Talent retention strategies and employees’ behavioural outcomes: empirical evidence from hospitality industry
Abstract
To enhance the extant literature of talent retention and proffering solution to the negative employees’ behavioural outcomes of high performers in hospitality industry, this study investigates the influence of talent retention strategies (training and development, and job security) on employees’ behavioural outcomes (employee job performance and employee job commitment) in Nigeria’s hospitality industry. Pen and paper questionnaire was used for gathering quantitative data among 312 frontline employees working in the selected 5-star hotels in Nigeria. Descriptive statistics, Confirmatory Factor Analysis (CFA), Structural Equation Modelling (SEM) and Path analysis were used to establish the mean, standard deviation, measuring instrument reliability, convergent, divergent and test of hypotheses respectively. The outcomes showed significant role of these retention strategies on employees’ behavioural outcomes. This implies that, management should show consistent support for the career development and economic stability of their workforce, and most especially the professionals. This is highly important for gaining their full attention and positive workplace behaviour. This will create positive employer’s branding, generate knowledge transfer, strengthen succession plan and retain top talents.
Keyword : training and development, job security, job commitment, job performance
How to Cite
Ohunakin, F., Adeniji, A. A., Ogunlusi, G., Igbadumhe, F., & Sodeinde, A. G. (2020). Talent retention strategies and employees’ behavioural outcomes: empirical evidence from hospitality industry. Business: Theory and Practice, 21(1), 192-199. https://doi.org/10.3846/btp.2020.11061
This work is licensed under a Creative Commons Attribution 4.0 International License.
References
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Meyer, J., & Allen, N. (1997). Commitment in the workplace: Theory, research and application. London: Sage.
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Moshin, A., Lengler, J., & Aguzzoli, R. (2015) Staff turnover in hotels: Exploring the quadratic and linear relationships. Tourism Management, (51), 35–48. https://doi.org/10.1016/j.tourman.2015.04.005
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Ohunakin, F., Adeniji, A., Ogunnaike, O. O., Igbadume, F., & Akintayo, D. I. (2019). The effects of diversity management and inclusion on organisational outcomes: a case of multinational corporation. Business: Theory and Practice, 20, 93–102. https://doi.org/10.3846/btp.2019.09
Ohunakin, F., Adeniji, A., Oludayo, O., & Osibanjo, O. (2018a). Perception of frontline employees towards career growth opportunities: implications on turnover intention. Business: Theory and Practice, 19, 278–287. https://doi.org/10.3846/btp.2018.28
Ohunakin, F., Adeniji, A. A., Oludayo, O. A., & Osibanjo, A. O. (2018b). Survey dataset on leadership styles and job satisfaction: the perspective of employees of hospitality providers. Data in Brief, 19, 2178–2188. https://doi.org/10.1016/j.dib.2018.06.033
Ohunakin, F., Adeniji, A. A., Oludayo, O. A., Osibanjo, O. A., & Oduyoye, O. O. (2019). Employees’ retention in Nigeria’s hospitality industry: The role of transformational leadership style and job satisfaction. Journal of Human Resources in Hospitality & Tourism. https://doi.org/10.1080/15332845.2019.1626795
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Pienaar, J., De Witte, H., Hellgren, J., & Sverke, M. (2013). The cognitive/affective distinction of job insecurity: Validation and differential relations. Southern African Business Review, 17(2), 1–22.
Saeed, M. M., & Shabir, S. (2013). The impact of training and development on employees’ skills enhancement and their subsequent intention to quit: The moderating role of perceived alternative job opportunities. African Journal of Business Management, 7(13), 1030–1034.
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Subramanian, I. D., & Shin, Y. N. (2013). Perceived organisational climate and turnover intention of employees in the hotel industry. World Applied Sciences Journal, 22(12), 1751–1759.
Tiwari, P. (2012). Human resource management practices: A comprehensive review. Pakistan Business Review, 8(9), 669–705.
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Twum, S. A. (2015). Diversity management practice and employee retention (Unpublished Master’s Thesis). Faculty of Social Sciences, Norwegian school of hotel management. University of Stavanger, Norway.
Useem, M. (1993). Company policies on education and training. In P. H. Mirvis (Ed.), Building the competitive workforce: Investing in human capital for corporate success. New York: Wiley.
Younas, W., Farooq, M., Khalil-Ur-Rehman, F., & Zreen, A. (2018). The impact of training and development on employee performance. IOSR Journal of Business and Management (IOSR-JBM), 20(7), 20–23.
Adebayo, O. I., & Lucky, O. I. E. (2012). Entrepreneurship development and national job security. National Conference on National Job Security, Conference Proceedings. Lagos, Nigeria.
Adeniji, A., Osibanjo, O., Salau, O. P., Falola, H. O., Igbinoba, E., Ohunakin, F., & Ogueyungbo, O. (2019) Competence model for measuring career development and organisational growth in the health sector. Business: Theory and Practice, 20, 248–258. https://doi.org/10.3846/btp.2019.24
Aguenza, B. B., & Som, A. P. M. (2012). Motivational factors of employee retention and engagement in organisations. International Journal of Advances in Management and Economics, 1(6), 88–95. www.managementjournal.info
Alavi, S. S., Alaghemandan, H., & Jannatifard, F. (2013). Job security at Isfahan university of medical sciences: implications on employees and type of contracts. Journal of the Academy of Medical Sciences of Bosnia and Herzegovina, 25(1), 64–67. https://doi.org/10.5455/msm.2013.25.64-67
Allen, N., & Meyer, J. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63, 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x
Alnaqbi, W. (2011). The relationship between human resource practices and employee retention in public organisations: An Exploratory Study in The United Arab Emirates (Unpublished Doctoral Thesis). Edith Cowan University. United Arab Emirates.
Anvari, R., Amin, M. S., & Seliman, S. (2010). Personal needs assessment approach in strategic training and affective commitment. International Journal of Business and Management, 5(7), 144–157. www.ccsenet.org/ijbm
Anyim, F. C., Ikemefuna, C. O., & Mbah, S. E. (2011). Human resource management challenges in Nigeria under a globalized economy. International Journal of Economics and Management Sciences, 1(4), 01–11.
Arifin, W. N., & Yusoff, M. S. B. (2016). Confirmatory factor analysis of the Universiti Sains Malaysia emotional quotient inventory among medical students in Malaysia. SAGE Open, 1–9. https://doi.org/10.1177/2158244016650240
Asfaw, A. M., Argaw, M. D., Bayissa, L. (2015). The impact of training and development on employee performance and effectiveness: A case study of district five administration office, Bole Sub-City, Addis Ababa, Ethiopia. Journal of Human Resource and Sustainability Studies, 3, 188–202. https://doi.org/10.4236/jhrss.2015.34025
Bagozzi, R. P., & Yi, Y. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16(1), 74–94. https://doi.org/10.1007/BF02723327
Benson, G. S., Finegold, D., & Mohrman, S. A. (2004). You paid for the skills, now keep them: Tuition reimbursement and voluntary turnover. Academic Management Journal, 47, 315–331. https://doi.org/10.2307/20159584
Costen, W. M., & Salazar, J. (2011). The impact of training and development on employee job satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in Hospitality & Tourism, (10), 273–284. https://doi.org/10.1080/15332845.2011.555734
Das, B. L., & Baruah, M. (2013). Employee retention: A review of literature. IOSR Journal of Business and Management, 14(2), 08–16. www.iosrjournals.org
Dixit, V., & Bhati, M. (2012). A study about employee commitment and its impact on sustained productivity in Indian auto-component industry. European Journal of Business and Social Sciences, 1(6), 34–51.
Guðlaugsdóttir, A. L. (2016). Turnover intention: What influences turnover among employees in healthcare? (Unpublished Master’s Thesis). Department of Psychology School of Business, Reykjavik University. Iceland.
Hair, J., Black, W., Babin, B., Anderson, R., & Tatham, R. (2006). Multivariate data analysis. Upper Saddle River, NJ: Pearson Prentice Hall.
Hewagama, G., Boxall, P., Cheung, G., & Hutchison, A. (2019). Service recovery through empowerment? HRM, employee performance and job satisfaction in hotels. International Journal of Hospitality Management, 81, 73–82. https://doi.org/10.1016/j.ijhm.2019.03.006
Jiang, K., David, P., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22, 73–85. https://doi.org/10.1016/j.hrmr.2011.11.005
KPMG. (2010). Job security. http://staceybrandall.wordpress.com2010/04/06/april-2010-recent-study-reveals-job-security-more-important-than-pay-and-benefits/
Lucky, E. O., Minai, M. S., & Rahman, H. A. (2013). Impact of job security on the organisational performance in a multi-ethnic environment. Research Journal of Business Management, 7(1), 64–70. https://doi.org/10.3923/rjbm.2013.64.70
Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89–96.
Martins, A. (2015). Talent management: Preparing a “Ready” agile workforce. International Journal of Pediatrics and Adolescent Medicine, 2(3&4), 112–116. https://doi.org/10.1016/j.ijpam.2015.10.002
Meyer, J., & Allen, N. (1997). Commitment in the workplace: Theory, research and application. London: Sage.
Memon, M. A., Salleh, R., Harun, H., Rashid, R. A., & Bakar, Z. A. (2014). Training, engagement, social exchange ideology and employee turnover: A proposed moderated mediation conceptual framework (pp. 151–156). www.ajbasweb.com
Moshin, A., Lengler, J., & Aguzzoli, R. (2015) Staff turnover in hotels: Exploring the quadratic and linear relationships. Tourism Management, (51), 35–48. https://doi.org/10.1016/j.tourman.2015.04.005
Muda, I., Rafiki, A., & Harahap, M. R. (2014). Factors influencing employees’ performance: A study on the Islamic banks in Indonesia. International Journal of Business and Social Science, 5(2), 73–80.
Nassazi, A. (2013). Effects of training on employee performance. Evidence from Uganda (Unpublished Master’s Thesis). International Business Vaasan Ammattikorkeakoulu, University of Applied Sciences. Uganda.
Ohunakin, F., Adeniji, A., Ogunnaike, O. O., Igbadume, F., & Akintayo, D. I. (2019). The effects of diversity management and inclusion on organisational outcomes: a case of multinational corporation. Business: Theory and Practice, 20, 93–102. https://doi.org/10.3846/btp.2019.09
Ohunakin, F., Adeniji, A., Oludayo, O., & Osibanjo, O. (2018a). Perception of frontline employees towards career growth opportunities: implications on turnover intention. Business: Theory and Practice, 19, 278–287. https://doi.org/10.3846/btp.2018.28
Ohunakin, F., Adeniji, A. A., Oludayo, O. A., & Osibanjo, A. O. (2018b). Survey dataset on leadership styles and job satisfaction: the perspective of employees of hospitality providers. Data in Brief, 19, 2178–2188. https://doi.org/10.1016/j.dib.2018.06.033
Ohunakin, F., Adeniji, A. A., Oludayo, O. A., Osibanjo, O. A., & Oduyoye, O. O. (2019). Employees’ retention in Nigeria’s hospitality industry: The role of transformational leadership style and job satisfaction. Journal of Human Resources in Hospitality & Tourism. https://doi.org/10.1080/15332845.2019.1626795
Ologbo, C. A., & Saudah, S. (2012). Individual factors and work outcomes of employee engagement. Procedia – Social and Behavioral Sciences, (40), 498–508. https://doi.org/10.1016/j.sbspro.2012.03.222
Pienaar, J., De Witte, H., Hellgren, J., & Sverke, M. (2013). The cognitive/affective distinction of job insecurity: Validation and differential relations. Southern African Business Review, 17(2), 1–22.
Saeed, M. M., & Shabir, S. (2013). The impact of training and development on employees’ skills enhancement and their subsequent intention to quit: The moderating role of perceived alternative job opportunities. African Journal of Business Management, 7(13), 1030–1034.
Schappel, C. (2012). Top 10 Job factors that attract and retain employees. http://www.hrmorning.com/top-10-job-factors-that-attract-retain-employees/
Schuler, R. S. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM. Journal of World Business, 46(4), 506–516. https://doi.org/10.1016/j.jwb.2010.10.011
Scullion, H., Collings, G. C., & Caligiuri, P. M. (2010). Global talent management (global HRM). Journal of World Business, 45(2), 105–108. https://doi.org/10.1016/j.jwb.2009.09.011
Subramanian, I. D., & Shin, Y. N. (2013). Perceived organisational climate and turnover intention of employees in the hotel industry. World Applied Sciences Journal, 22(12), 1751–1759.
Tiwari, P. (2012). Human resource management practices: A comprehensive review. Pakistan Business Review, 8(9), 669–705.
Towers Watson. (2014). Global workforce study. https://www.towerswatson.com/en/Insights/IC-Types/Survey-Research-Results/2014/08/the-2014-global-workforce-study
Tsai, W. C., & Tai, W. T. (2003). Perceived importance as a mediator of the relationship between training assignment and training motivation. Perspective Review, (32), 151–163. https://doi.org/10.1108/00483480310460199
Twum, S. A. (2015). Diversity management practice and employee retention (Unpublished Master’s Thesis). Faculty of Social Sciences, Norwegian school of hotel management. University of Stavanger, Norway.
Useem, M. (1993). Company policies on education and training. In P. H. Mirvis (Ed.), Building the competitive workforce: Investing in human capital for corporate success. New York: Wiley.
Younas, W., Farooq, M., Khalil-Ur-Rehman, F., & Zreen, A. (2018). The impact of training and development on employee performance. IOSR Journal of Business and Management (IOSR-JBM), 20(7), 20–23.