http://ijba.sciedupress.com International Journal of Business Administration Vol. 13, No. 2; 2022 Published by Sciedu Press 79 ISSN 1923-4007 E-ISSN 1923-4015 How Do Employee Attitude Surveys Contribute to Staff Turnover Intentions in a University Setting? Andrew T. Muguna 1 , Isaac N Micheni 1 , James M. Kilika 2 & Catherine Kaimenyi 1 1 Department of Business Administration, Chuka University, Chuka, Kenya 2 Department of Business Administration, Kenyatta University, Nairobi, Kenya Correspondence: Andrew T. Muguna, Department of Business Administration, Chuka University, P.O BOX 109-60400 Chuka, Kenya. E-mail: amuguna@chuka.ac.ke Received: December 28, 2021 Accepted: February 1, 2022 Online Published: March 27, 2022 doi:10.5430/ijba.v13n2p79 URL: https://doi.org/10.5430/ijba.v13n2p79 Abstract This study aimed to determine the effect of employee attitude surveys on academic staff turnover intentions in chartered universities in Kenya. The specific objectives were; to determine the extent of employee attitude surveys practices among universities in Kenya; assess the level of turnover intentions among academic staff in chartered universities in Kenya, and determine the effect of employee attitude surveys practices on turnover intentions among academic staff in chartered universities in Kenya. The study was anchored on the Universalistic theory and the Unfolding model of voluntary turnover. A positivism research philosophy guided the study, and a descriptive cross-sectional survey design was used. The study obtained primary data from a representative sample of 364 academic staff members drawn from 15 chartered universities in Kenya. The study found that employee attitude surveys have been practized to a low extent and produced correspondingly low staff turnover intentions. Two dimensions of employee attitude surveys significantly negatively affect staff turnover intentions. The study called on future research to apply more robust statistical techniques anchored on mixed methods design for a more comprehensive explanation of the direction of the causal effects of attitude surveys on staff turnover intentions. Keywords: employee attitude surveys, ideas, issues, report implementation and recommendations, academic staff, turnover intentions 1. Introduction The most valuable asset available to an organization is its people. Thus, the retention of employees in their jobs is essential for organizational success. Globally, organizations are keen on evaluating the attraction, hiring, development, motivation, retention, and separation of employees. Various reasons have been advanced on why employees quit their jobs in an organization, including workplace-related factors, a mismatch between work and the employee, lack of coaching and feedback, lack of growth and advancement opportunities, remunerations, lack of recognition, overwork related-stress, and lack of trust from the Management (Kaufman, Barry, Wilkinson, & Gomez, 2020; Marchington, 2015; McCloskey & McDonnell, 2018). Employee attitude Surveys are considered crucial for addressing these causes (Puni, Agyemang, & Asamoah, 2016) since they are an essential component of employee voice mechanisms used by HR professionals. Human resource management (HRM) literature on employee voice has grown enormously in recent decades. Given the broad scope of the concept and its importance in contemporary workplaces, researchers have focused attention on a wide range of aspects in the employee attitude surveys phenomenon. They have paid particular attention to the meaning of employee attitude surveys evolution trends, consequences, relationship with individual and organizational outcomes in shaping organization systems and influencing their effects in different countries (Barry& Wilkinson, 2016). Many organizations use employee attitude surveys as non-unionized employee voice mechanisms. Employee attitude surveys seek employees' views on matters affecting their work. They are a valuable way of involving the workforce by considering their opinions on matters that affect them. Employee attitude surveys offer information on employees' likings, caution on likely problems, establish the route cause of particular matters, and relate job satisfaction, commitment, and morale in different sections of the establishment. Thus, frequent employee attitude surveys act as smoke detectors and help uncover potential problems and turnover intentions. Employee attitude surveys are carried