, poor training methods, obsolete tools and insufficient equipment, political interference and multiple providers. The author concludes that the introduction of a comprehensive T&DNA is indeed a prerequisite for a relevant and adaptive T&D program; however, additional factors such as the right equipment, qualified trainers, a conducive economic, social and political environment, and sound program coordination are also essential to its success. The paper is divided into seven sections: introduction, background to the research, problem statement, methodology, findings, discussion and research conclusions.

Membership to private social and recreational clubs is taking root in Kenya, especially with the growing consumerism of an emerging middle class. Further, the number of women who are taking up club membership -either for leisure, sports or social interactions -is on the upward trend. Most membership clubs, especially golf clubs, have been primarily male-dominated, private, and with locked-in members. This research seeks to find out the effect of assimilating members who have hitherto not been able to access the services of these closed-in groups. The research employed an ethnographic approach in which the researchers interacted closely with other club members for a one-year period. During this time, the researchers observed the interactions among club members, held interviews with some of them, and examined archival data held at the club. Content analysis was used to analyze the large amount of data. Findings indicate that there are many benefits accruing to the club as a result of admitting new "different" members. These benefits include, but are not limited to, increased funding, more patronage, and expanded quality of league players. However, with the coming of this new category of members, problems arose in areas such as club norms, facilities, social change and the pain of sudden change for the established members. The researchers provide several recommendations that can hasten and ease the assimilation of members with diverse characteristics and preferences.

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Many organizations are facing the challenge of retaining productive employees to their competitors due to various reasons. Leadership style and career growth are becoming a major consideration for employees' desire to stay or leave the organization. To minimize turnover, institutions of higher learning are concerned with identifying the major reasons behind it. The study seeks to analyze the leadership styles and career growth in public universities as a determinant of employee turnover. The study adopted a descriptive research design. Organizations embracing appropriate leadership styles are less likely to have employee turnover. Most employees would prefer organizations that involve them in decision making and have proper channels to air their views and grievances. The results revealed that leadership styles had a significant effect on employee turnover in public universities while career development had insignificant effect on employee turnover in these universities. Data was analyzed using statistical package for social sciences (SPSS) software to generate descriptive and inferential statistics. Multiple regression analysis was used to determine the statistical relationship between the independent and dependent variables. The study recommended that universities should put in place mechanisms and policies of addressing human resource issues relating to leadership and growth of opportunities inorder to reduce turnover.