EXPLORING RETENTION STRATEGIES FOR IT PROFESSIONALS: INSIGHTS FROM TANESCO TANZANIA

This study examines the effectiveness of retention strategies for IT professionals at the Tanzania Electric Supply Company (TANESCO) headquarters in Dar es Salaam. Using a mixed-methods approach combining surveys (n=125) and interviews (n=20), the research evaluates seven key retention dimensions: compensation, career development, work-life balance, organisational culture, employee engagement, leadership practices, and policy communication. Findings reveal a significant policy-implementation gap, with well-communicated strategies (M=4.2) undermined by inadequate compensation (M=3.1) and inconsistent execution across departments (SD up to 1.5). Qualitative data highlights compensation disparities as the primary turnover driver, with IT professionals earning 35-40% below market rates. Career development initiatives were perceived as perfunctory rather than transformative, while leadership quality varied substantially between departments. The study extends the Social Exchange Theory by demonstrating how public sector constraints modify traditional cost-benefit calculations for technical staff. Practical recommendations include the following: (1) targeted compensation adjustments through special salary dispensations, (2) standardised leadership development programs for technical managers, and (3) department-wide policy audits to ensure equitable implementation. These findings contribute to the understanding of retention challenges in African public utilities, offering evidence-based solutions for talent management in resource-constrained environments. The research provides actionable insights for TANESCO’s HR strategy while advancing theoretical knowledge about technical workforce retention in developing economies. Key limitations include single-organisation focus and self-reported data, suggesting the need for broader sectoral studies.