• Dr. Ben Kajwang PhD Chief Executive Officer, College of Insurance, Nairobi, Kenya



Youth Workforce, Insurance Sector, Employee Engagement Practices


Purpose: Youth are considered as the most active age bracket in the working environment hence their impact in organizations such as the insurance sector cannot be ignored. The objective of this study is to discuss and analyze the implications of the youth workforce on employee engagement in the insurance sector. The purpose of this study is to help the readers understand the importance of youth workforce and their impact in the insurance sector once the youth are involved in favorable employee engagement practices.

Methodology: The study adopted a desktop methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library

Findings: The study found out that some of the implications of youth workforce on employee engagement are; adaptability to change, improved customer experience and satisfaction, employee retention, talent management, leadership development and improving the company’s brand and image.

Unique contribution to theory, practice and policy: It therefore recommended that the insurance sectors should come up with the best strategies for employee retention of the youth workforce since they play a vital role in influencing the consumer behaviors. The insurance sectors should embrace youth marketing since it is one of the best advertising techniques that has led to increase in productivity and profitability of companies and customer satisfaction.


Download data is not yet available.


Al-dalahmeh, M., Khalaf, R., and Obeidat, B. (2018). The effect of employee engagement on organizational performance via the mediating role of job satisfaction: The case of IT employees in Jordanian banking sector. Modern Applied Science, 12(6), 17-43.

Arora, N., and Dhole, V. (2019). Generation Y: Perspective, engagement, expectations, preferences and satisfactions from workplace; a study conducted in Indian context. Benchmarking: An International Journal.

Cavaliere, L. P. L., Singh, B., Kumar, M. J., Koti, K., Chakravarthi, M. K., Arun, S., and Singh, S. (2021). Achieving United Nations Goals Throughout the Youth Leadership. Turkish Online Journal of Qualitative Inquiry (TOJQI), 12(3), 2859-2883.

Coffey, L., Compton, J., Elkins, D. M., Gilles, E. E., Herbert, S., Jenkins, J. L., and Woods, C. (2018). Recruitment, retention, and engagement of a millennial workforce. Rowman and Littlefield.

Fox, L., and Thomas, A. (2016). Africa's got work to do: A diagnostic of youth employment challenges in Sub-Saharan Africa. Journal of African Economies, 25(suppl_1), i16-i36.

Fox, L., Senbet, L. W., and Simbanegavi, W. (2016). Youth employment in Sub-Saharan Africa: challenges, constraints and opportunities. Journal of African Economies, 25(suppl_1), i3-i15.

Frye, W. D., Kang, S., Huh, C., and Lee, M. J. M. (2020). What factors influence Generation Y’s employee retention in the hospitality industry? An internal marketing approach. International Journal of Hospitality Management, 85, 102352.

Gaidhani, S., Arora, L., and Sharma, B. K. (2019). Understanding the attitude of generation Z towards workplace. International Journal of Management, Technology and Engineering, 9(1), 2804-2812.

Gupta, N., and Sharma, V. (2016). Exploring employee engagement—A way to better business performance. Global Business Review, 17(3_suppl), 45S-63S.

Mamabolo, M. A. (2018). Management and leadership development needs: The case of South Africa. In Business and Society (pp. 229-249). Springer, Cham.

Mann, A., and Harter, J. (2016). The worldwide employee engagement crisis. Gallup Business Journal, 7, 1-5.

Maylett, T., and Wride, M. (2017). The employee experience: How to attract talent, retain top performers, and drive results. John Wiley and Sons.

Osborne, S., and Hammoud, M. S. (2017). Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), 4.

Schuckert, M., Kim, T. T., Paek, S., and Lee, G. (2018). Motivate to innovate: How authentic and transformational leaders influence employees’ psychological capital and service innovation behavior. International Journal of Contemporary Hospitality Management.

Singh, D. (2019). A literature review on employee retention with focus on recent trends. International Journal of Scientific Research in Science and Technology, 6(1), 425-431.

Stoyanova, T., and Iliev, I. (2017). Employee engagement factor for organizational excellence. International Journal of Business and Economic Sciences Applied Research (IJBESAR), 10(1), 23-29.

Tladinyane, R., and Van der Merwe, M. (2016). Career adaptability and employee engagement of adults employed in an insurance company: An exploratory study. SA Journal of Human Resource Management, 14(1), 1-9.

Van Zyl, E. S., Mathafena, R. B., and Ras, J. (2017). The development of a talent management framework for the private sector. SA Journal of Human Resource Management, 15(1), 1-19.




How to Cite

Kajwang , B. (2022). IMPLICATIONS OF YOUTH WORKFORCE ON EMPLOYEE ENGAGEMENT IN THE INSURANCE SECTOR. Journal of Human Resource and Leadership, 7(1), 1 – 7.