Talent Retention Strategies and Organisational Performance in Nile University of Nigeria Abuja (Published)
This study examines the effect of talent retention strategies on organisational performance at Nile University of Nigeria. Employing a quantitative descriptive survey design, data were collected from 165 valid responses drawn from a sampled workforce of academic and senior administrative staff. The questionnaire instrument demonstrated strong internal consistency (Cronbach’s alpha 0.85–0.91). Using Pearson correlations and multiple linear regression (SPSS v.26), the four retention dimensions (competitive compensation and benefits, career development opportunities, work-life balance initiatives, and leadership and organisational culture) were tested as predictors of organisational performance. The full model was statistically significant (F = 91.758, p < 0.001) and accounted for 69.5% of the variance in organisational performance (R² = 0.695). Leadership and organisational culture emerged as the strongest predictor (β = 0.367, p < 0.001), followed by career development (β = 0.260, p < 0.001), compensation and benefits (β = 0.150, p = 0.005), and work-life balance (β = 0.107, p = 0.037). Findings confirm that an integrated retention strategy, which balances hygiene factors with motivators, substantially enhances institutional outcomes such as faculty stability, research output and student satisfaction. The study recommends prioritising leadership development and structured career pathways, while strengthening work-life balance policies and regular salary benchmarking. Results contribute empirical evidence from the Nigerian private higher education context and inform strategic human resource interventions for improved organisational performance.
Keywords: Career Development Opportunities, Organisational Performance, competitive compensation and benefits, talent retention strategies, work-life balance initiatives.