Every micro organization ensures the deployment of its best practices for sustainability amidst seemingly competitive, complex and unpredictable business environment. Consequently, supportable leaders are needed to ensure longevity and sustained performance. This calls for succession management. The study therefore aimed to examine the effect of succession management on sustainability of micro organizations with a focus on the challenges in the South East. Survey method was adopted. The population of the study was infinite. However, purposive random sampling was adopted to select 50 micro organizations. Sources of data were through primary and secondary sources. Structured questionnaire was the major research instrument. The validity of instrument was determined by applying construct validity which refers to the degree to which the questionnaire measures the theoretical concept that the researchers hope to measure. A test-re-test method of reliability was adopted for the study. Simple regression analysis with the aid of Statistical Package for Social Sciences (SPSS) was adopted. The findings showed inter alia that; sustainability of micro organizations significantly depends on succession management, usually achieved through training and retention of existing employees in an organization. There is high optimism among the organizations sampled in the Southeast that adequate planning and execution of succession management will ensure productive longevity of many organizations in the geopolitical zone.The study contributed to existing knowledge on the indispensability of succession management to the sustainability of micro organizations in the Southeast. It confirms that the most efficacious means of organizational sustainability is through training and retention of existing employees of organizations. Therefore, this construct should be considered by micro organizations in planning and implementation process to remain afloat.The population of the study is limited to one geopolitical zone in the country-the South East, thus the result cannot be generalized to the remaining five zones. There is need for more studies on the remainder of the zones in Nigeria.
Performance Management and Employee Retention in Commercial Banks in Akwa Ibom State, Nigeria (Published)
In this study, the influence of performance management on employee retention in commercial banks in Akwa Ibom State was studied. The survey research design was considered and adopted in the study. The study had a population of 497. The sample size was 384 as determined through Cochran’s sample size determination formula. The sampling method employed in the study was random sampling. The questionnaire was used in data collection. Data obtained in the study were analyzed using simple regression method. It was established that performance management (Beta =0.046, t=4.182, p<0.05) has a significant influence on employee retention in commercial banks in Akwa Ibom State. It was concluded that performance management could account for employee retention in commercial banks in Akwa Ibom State. It was recommended that commercial banks in the state should strengthen their performance management practice as this had the capacity to influence employee retention.
Citation: Umana V.S., Umana E.S., Umoh V.A. (2022) Performance Management and Employee Retention in Commercial Banks in Akwa Ibom State, Nigeria, Global Journal of Human Resource Management, Vol.10, No.6, pp.23-31
Training and development is essential to any firm that wants to retain employees and realize better performance. Current businesses are forced to establish training and development programs that assist in attaining required skills and competencies in the organization. But without competent employees, firms grapple with challenges of poor output and dismal performance. This conceptual study paper presents a synopsis of the linkage of training, employee retention and performance. Theories underpinning the study are human capital theory, social learning theory and theory of human resource management. Drawn from wide theoretical assumptions, opportunity to training is one of the greatest reasons to why workers stay in the organization. Employees need noble training opportunities to improve their performance and demand in the labour market. Training is seen as a major factor in contributing to employee improved performance and reduction of work related accidents. Various scholars have alluded to the fact that retained employees master the art of delivering excellent goods and services to consumers. There is need for establishment of better employee retention strategies to bond trained employees with the firm. The paper contributes to body of knowledge by providing a conceptual framework of the linkage of training, employee retention and performance which would be of beneficial to human resource practitioners and human resource policy makers. It further builds a model that will assist researchers in exploring employee retention as a mediating role in training and performance.
A Proposed Model to Measure the Effect of the Quality of Working Life (QWL) on Talent Management in Organizations: an Empirical Study on the Suez Canal Authority (Published)
Nowadays, companies are more complicated with various internal factors affecting the needs of customers and the employees of organizations. To be stronger and more qualified, organizations must focus on the concept of the Quality of Working Life (QWL). One of the major factors that can help organizations to achieve such concept is managing the talents of employees. The primary objective of this study is to ascertain the impact of the Quality of Working life on Talent Management using evidence from the Suez Canal Authority. The population of study consists of 2671 employees of the authority. The data collected from 336 respondents were analyzed using the SPSS software. The results of linear regression analysis revealed that there is a partial positive relationship between QWL and talent management.
Employees are the most valuable assets of any organization. Their significance to organizations calls for not only the need to attract the best talented employees but also the necessity to retain them for a long term. This paper focused on reviewing the findings of previous studies conducted by various researchers with the aim to analyze the HR practices such as training and developments, career development opportunities, compensation, reward and recognition, benefits, Participation in Decision Making, Management and Leadership style, Work-Life balance, motivation and Organizational culture, that organizations can adopt to retain their top talented employees and motivate them to stay in the organization. The study applied descriptive research design and only secondary sources have been used to collect the date from the research articles and various research journals. The study concluded that The HR managers who want to attract and keep good employees in the organizations should take into account that Successful employee retention does not rely on a single strategy, and the decision of an employee to stay in the organization is effected by a number of HR practices such as career development opportunities, compensation ,reward and recognition, training and developments, Participation in Decision Making, Management and Leadership style, motivation, Organizational culture, and many more.
Retention of talent is critical to maintaining a competitive advantage (Hatum, 2010). Therefore, understanding the factors that impact retention is necessary for all organizations (Brown & Yashioka, 2003; Sinha & Authour, 2012). In this study, a cross sectional survey design was used to understand how mission attachment, organizational commitment, and employee engagement predicts employee retention. The participants for this study come from employees of not- for -profit and for-profit organizations in Silang Area, Cavite, Philippines. Multiple regression analysis was used to establish the best predictive model from the above-mentioned variables and it was found that mission attachment, organizational commitment, and employee engagement predicts employee retention for both organization types. Recommendations based on the results will be discussed
The issue of employee retention has generated growing interest for human resource practitioners and researchers because of the effects it has on the development and accomplishment of organization’s goals and objectives. This study explores the link between work environment, career development opportunities and employee retention in Vodafone Ghana Limited. The study used 142 employees, representing 10% of the target population of 1,420. Data was collected primarily through semi-structured questionnaire. The paper adopted descriptive research survey, specifically cross sectional. Data was analyzed with Descriptive Statistics. Pearson Correlation Coefficient was employed to establish the relationship among the variables. The findings indicated that work environment and career development opportunities had positive relationship with employee retention and thus affect employees’ decision to stay in Vodafone Ghana Limited. The implication of the study is that, the management of Vodafone Ghana Limited should provide advancement opportunities to increase employees’ career growth to help retain employees. Finally the study also recommends that thriving and friendly environment should