Employee Turnover Reduction Strategies of Small and Medium Enterprises
1Fadahunsi, O.A., 2Olowe, A. E.
1Lead Consultant, XEMC Ltd (Financial Consultants/Trainers), Victoria Island, Lagos State, Nigeria
2School of Management Sciences, Department of Business Administration and Marketing, Babcock University, Ilishan-Remo, Ogun State, Nigeria.
https://doi.org/10.47191/jefms/v8-i2-24
ABSTRACT:
Employee turnover negatively impacts small and medium enterprises (SMEs) sustainability. Grounded in the transformational leadership theory, the purpose of this qualitative multiple case study was to explore the strategies SME leaders in Nigeria used to reduce employee turnover. The participants were three SME business owners who successfully reduced employee turnover. Data were collected using semi structured interviews and a review of company documents. Through thematic analysis, four themes were identified: effective leadership practices, focus on employees’ working conditions, enhancing employees’ competence, and implementing attractive employee benefits. The findings from this study include workable strategies SME leaders could use to reduce turnover.
KEYWORDS:
Employee Turnover; Employee Engagement; Transformational Leadership Theory; Career Growth Opportunities; Job Stress, Burnout; Work Flexibility; Leadership Style
REFERENCES:
1) Abasilim, U. D., Gberevbie, D. E., & Osibanjo, O. A. (2019). Leadership styles and employees’ commitment: Empirical evidence from Nigeria. Sage Open, 9(3), 1–15. https://doi.org/10.1177/2158244019866287
2) Akdere, M., & Egan, T. (2020). Transformational leadership and human resource development: Linking employee learning, job satisfaction, and organizational performance. Human Resource Development Quarterly, 31(4), 393–421. https://doi.org/10.1002/hrdq.21404
3) Al Balushi, A. K., Thumiki, V. R. R., Nawaz, N., & Juric, A. (2022). Role of organizational commitment in career growth and turnover intention in public sector of Oman. PLoSONE, 17(5), 1–39. https://doi.org/10.1371/journal.pone.0265535
4) Al Kurdi, B., Alshurideh, M., & Al afaishat, T. (2020). Employee retention and organizational performance: Evidence from banking industry. Management Science Letters, 10(3), 3981–3990. https://doi.org/10.5267/j.msl.2020.7.011
5) Al Muharraq, E. H., Baker, O. G., & Alallah, S. M. (2022). The prevalence and the relationship of workplace bullying and nurses turnover intentions: A cross sectional study. SAGE Open Nursing, 8(2), 1–10. https://doi.org/10.1177/23779608221074655
6) Albrecht, S. L., & Marty, A. (2020). Personality, self-efficacy and job resources and their associations with employee engagement, affective commitment and turnover intentions. The International Journal of Human Resources Management, 31(5), 657–681. https://doi.org/10.1080/09585192.2017.1362660
7) Alhmoud, A., & Rjoub, H. (2019). Total rewards and employee retention in a Middle Eastern context. Sage Open, 9(2), 1–13. https://doi.org/10.1177/2158244019840118
8) Al-Nawafah, S. S., Al-Amaeara, A. F., & Alkhawaldah, R. A. (2022). Applying transformational leadership in Jordan governmental institutions. Journal of Management Information & Decision Sciences, 25, 1–13.
9) Amah, O. E. (2018). Employee engagement in Nigeria: The role of leaders and boundary variables. SA Journal of Industrial Psychology, 44(0), e1–e8. https://doi.org/10.4102/sajip.v44i0.1514
10) Amah, O. E., & Oyetuunde, K. (2020). The effect of servant leadership on employee turnover in SMEs in Nigeria: The role of career growth potential and employee voice. Journal of Small Business and Enterprise Development, 27(6), 885–904. https://doi.org/10.1108/JSBED-01-2019-0009
11) Andrade, C. (2018). Internal, external, and ecological validity in research design, conduct, and evaluation. Indian Journal of Psychological Medicine, 40(5), 498–499. https://doi.org/10.4103/IJPSYM.IJPSYM_334_18
12) Andrews, K. S., & Mohammed, T. (2020). Strategies for reducing employee turnover in small- and medium – sized enterprises. Westcliff International Journal of Applied Research, 4(1), 58–71. https://doi.org/10.47670/wuwijar202041KATM
13) Arghode, V., Lathan, A., Alagaraja, M., Rajaram, K., & McLean, G. N. (2022). Empathic organizational culture and leadership: Conceptualizing the framework. European Journal of Training & Development, 46(1/2), 239–256. https://doi.org/10.1108/EJTD-09-2020-0139
14) Atiku, S. O., Jeremiah, A., & Boateng, F. (2020). Perception of flexible work arrangements in selected African countries during the coronavirus pandemic. South African Journal of Business Management, 51(1), 1–10. https://doi.org/10.4102/sajbm.v51i1.2285
15) Ausat, A. M. A., Suherlan, S., Peirisal, T., & Hirawan, Z. (2022). The effect of transformational leadership on organizational commitment and work performance. Journal of Leadership in Organizations, 4(1), 61–82. https://doi.org/10.22146/jlo.71846
16) Avgoustaki, A., & Bessa, I. (2019). Examining the link between flexible working arrangement bundles and employee work effort. Human Resource Management, 58(4), 431–449. https://doi.org/10.1002/hrm.21969
17) Avolio, B. J. (1999). Full leadership development: Building the vital forces in organizations. Sage.
18) Ayalp, G. G. (2022). Leadership styles and entrepreneurship orientations in Turkish construction industry. International Journal of Construction Management, 22(4), 690–700. https://doi.org/10.1080/15623599.2019.1644760
19) Babatunde, M. A., & Laoye, O. M. (2011). Assessing the effects of employee turnover on the performance of small and medium-scale enterprises in Nigeria. Journal of African Business, 12(2), 268–286. https://doi.org/10.1080/15228916.2011.588915
20) Bakker, A. B., Hetland, J., Kjellevold Olsen, O., & Espevik, R. (2022). Daily transformational leadership: A source of inspiration for follower performance? European Management Journal. 1–9. https://doi.org/10.1016/j.emj.2022.04.004
21) Bandyopadhyay, N., & Jadhav, A. (2021). Churn prediction of employees using machine learning techniques. Technical Journal / Tehnicki Glasnik, 15(1), 51–59. https://doi.org/10.31803/tg-20210204181812
22) Bass, B. M. (1985). Leadership and performance beyond expectation. Free Press.
23) Berkery, E., Morley, M. J., Tiernan, S., Purtill, H., & Parry, E. (2017). On the uptake of flexible working arrangements and the association with human resources and organizational performance outcomes. European Management Review, 14(2), 165–183. https://doi.org/10.1111/emre.12103
24) Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101. https://doi.org/10.1191/1478088706qp063oa
25) Bray, J. W., Hinde, J. M., Kaiser, D. J., Mills, M. J., Karuntzos, G. T., Genadek, K. R., Kelly, E. L., Kossek, E. E., & Hurtado, D. A. (2018). Effects of a flexibility/support intervention on work performance: Evidence from the work, family, and health network. American Journal of Health Promotion, 32(4), 963–970. https://doi.org/10.1177/0890117117696244
26) Brown, M., Cregan, C., Kulik, C. T., & Metz, I. (2022). Managing voluntary collective turnover: The impact of a cynical workplace climate. Personnel Review, 51(2), 715–730. https://doi.org/10.1108/PR-12-2019-0703
27) Buck, J. (2017). Retention remedy: Building a sense of community through appreciative inquiry. Nursing Management, 48(4), 9–12. https://doi.org/10.1097/01.NUMA.0000514065.22949.2a
28) Burns, J. M. (1978). Leadership. Harper & Row.
29) Busetto, L., Wick, W., & Gumbinger, C. (2020). How to use and assess qualitative research methods. Neurological Research and Practice, 2(14), 1–10. https://doi.org/10.1186/s42466-020-00059-z
30) Cao, X., & Chen, L. (2021). Relationships between resilience, empathy, compassion fatigue, work engagement and turnover intention in haemodialysis nurses: A cross‐sectional study. Journal of Nursing Management (John Wiley & Sons, Inc.), 29(5), 1054–1063. https://doi.org/10.1111/jonm.13243
31) Choi, S. (2020). Flexible work arrangements and employee retention: A longitudinal analysis of the federal workforces. Public Personnel Management, 49(3), 470–495. https://doi.org/10.1177/0091026019886340
32) Coetzer, A., Inma, C., Poisat, P., Redmond, J., & Standing, C. (2019). Does job embeddedness predict turnover intentions in SMEs? International Journal of Productivity and Performance Management, 68(2), 340–361. https://doi.org/10.1108/IJPPM-03-2018-0108
33) Collingridge, D. S., & Gantt, E. E. (2019). The quality of qualitative research. American Journal of Medical Quality, 35(5), 439–445. https://doi.org/10.1177/1062860619873187
34) Contu, E. G. (2020). Organizational performance – theoretical and practical approaches; Study on students’ perceptions. Proceedings of the International Conference on Business Excellence, 14(1), 398–406. https://doi.org/10.2478/picbe-2020-0038
35) Dalgiç, A. (2022). The effects of person-job fit and person-organization fit on turnover intention: The mediation effect of job resourcefulness. Journal of Gastronomy Hospitality and Travel, 5(1), 355–365. https://doi.org/10.33083/joghat.2022.136
36) Davidescu, A., Apostu, S. A., Paul, A., & Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance among Romanian employees – Implications for sustainable human resource management. Sustainability, 12(15), 1–53. https://doi.org/10.3390/su12156086
37) De Andrade, S. R., Schmitt, M. D., Storck, B. C., Piccoli, T., & Ruoff, A. B. (2018). Documentary analysis in nursing theses: Data collection techniques and research methods. Cogitare Enfermagem, 23(1), e53598–e53607. https://doi.org/10.5380/ce.v23i1.53598
38) Djourova, N. P., Molina, I. R., Santamatilde, N. T., & Abate, G. (2020). Self-efficacy and resilience: Mediating mechanisms in the relationship between the transformational leadership dimensions and well-being. Journal of Leadership & Organizational Studies, 27(3), 256–270. https://doi.org/10.1177/1548051819849002
39) Fulmer, I. S., & Li, J. (2022). Compensation, benefits, and total rewards: A bird’s-eye (re)view. Annual Review of Organizational Psychology and Organizational Behavior, 9, 147–169. https://doi.org/10.1146/annurev-orgpsych-012420-055903
40) Gani, B., Zada, M., Memon, K. R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A., & Araya-Castillo, L. (2022). Challenges and strategies for employee retention in hospitality industry: A review. Sustainability, 14(2885), 1–26. https://doi.org/10.3390/su14052885
41) Gomes, A. R., Almeida, A., & Resende, R. (2020). Athletes’ perception of leadership according to their perceptions of goal achievement and sport results. Perceptual & Motor Skills, 127(2), 415–431. https://doi.org/10.1177/0031512519892384
42) Guest, G., Namey, E., & Chen, M. (2020). A simple method to assess and report thematic saturation in qualitative research. PLoS ONE, 15(5), e0232076–e0232092. https://doi.org/10.1371/journal.pone.0232076
43) Haenggli, M., Hirschi, A., Rudolph, C. W., & Peiró, J. M. (2021). Exploring the dynamics of protean career orientation, career management behaviors, and subjective career success: An action regulation theory approach. Journal of Vocational Behavior, 131, 1–16. https://doi.org/10.1016/j.jvb.2021.103650
44) Hai, S., Wu, K., Park, I.-J., Li, Y., Chang, Q., & Tang, Y. (2020). The role of perceived high-performance HR practices and transformational leadership on employee engagement and citizenship behaviors. Journal of Managerial Psychology, 35(6), 513–526. https://doi.org/10.1108/JMP-03-2019-0139
45) Hanafin, S., Cosgrove, J., Hanafin, P., Lynch, C., & Brady, A.-M. (2022). Co-worker relationships and their impact on nurses in Irish public healthcare settings. British Journal of Nursing, 31(7), 394–399. https://doi.org/10.12968/bjon.2022.31.7.394
46) Hasan, H., Nikmah, F., & Sudarmiatin, S. (2022). Bank employees’ problems due to the imbalance of work and family demands. Banks and Bank Systems, 17(1), 176–185. https://doi.org/10.21511/bbs.17(1).2022.15
47) Hennink, M. M., Kaiser, B. N., & Weber, M. B. (2019). What influences saturation? Estimating sample sizes in focus group research. Qualitative Health Research, 29(10), 1483–1496. https://doi.org/10.1177/1049732318821692
48) Holmes, A. G. D. (2020). Researcher positionality - A consideration of its influence and place in qualitative research - A new researcher guide. Shanlax International Journal of Education, 8(4), 1–10.
49) Holtschlag, C., Masuda, A. D., Reiche, B. S., & Morales, C. (2020). Why do millennials stay in their jobs? The roles of protean career orientation, goal progress and organizational career management. Journal of Vocational Behavior, 118, 1–14. https://doi.org/10.1016/j.jvb.2019.103366
50) Hoover, S. M., Strapp, C. M., Ito, A., Foster, K., & Roth, K. (2018). Teaching qualitative research interviewer skills: A developmental framework for social justice psychological research teams. Qualitative Psychology, 5(2), 300–318. https://doi.org/10.1037/qup0000101
51) Hussein, B., & Yesiltas, M. (2020). The influence of emotional intelligence on employee’s counterwork behavior and organizational commitment: Mediating role of transformational leadership. Revista de Cercetare Si Interventie Sociala, 71(23), 377–402. https://doi.org/10.33788/rcis.71.23
52) Ihinmoyan, T. (2022). Employee compensation, retention and job satisfaction in selected small and medium scale enterprises in Akoko south west local government area Ondo state. Journal of Research in Business and Management, 10(4), 71–76.
53) Jentoft, N., & Olsen, T. S. (2019). Against the flow in data collection: How data triangulation combined with a ‘slow’ interview technique enriches data. Qualitative Social Work: Research and Practice, 18(2), 179–193. https://doi.org/10.1177/1473325017712581
54) Jian, G. (2022). From empathic leader to empathic leadership practice: An extension to relational leadership theory. Human Relations, 75(5), 931–955. https://doi.org/10.1177/0018726721998450
55) Jiang, W., Zhao, X., & Ni, J. (2017). The impact of transformational leadership on employee sustainable performance: The mediating role of organizational citizenship behavior. Sustainability, 9(9), 1–17. https://doi.org/10.3390/su9091567
56) Kaushal, P. (2019). Work life balance in relation to work stress: A study of IT professionals of Pune City. BVIMSR’s Journal of Management Research, 11(2), 114–123.
57) Kerdpitak, C., & Jermsittiparsert, K. (2020). The impact of human resource management practices on competitive advantage: Mediating role of employee engagement in Thailand. Systematic Reviews in Pharmacy, 11(1), 443–452. https://doi.org/10.5530/srp.2020.1.56
58) Klaic, A., Burtscher, M. J., & Jonas, K. (2020). Fostering team innovation and learning by means of team‐centric transformational leadership: The role of teamwork quality. Journal of Occupational & Organizational Psychology, 93(4), 942–966. https://doi.org/10.1111/joop.12316
59) Koo, B., Yu, J., Chua, B., Lee, S., & Han, H. (2020). Relationship among emotional and material rewards, job satisfaction, burnout, affective commitment, job performance, and turnover intentions in the hotel industry. Journal of Quality Assurance in Hospitality & Tourism, 21(4), 371–401. https://doi.org/10.1080/1528008X.2019.16633572
60) Krishna, C., & Garg, A. (2022). Employee retention: An important factor for strategies development. ANWESH: International Journal of Management & Information Technology, 7(1), 5–11.
61) Kurniawati, S., & Sulaeman, A. (2022). The influence of stakeholder engagement and transformational leadership on business sustainability. Jurnal Bisnis Dan Manajemen, 23(1), 45–65. https://doi.org/10.24198/jbm.v23i1.852
62) Law, P. C. F., Too, L. S., Butterworth, P., Witt, K., Reavley, N., & Milner, A. J. (2020). A systematic review on the effect of work-related stressors on mental health of young workers. International Archives of Occupational & Environmental Health, 93(5), 611–622. https://doi.org/10.1007/s00420-020-01516-7
63) Lazăr, A., Sîrbu, I., Barth, K., Bacter, C., & Hatos, A. (2022). Generosity and environmental protection: How strong is the relationship between giving and sustainability? Sustainability, 14(869), 869–883. https://doi.org/10.3390/su14020869
64) Leitao, J., Pereira, D., & Goncalves, A. (2021). Quality of work life and contribution to productivity: Assessing the moderator effects of burnout syndrome. International Journal of Environmental Research and Public Health, 18(5), 1–20. https://doi.org/10.3390/ijerph18052425
65) Li, N., Peng, J., & Yang, R. (2022). How do working conditions affect the turnover intention of medical social workers in China? BMC Health Services Research, 22(1), 67–79. https://doi.org/10.1186/s12913-021-07435-8
66) Liu, H.-L., & Lo, V. (2018). An integrated model of workload, autonomy, burnout, job satisfaction, and turnover intention among Taiwanese reporters. Asian Journal of Communication, 28(2), 153–169. https://doi.org/10.1080/01292986.2017.1382544
67) Liu, W., & Liu, Y. (2022). The impact of incentives on job performance, business cycle, and population health in emerging economies. Frontiers in Public Health, 9, 1–14. https://doi.org/10.3389/fpubh.2021.778101
68) Lochab, A., & Nath, V. (2020). Proactive personality, goal orientation and meta-skills as predictors of protean and boundaryless career attitudes. South Asian Journal of Business Studies, 9(1), 130–143. https://doi.org/10.1108/SAJBS-01-2019-0014
69) López-Cabarcos, M. Á., Vázquez-Rodríguez, P., & Quiñoá-Piñeiro, L. M. (2022). An approach to employees’ job performance through work environmental variables and leadership behaviours. Journal of Business Research, 140, 361–369. https://doi.org/10.1016/j.jbusres.2021.11.006
70) Lyons, P., & Bandura, R. (2022). Coaching to enhance learning and engagement and reduce turnover. Journal of Workplace Learning, 34(3), 295–307. https://doi.org/10.1108/JWL-08-2021-0106
71) Malek, S. L., Sarin, S., & Haon, C. (2020). Extrinsic rewards, intrinsic motivation, and new product development performance. Journal of Product Innovation Management, 37(6), 528–551. https://doi.org/10.1111/jpim.12554
72) Masood, S., Siddiqui, G. K., Lodhi, H., & Shahbaz, S. (2020). Effect of leadership styles on organizational citizenship behavior and employee turnover intention. Journal of Accounting and Finance in Emerging Economies, 6(2), 487–495. https://doi.org/10.26710/jafee.v6i2.1200
73) McCrae, E. B. (2020). Do employees leave companies or do employees leave managers? Performance Improvement, 59(8), 33–42. https://doi.org/10.1002/pfi.21933
74) McSweeney, B. (2021). Fooling ourselves and others: Confirmation bias and the trustworthiness of qualitative research – Part 1 (the threats). Journal of Organizational Change Management, 34(5), 1063–1075. https://doi.org/10.1108/JOCM-04-2021-0117
75) Mensah, A. (2021). Job stress and mental well-being among working men and women in Europe: The mediating role of social support. International Journal of Environmental Research and Public Health, 18(5), 1–18. https://doi.org/10.3390/ijerph18052494
76) Mpofu, F. Y. (2021). Addressing the saturation attainment controversy: Evidence from the qualitative research on assessing the feasibility of informal sector taxation in Zimbabwe. Technium Social Sciences Journal, 19(1), 607–630.
77) Oh, S. Y., & Koo, S. (2021). Protean career attitude and organizational commitment in learning organization climate. Leadership & Organization Development Journal, 42(6), 837–855. https://doi.org/10.1108/LODJ-10-2020-0458
78) Ohunakin, F., Adeniji, A., Oludayo, O., & Osibanjo, A. (2018). Perception of frontline employees towards career growth opportunities: Implications on turnover intention. Business: Theory & Practice, 19, 278–287. https://doi.org/10.3846/btp.2018.28
79) Okoli, I. E. N., Nnabuife, E. K., Adani, I. N., & Ugbo, E. I. (2021). Transformational leadership and organizational success: Evidence from tertiary institutions. Journal of Economics and Business, 4(1), 170–182. https://doi.org/10.31014/aior.1992.04.01.329
80) Ong, S., Hendry, H., Winata, V., & Monika, M. (2021). The influence of discipline, work environment, and work commitment on job satisfaction. International Journal of Social Science and Business, 5(2), 174–179. https://doi.org/10.23887/ijssb.v5i2.34976
81) Ongaki, J. (2019). An examination of the relationship between flexible work arrangements, work-family conflict, organizational commitment, and job performance. Management, 23(2), 169–187. https://doi.org/10.2478/manment-2019-0025
82) Patnaik, A., & Dubey, R. (2019). Impact of leadership on employee engagement and intent to stay. International Journal on Leadership, 7(2), 58–66.
83) Qureshi, M. A., Qureshi, J. A., Thebo, J. A., Shaikh, G. M., Brohi, N. A., & Qaiser, S. (2019). The nexus of employee’s commitment, job satisfaction, and job performance: An analysis of FMCG industries of Pakistan. Cogent Business & Management, 6(1), 1–21. https://doi.org/10.1080/23311975.2019.1654189
84) Rais, S., Rubini, B., & Herfina, S. (2022). Increasing teacher creativity through strengthening transformational leadership, teamwork, and work engagement. Pegem Journal of Education & Instruction / Pegem Egitim ve Ögretim, 12(1), 232–241. https://doi.org/10.47750/pegegog.12.01.24
85) Ramos Salazar, L. (2022). The mediating effect of mindfulness and self-compassion on leaders’ communication competence and job satisfaction. Journal of Communication Management, 26(1), 39–57. https://doi.org/10.1108/JCOM-07-2021-0074
86) Ray, T. K., & Pana-Cryan, R. (2021). Work flexibility and work-related well-being. International Journal of Environmental Research and Public Health, 18(6), 1–17. https://doi.org/10.3390/ijerph18063254
87) Redondo, R., Sparrow, P., & Hernández-Lechuga, G. (2021). The effect of protean careers on talent retention: Examining the relationship between protean career orientation, organizational commitment, job satisfaction and intention to quit for talented workers. The International Journal of Human Resource Management, 32(9), 2046–2069. https://doi.org/10.1080/09585192.2019.1579247
88) Reynaldo, J., Tannady, H., & Nurjanah, S. (2022). Role of work stress and work discipline on performance of high school teachers in East Jakarta, Indonesia. International Journal of Early Childhood Special Education, 14(1), 1099–1104. https://doi.org/10.9756/INT-JECSE/V14I1.221124
89) Romi, M. V., Alsubki, N., Almadhi, H. M., & Propheto, A. (2022). The linkage between leadership styles, employee loyalty, and turnover intention in healthcare industry. Frontiers in Psychology, 13, 1–5. https://doi.org/10.3389/fpsyg.2022.890366
90) Sadeghi Moghadam, M. R., Arabi, N. G., & Khoshsima, G. (2021). A review of case study method in operations management research. International Journal of Qualitative Methods, 20(2), 1–11. https://doi.org/10.1177/16094069211010088
91) Schermuly, C. C., Creon, L., Gerlach, P., Graßmann, C., & Koch, J. (2022). Leadership styles and psychological empowerment: A meta-analysis. Journal of Leadership & Organizational Studies, 29(1), 73–95. https://doi.org/10.1177/15480518211067751
92) Sepahvand, R., & Khodashahri, R. B. (2021). Strategic human resources management practices and employee retention: A study of moderating role of job engagement. Iranian Journal of Management Studies, 14(2), 437–468. https://doi.org/10.22059/IJMS.2020.291391.673843
93) Shafi, M., Zoya, L. Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation. Asia Pacific Management Review, 25(3), 166–176. https://doi.org/10.1016/j.apmrv.2019.12.002
94) Siedlecki, S. L. (2020). Case study research design in nursing. Clinical Nurse Specialist, 34(6), 250–256. https://doi.org/10.1097/NUR.0000000000000554
95) Sihotang, R. (2022). The effect of compensation, transformational leadership and organizational culture on employee turnover intensity. IJHCM: International Journal of Human Capital Management, 5(2), 132–139. https://doi.org/10.21009/IJHCM.05.02.12
96) Siyanbola, T. O., & Gilman, M. W. (2017). Extent of employee turnover in Nigerian SMEs: Employees’-owner/managers’ standpoint. Employee Relations, 39(7), 967–985. https://doi.org/10.1108/ER-02-2016-0046
97) Stazyk, E. C., & Davis, R. S. (2020). Transformational leaders: Bridging the gap between goal ambiguity and public value involvement. Public Management Review, 22(3), 364–385. https://doi.org/10.1080/14719037.2019.1588357
98) Stutterheim, S. E., & Ratcliffe, S. E. (2021). Understanding and addressing stigma through qualitative research: Four reasons why we need qualitative studies. Stigma and Health, 6(1), 8–19. https://doi.org/10.1037/sah0000283
99) Swygart-Hobaugh, M. (2019). Bringing method to the madness: An example of integrating social science qualitative research methods into NVivo data analysis software training. IASSIST Quarterly, 43(2), 1–16. https://doi.org/10.29173/iq956
100) Tedone, A. M., & Bruk-Lee, V. (2022). Speaking up at work: Personality’s influence on employee voice behavior. International Journal of Organizational Analysis 30(2), 289–304. https://doi.org/10.1108/IJOA-09-2020-2417
101) Tetteh, S., Dei Mensah, R., Opata, C. N., & Mensah, C. N. (2022). Service employees’ workplace fun and turnover intention: The influence of psychological capital and work engagement. Management Research Review, 45(3), 363–380. https://doi.org/10.1108/MRR-12-2020-0768
102) Theriou, G., Chatzoudes, D., & Diaz Moya, C. A. (2020). The effect of ethical leadership and leadership effectiveness on employee’s turnover intention in SMEs: The mediating role of work engagement. European Research Studies, 23(4), 947–963. https://doi/org/10.35808/ersj/1725
103) Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. A. S. (2020). The impact of transformational leadership on employee retention: Mediation and moderation through organizational citizenship behavior and communication. Frontiers in Psychology, 11(314), 1–11. https://doi.org/10.3389/fpsyg.2020.00314
104) Tingo, J., & Mseti, S. (2022). Effect of employee independence on employee performance. International Journal of Engineering, Business and Management, 6(2), 1–11. https://doi.org/10.22161/ijebm.6.2.1
105) Tongkachok, K., Garg, S., Sakthimala, B., & Vijayalakshmi, N. S. (2022). Impact of transformational leadership on organizational performance through employee motivation. The Electrochemical Society, 107(1), 12873–12886. https://doi.org/10.1149/10701.12873ecst
106) Vande Griek, O. H., Clauson, M. G., & Eby, L. T. (2020). Organizational career growth and proactivity: A typology for individual career development. Journal of Career Development, 47(3), 344–357. https://doi.org/10.1177/0894845318771216
107) Varpio, L., Ajjawi, R., Monrouxe, L. V., OʼBrien, B. C., & Rees, C. E. (2017). Shedding the cobra effect: Problematising thematic emergence, triangulation, saturation and member checking. Medical Education, 51(1), 40–50. https://doi.org/10.1111/medu.13124
108) Wan, W., & Duffy, R. D. (2022). Decent work and turnover intention among new generation employees: The mediating role of job satisfaction and the moderating role of job autonomy. SAGE Open, 12, 1–11. https://doi.org/10.1177/21582440221094591
109) Wang, W., & Sun, R. (2020). Does organizational performance affect employee turnover? A re‐examination of the turnover–performance relationship. Public Administration, 98(1), 210–225. https://doi.org/10.1111/padm.12648
110) Weng, Q. D., & Zhu, L. (2020). Individuals’ career growth within and across organizations: A review and agenda for future research. Journal of Career Development, 47(3), 239–248. https://doi.org/10.1177/0894845320921951
111) Winarno, A., Prasetio, A. P., Luturlean, B. S., & Wardhani, S. K. (2022). The link between perceived human resource practices, perceived organisational support and employee engagement: A mediation model for turnover intention. SA Journal of Human Resource Management, 20(0), e1–e7. https://doi.org/10.4102/sajhrm.v20i0.1802
112) Wohlfart, O. (2020). “Digging deeper?”: Insights from a novice researcher. International Journal of Qualitative Methods, 19, 1–5. https://doi.org/10.1177/1609406920963778
113) Woo, H., Kim, H., & Park, S. (2019). Burnout and turnover intentions among junior counseling faculty: Moderating role of mentoring. Journal of Employment Counseling, 56(2), 85–94. https://doi.org/10.1002/joec.12114
114) World Bank. (2021). Labor force participation rate, total (% of total population ages 15+) (National estimate) – Nigeria. https://data.worldbank.org/indicator/SL.TLF.CACT.NE.ZS?locations=NG
115) Xu, H., Wang, Z., Lian, N., Khan, A., & Zhang, L. (2022). The impact of transformational leadership on organizational commitment and intention to stay: Empirical evidence from China’s performing arts industry. Frontiers in Psychology, 13, 874803–874816. https://doi.org/10.3389/fpsyg.2022.874803
116) Yang, T., Jiang, X., & Cheng, H. (2022). Employee recognition, task performance, and OCB: Mediated and moderated by pride. Sustainability, 14(3), 1631–1643. https://doi.org/10.3390/su14031631
117) Yin, R. K. (2018). Case study research and applications: Design and methods (6th ed.). Sage.
118) Yu, H. S., Lee, E. J., & Na, T. K. (2022). The mediating effects of work–life balance (WLB) and ease of using WLB programs in the relationship between WLB organizational culture and turnover intention. International Journal of Environmental Research and Public Health, 19(6), 3482–3497. https://doi.org/10.3390/ijerph19063482
119) Yuniasanti, R., Abas, N. A. H., & Hamzah, H. (2019). Employee turnover intention among millennials: The role of psychological well-being and experienced workplace incivility. Humanitas Indonesian Psychological Journal, 16(2), 74–85.
120) Zainab, B., Akbar, W., & Siddiqui, F. (2022). Impact of transformational leadership and transparent communication on employee openness to change: Mediating role of employee organization trust and moderated role of change-related self-efficacy. Leadership & Organization Development Journal, 43(1), 1–13. https://doi.org/10.1108/LODJ-08-2020-0355
121) Zhu, L., Flores, L. Y., Weng, Q., & Li, J. (2021). Testing a moderated mediation model of turnover intentions with Chinese employees. Journal of Career Development, 48(6), 893–909. https://doi.org/10.1177/0894845319900938
