Knowledge Management Practices’ Influence on Tacit Knowledge Retention in State Department for Immigration and Citizen Services, Nairobi City County Kenya

Abstract

Tacit knowledge retention practice is vital to organizational success globally, regionally and locally. It enhances institutional memory, improves problem solving, initiates innovation, collaboration leading to teamwork, and long-term adaptability. Since tacit knowledge is shared through mentorship, observation, storytelling, socialization and forums, then it should be strategically captured before employees exit with their expertise. Against this background, the study on knowledge management practices’ influences on tacit knowledge retention in the Department of Immigration and Citizen Services, Nairobi City County was done. The study focused on knowledge capture and incentives and reward structures. It was anchored on the SECI model and employed a mixed-method approach using an explanatory research design. Both qualitative and quantitative data were collected from a target population of 504 staff across Human Resource, Library and Registry sections. Stratified, simple random, and purposive sampling techniques were applied, with a 30% sample yielding 152 respondents and six interviewees. Data collection tools included questionnaires and face-to-face interviews. The findings revealed that tacit knowledge capture (72.7%) and incentive and reward use (73%) were main activities practiced to retain tacit knowledge in the department of Immigration. The study concluded that strong knowledge capture systems, effective HR strategies, and well-designed incentive structures significantly promote tacit knowledge retention, though weaknesses in knowledge-sharing mechanisms remain. It recommended strengthening capture methods, adopting robust incentive programs and fostering a strong knowledge-sharing culture to improve tacit knowledge retention within the department of Immigration and Citizen Services Nairobi City County.