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Research Article
This study investigated the relationship between talent retention and employee resilience of
telecommunication companies in Rivers State, Nigeria. Talent retention was conceptualized the
independent variable while interpersonal competence, adaptability, and pro-activeness were used
as measures of the dependent variable. The study adopted the cross-sectional survey in its
investigation of the variables. The primary source of data was generated through a self-
administered questionnaire. A sample of one hundred and nine (109) respondents were drawn
from a population of one hundred and thirty-four (134) respondents, using the Taro Yamane’s
formula for sample size determination. The research instrument was validated through the
supervisor’s vetting and approval while the reliability of the instrument was achieved by the use
of the Cronbach Alpha coefficient with all the items scoring above 0.70. Data generated were
analyzed and presented using both descriptive and inferential statistical techniques. The
hypotheses were tested using the Spearman’s Rank Order Correlation Statistics. The tests were
carried out at a 95% confidence interval and a 0.05 level of significance. Empirical findings
revealed that talent retention positively and significantly influences employee resilience of
telecommunication companies in Rivers State, Nigeria. The result of the findings further revealed
that talent retention of telecommunication companies in Rivers State, Nigeria gave rise to
interpersonal competence, adaptability, and pro-activeness. The study recommends that
management of telecommunication companies should do their best to retain employees who have
been a positive impact on the companies and use it to motivate other employees working within
the designated department in the company.
INTRODUCTION
Today's organizations are constantly struggling against Within this competitive organizational context, human
revolutionary trends, accelerating technological and resource management practices have gained greater
product changes, global competition, deregulation, importance. More specifically, human resources are
demographic changes and, at the same time, striving to relocated with a major of productivity, customer service,
cope with trends in a society where knowledge is of utmost marketing performance and organizational oversight in
concern. Society now relies on knowledge where clearly general (Fox et al., 2009). The administration must not
and human capital was considered a key and only face current problems of human resources, but also
indispensable resource for the supervision of companies. the implementation mechanisms that retain their
Increasingly, organizations compete for the best-talented employees.
employees (Fox, Byrne & Roualt, 2009). New paradigm
companies recognize that an important element in
business management practices is the need to motivate *Corresponding Author: Ichechieck Nteogwuija,
successful resumption of highly talented employees who Department of Management, Faculty of Management
survived organizational restructuring, downsizing, Sciences, Rivers, State University, Nkpolu-Oroworukwo,
consolidation, reorganization, or brand change of the PMB 5080, Port Harcourt, Nigeria.
initiatives. (Storey, 2005). These trends have increased E-mail: faithskool4u@gmail.com
dramatically with the degree of competition in industries.
Talent Retention and Employees’ Resilience of Telecommunication Companies in Rivers State, Nigeria
Nteogwuija and Wechie 101
It is imperative that firms create employee retention Homans, (1961) in Ahiauzu and Asawo (2016) explains
practices and adopt them to increase employee’s that social exchange theory holds that human actions and
performance (Gayathri, Sivaraman & Kamalambal, 2012). social relations is fundamentally an exchange of both
According to Rawat (2013) organizations face many tangible and intangible action while Pfeffer (1982) in
problems when they have a high turnover due to Ahiauzu and Asawo (2016) opines that in social exchange,
employees leaving the organization for reasons such as “behavioral compliance is in exchange for either extrinsic
job dissatisfaction, poor working conditions, not having a or intrinsic reward which is perceived to be conditional on
decent salary package among others. A significant loss of the individual’s behavior”. However, social exchange is
personnel leads to a decrease in the performance of the intended for the exchange of benefits, most importantly
organization. As a result, organizations must develop employers are in the habit of giving employees bait in
employee retention policies and practices to ensure that exchange for something that is more valuable to the
employees remain in the organization longer and have a employee. Thus, it can be said that employees in
positive impact on their performance. Most business organizations engulf in an egocentric exchange process
leaders understand that having the right people in the right with their business organization and in this kind of
place at the right time to maximize business opportunities relationship they strive to utilize the gains derived from
has become the most important factor in ensuring the such exchange process.
continued success of the organization. Effective
management of employees is essential as it includes the In line with the above assumption the social exchange
process of employee acquisition, allocation, development, theory is embedded in the rational man model, according
retention, and succession. Also that value adding to Zafirovski (2005) in Ahiauzu and Asawo (2016)
employees can best create higher competitive advantage describes social exchange theory “as one that is derived
for organizations (Collings and Mellahi, 2009). It is no from the rational choice model.” He went further to explain
surprise therefore that some survey shows that effective that players in social exchange relationship voluntarily
management of organization employees is one of the make their choices in respect to the different course of
challenging issues faced with leaders of organizations. action while taking into considerations the cost-benefit
The aim of this study, therefore, seeks to examine the implications. The essential assumption of this theory is
relationship between talent retention and employee that organizations should ensure they institute and
resilience of telecommunications companies in Rivers maintain a social relationship with their employees on the
State. This study was also guided by the following criteria of rational cost-benefit choices.
research questions:
i. What is the relationship between talent retention and In line with the above assumption the social exchange
interpersonal competence of telecommunication theory is embedded in the rational man model, according
companies in Rivers State? to Zafirovski (2005) in Ahiauzu and Asawo (2016)
ii. What is the relationship between talent retention and describes social exchange theory “as one that is derives
adaptability of telecommunication companies in Rivers from the rational choice model.” He went further to explain
State? that players in social exchange relationship voluntarily
iii. What is the relationship between talent retention and make their choices in respect to the different course of
proactiveness of telecommunication companies in action while taking into considerations the cost-benefit
Rivers State? implications. The essential assumption of this theory is
that organizations should ensure they institute and
maintain a social relationship with their employees on the
LITERATURE REVIEW criteria of rational cost-benefit choices.
Talent Retention and Employees’ Resilience of Telecommunication Companies in Rivers State, Nigeria
Global J. Manag. Bus. 102
Consequently, the definition above is important to media progressive attention due to its implications on
organizations because it suggests that talent management organizational and employees’ effectiveness. For
programs should be tailored to those who are most example, Petak (2002) researched resilience in the face of
responsible for the organization’s image and success. disasters like earthquake, Mallak, (1998) also discussed
Ashton and Morton, (2005), argued that talent retention resilience about the healthcare system. While Comfort et
policies in the areas of employee’s remuneration, al., (2001) examined it using information systems, Jeffery
motivation, maintenance, compensation, and separation and Linda Russell, (2006) defined resilience as the ability
would bring about good employee performance; also of a body to recover from or adjust to misfortune or
policies that bring about low talent turnover and retention change. Luthans, (2002) defines resilience as a
strategy in the organization should be encouraged by developable capacity to rebound or bounce back from
talent managers. They further explained that talent adversity, conflict, failure, and increased responsibility.
retention policies in the areas of career development, The strained body also can recover its size and shape
succession planning, employee work-life balance between after being subjected to adversity or stress. However, to
office and private life, employee safety. That it needs, the us, it is the ability and tenacity of a body to persevere in
provision of employee sense of recognition and respect, the face of adversity. Reivich & Shatte,(2002) and Books
adequate remuneration and compensation and separation & Goldstein, (2004) investigation on resilience in adults
will enhance employee commitment and build the dealing with stressful situations shows that resilience
organizational capacity which in turn will facilitate the behavior enables someone to bounce back in the face of
organization's success in the long run. adversity and stress. The implication of the existence of
this type of rare behavioral tendency in the foundation of
According to Joseph Martocchio (2001), employee’s individual behavior is strategic. Thus, it provides the
expectation from the organization can be classified into organization with a competitive advantage since they have
two basic retention incentives: Extrinsic incentive and a remarkable tenacity to persevere in the face of adversity
intrinsic incentive. The extrinsic incentives include or stress. It, therefore, behooves on the Human Resource
monetary (cash) rewards that will satisfy employee’s Development professionals to develop and sustain this
physiological needs and employees often consider type of behavior amongst its workforce. Hence,
monetary reward and benefits as very important means to employees play an essential role in addressing change
talent retention while the intrinsic incentives are the non- (Shin, Taylor &Seo, 2012).
monetary rewards (employee work-life balance, employee
safety needs, employee self-belongingness) that can Conner, (1991), while consolidating the work of Reivich et
satisfy employees psychological needs. al., (2000) suggests that organizational development and
human resource development professionals can guide
Given the above, media organizations should presently and strengthen employees’ resilience through training,
focus on talent retention programs; this is because most mentoring, coaching, etc. to maximize effective employee
talented employees have been moving from their commitment bearing in mind that resilience has several
organization to another looking for better talent retention conclusion such as:
organizations. Lockwood et al., (2006) and
Kontoghiorghes et al., (2009), emphasized that 1) Resilience is a mindset, i.e., a way of thinking – It is
organizations need to invest in employee retention less about whom we are and more about how we view
programs in order to be successful. They opined that ourselves and the world around us. This “mental
although monetary benefits at the outset attract model” of how we perceive ourselves and the world
employees, a good retention policy is more vital in around directly influence the way we experience
retaining employees. Elements such as life insurance, threats and obstacles – viewing them as either
work-life balance and flexible working hours, which will devastating or as an opportunity in disguise.
serve as motivating tools for employees to be committed 2) Resilience is not a static quantity (that you either have
to the organization are more crucial than monetary or not). It is a dynamic quality that changes in
benefits. Talent retention programs at the first instance response to environment and situation. This means
may look expensive in the short run, but if conscientiously that a person may demonstrate resilience at a certain
managed in the long run the organization will be of context and not at others due to the variability of their
competitive advantage. resilience capacities and the degree of stress or
change they are going through. Because resilient
Employees’ Resilience mindset is a moving target, even the people who tend
to be highly resilient have their good days and their
Some publications have been made on the concept of bad days.
resilience in management literature. It gained prominence 3) Resilience can be developed and strengthened –
in the field of organizational behavior in the early 1980s, because resilience is dynamic, it suggests that
where it was referred to as an individual ability to withstand employees resilience mindset can be developed and
and rebound from crisis (Watsh, 1996). It was first enhanced by the organization’s human resource
subjected to the organizational context by Wildavsky in development through training, mentoring and
1988. Since then, the concept has been a subject of coaching.
Talent Retention and Employees’ Resilience of Telecommunication Companies in Rivers State, Nigeria
Nteogwuija and Wechie 103
Measures of Employees’ Resilience must have internal behaviors or policies embedded in its
core culture that encourages adaptive behavior in the
Jeffrey and Linda (2012), identified eight (8) measures of event of any adversity emanating from the environment.
employees resilience as self-assurance, personal vision,
flexibility, and adaptability, organized, problem solver, Pro-activeness
interpersonal competence, socially connected and
proactiveness. However, since they are not all captured in Pro-activeness: Resilient people are die-hard fellows.
our study framework, we will only examine those in line They rather than simply reacting to a change, actively
with our study’s framework. engage it. They respond and face adversity head-on.
Rotter, (1966) conclude that resilient people tend to have
Interpersonal Competence an internal locus of control where they believe that they
have the capacity and the responsibility to determine their
Interpersonal Competence – This concept is likened to fate. Robbin et al., (2011) described pro-activeness as a
Robert Katz managerial, interpersonal skill. Interpersonal personality trait that describes people who are prone to
competence is a salient aspect of a resilient employee. An take actions to influence their environment.
individual who can understand and empathize with others
within the organization has some level of interpersonal Given this assertion, resilient people focus on stabilizing
competence. Employees with interpersonal competencies their influence over through assertive behaviors and
demonstrate a high level of emotional intelligence since actions. Frankl, (1963) believes that proactive tendency
they work well with others both individually and in groups enables resilient people to successfully preserve their self-
(Robbins et al., 2011). This is because; they have a high efficacy in the face of change.
level of self and social awareness and the ability to
maximize this awareness to manage themselves Various items on the proactive personality scale were
effectively and their affinities with others (Golman, 1997). found to be good indicators of a person’s likelihood of
Considerable research has shown that resilience results becoming an entrepreneur, including gender, education
from positive social relationships, the ability to control and possessing a proactive personality (Robbins et al.,
one’s own emotions, and feelings of competence (Doll, 2011). This further buttress that proactive work behavior
Zucker & Brehm, 2004). Schneider et al., (2013) opine that contributes to entrepreneurial ventures.
emotional understanding facilitates resilience and has a From the preceding point of view, we at this moment
positive correction with positive effect. hypothesized thus:
Ho1: There is no significant relationship between talent
Adaptability retention and adaptability of telecommunication
companies in Rivers State.
Adaptability - Practically, resilient people are those who Ho2: There is no significant relationship between talent
are usually aware of and sensitive to the changes and retention and interpersonal competence of
happenings in their environment. In Koontz and Weihrich, telecommunication companies in Rivers State.
(1999) they succinctly put that organization does not Ho3: There is no significant relationship between talent
completely isolate itself from its operating environment. retention and proactiveness of telecommunication
Thus, there is a mutual reliance. companies in Rivers State.
Where:
n = sample size
N = population size
1 = constant
e = level of significance at 0.5
134
n
1 134(0.05) 2
134 134
n n Fig. 2: scatter plot relationship between adaptive capacity
1 134(0.0025) 1.34 and cooperate reputation
Talent Retention and Employees’ Resilience of Telecommunication Companies in Rivers State, Nigeria
Nteogwuija and Wechie 105
The above table illustrates the test for the previously The correlation coefficient (r) shows that there is a
postulated bivariate hypothetical statements. The results significant and positive relationship between talent
show that for: retention and proactiveness. The rho value 0.825
Ho1: There is no significant relationship between talent indicates this relationship, and it is significant at p
retention and interpersonal competence in 0.000<0.05. The correlation coefficient represents a very
Telecommunication Industry in Rivers State. high correlation indicating a very strong relationship.
Therefore, based on empirical findings the null hypothesis
The correlation coefficient (r) shows that there is a earlier stated is hereby rejected and the alternate upheld.
significant and positive relationship between talent Thus, there is a significant relationship with talent retention
retention and interpersonal competence. The rho value and proactiveness in Telecommunication Industry in
0.579 indicates this relationship, and it is significant at p Rivers State.
0.000<0.05. The correlation coefficient represents a high
correlation indicating a strong relationship. Therefore,
based on empirical findings the null hypothesis earlier DISCUSSION OF FINDINGS
stated is at this moment rejected and the alternate
upheld. Thus, there is a significant relationship between This study using descriptive and inferential statistical
talent retention and interpersonal competence in methods investigated the relationship between talent
Telecommunication Industry in Rivers State. retention and employees’ resilience in Telecommunication
Industry in Rivers State.
Ho2: There is no significant relationship between talent
retention and adaptability in Telecommunication The findings revealed that a significant relationship
Industry in Rivers State. between exists between talent retention and employees’
resilience in telecommunication Industry in Rivers State
The correlation coefficient (r) shows that there is a using the Spearman Rank Order correlation tool and at a
significant and positive relationship between talent 95% confidence interval. The findings of this study
retention and adaptability. The rho value 0.637 indicates confirmed that employees’ resilience has an effect on
this relationship, and it is significant at p 0.000<0.05. The talent retention of telecommunication in Rivers State. It
correlation coefficient represents a very high correlation implies that it is in the interest of management of
indicating a solid relationship. Therefore, based on telecommunication firms and the entire employees of
empirical findings the null hypothesis earlier stated is with same, that adherence to the proper policies aimed at the
this rejected and the alternate upheld. Thus, there is a retention of talent among the employee, should be built to
significant relationship between talent retention and attract more customers.
adaptability in Telecommunication Industry in Rivers
State. The finding reinforces previous studies by Kasim and
Minai (2009) talent retention strategies are critical factors
Ho3: There is no significant relationship between talent for the survival and growth of any organization.
retention and proactiveness in Telecommunication Furthermore, Lockwood (2006), characterize talent
Industry in Rivers State. retention program as the application of integrated
Talent Retention and Employees’ Resilience of Telecommunication Companies in Rivers State, Nigeria
Global J. Manag. Bus. 106
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to meet current and future business needs. 108.
Collings, D.G. & Mellahi, K. (2009) ‘Strategic talent
Consequently, in line with Martocchio (2001) findings that management: a review and research agenda’, Human
show that adequate retention will satisfy employee’s Resource Management Review, Vol. 19, pp.304–313.
physiological needs, and employees often consider Daft, R. L. (1998). Organizational theory and design, 6th
monetary reward and benefits as very important means to Ed. Ohio: South-Western College Publishing.
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CONCLUSION AND RECOMMENDATION Fox, D., Byrne, V., & Roualt, F. (2009). Performance
improvement: what to keep in mind. Training and
Katou and Budhwar (2007) opine that organizations Development, 53 (8), 895-915.
should pay proper attention to the processes that is Frankl, V. (1963). Man’s search for meaning. New York:
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as is a panacea to employees’ competence of any Goleman, D. (1995). Emotional intelligence: why it can
organization. Also, Hartley (2005) attributed talent matter more than IQ. New York: Bantam Books.
retention is a key indicator of the organizational growth, Gayathri, R., Sivaraman, G., & Kamalambal, R. (2012),
and it is therefore important to note that good talent Employee Retention Strategies in BPO’s An Empirical
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precursor to market flexibility, adaptability and company’s Contemporary Research in Business, 3 (12).
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Based on the findings obtained from the summary of Retrieved:12/01/2017:https://books.google.com/books
discussion and empirical findings the following ?isbn=05497013.
recommendations are made: Jeffery, R & Linda, R. (2006, 2008). Measuring employee
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do their best to retain employees who have been a John Wiley & Sons, Inc.
positive impact on the companies and use it to motivate Joseph J. M., (2001). Strategic Compensation: A Human
other employees working within designated department Resource Management Approach (2nd
in the company. Edition).Published by Pearson Education (2001). ISBN
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should encourage inter-personnel competition with resource management policies on organizational
reward and sanction system. performance in Greek manufacturing firms.
Thunderbird International Business Review, 49(1), 1–
35
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Talent Retention and Employees’ Resilience of Telecommunication Companies in Rivers State, Nigeria