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.
Conflict Management Strategies and Organisational Performance: A Study of Federal Roads Maintenance Agency in Abuja, Nigeria (Published)
Many organizations in Nigeria are currently grappling with task, relationship, and process related conflict. This ongoing struggle is consuming valuable organizational time and resources. If not effectively managed, these conflicts have the potential to escalate, resulting in significant human and financial costs. This study, therefore, centres on evaluating how conflict management strategies influence organizational performance, using the Federal Roads Maintenance Agency (FERMA) as a case study. The objectives of this study are to determine the relationship between conflict management strategies—specifically, avoidance strategy, collaboration strategy, compromising strategy, and accommodation strategy—and organizational performance. The study reviewed relevant theoretical and empirical literature, drawing its theoretical framework from contingency theory. The research design employed a survey research technique, with a close-ended questionnaire serving as the principal instrument for data collection. Utilizing Taro Yamane’s formula, the established sample size for this study included 235 staff members of FERMA. Hypotheses were tested using regression analysis as the selected statistical method. The study found a significant positive relationship between organizational performance and all the examined conflict management strategies, namely avoidance strategy, collaboration strategy, accommodation strategy, and compromising strategy. In light of the study’s results, it is recommended that managers consider employing the identified conflict management techniques due to their demonstrated effectiveness in effectively handling conflicts within organizational settings.
Keywords: Organisational Performance, accommodation strategy, avoidance strategy, collaboration strategy compromising strategy, conflict management