Effectiveness of Personnel Retention Strategies on Labour Turnover in Nigerian Tertiary Institutions: A Case Study of Oyo State College of Agriculture and Technology, Igboora, Nigeria

Damola Bode Akanmu, Abiodun Ismael Badmus, Robert Olalekan Olaogun and Esther Oluwajuwonlo Olawuyi
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Damola Bode Akanmu: Department of Public Administration, Oyo State College of Agriculture and Technology, Igboora, Nigeria
Abiodun Ismael Badmus: Department of Public Administration, Oyo State College of Agriculture and Technology, Igboora, Nigeria
Robert Olalekan Olaogun: Department of Public Administration, Oyo State College of Agriculture and Technology, Igboora, Nigeria
Esther Oluwajuwonlo Olawuyi: HR Consultant for Genesis Medical Diagnostics Centre, Oyo State, Nigeria

International Journal of Research and Innovation in Social Science, 2025, vol. 9, issue 5, 976-983

Abstract: Labour turnover has emerged as a persistent challenge in Nigeria’s tertiary education sector, driven by socio-economic instability, political uncertainty, and global migration of skilled professionals. This study investigates the effectiveness of personnel retention strategies in mitigating labour turnover at the Oyo State College of Agriculture and Technology (OYSCATECH), Igboora, Nigeria. Anchored on Maslow’s Hierarchy of Needs and Social Exchange Theory. With a study population of 536 staff members, using mixed-method approach, stratified sampling technique was adopted in selection of 255 participants. Structured questionnaire was adopted in quantitative data collection while in-depth interview was administered on 12 purposively sampled respondents in order to examine the existing retention mechanisms and their effectiveness on staff attrition. Quantitative data were analysed using descriptive statistics and linear regression, while qualitative insights were thematically interpreted. Findings reveal that although gaps exist—such as inadequate transport facilities and relocation support—OYSCATECH has implemented several effective retention strategies, including career advancement opportunities, leadership engagement, and timely promotions. Regression analysis confirmed a statistically significant relationship between personnel retention and reduced labour turnover (R² = 0.904, p

Date: 2025
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