International Journal of Advance Research Publication and Reviews

International Journal of Advance Research Publication and Reviews
Peer-Reviewed | Multi-Disciplinary Journal

ISSN: 3049-0103 (O)

Impact Factor: 4.33

TALENT RETENTION STRATEGIES AND PERCEIVED ORGANIZATIONAL PERFORMANCE IN NIGERIA’S FEDERAL PUBLIC SECTOR: EVIDENCE FROM THE NATIONAL PRODUCTIVITY CENTRE

Author

Prof. Nana Usman Bature, Amana Yusuf, Dr. Iwuozor Odili Markanthony

Abstract

  This study examines the relationship between talent-retention strategies and perceived organizational performance in a Nigerian federal public-sector agency. Focusing on the National Productivity Centre (NPC), Abuja, it evaluates four retention domains—compensation and welfare, training and career development, recognition and reward, and work environment and supervisory support—and their association with employee perceptions of productivity, service delivery, institutional stability, and overall organizational performance. A cross-sectional quantitative survey design was employed. From a target population of 200 employees, 132 staff were selected through proportionate stratified random sampling, and 120 usable questionnaires were returned, representing a 90.9% response rate. Data were collected with a structured five-point Likert instrument that achieved an overall Cronbach’s alpha of .86. Pearson correlations showed significant positive associations between perceived organizational performance and compensation and welfare (r = .612), training and career development (r = .584), recognition and reward (r = .523), and work environment and supervisory support (r = .497), all p < .001. Collectively, the four domains accounted for 67.2% of the reported variance in perceived organizational performance (R² = .672; adjusted R² = .661). The findings support an integrated retention architecture in public institutions, combining fair and reliable rewards, visible development pathways, credible recognition systems, and supportive supervision. Because the design is cross-sectional and self-reported, the results are interpreted as associations rather than causal effects.



Keywords

Compensation, career development, employee recognition, supervisory support, talent retention

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