Employee Engagement and Retention: Strategies for Building a High-Performance Workforce

Abstract

This study examined the influence of employee engagement and talent retention on employee performance. The dimensions of employee engagement were reviewed as cognitive engagement, affective engagement and behavioral engagement while the measures of employee retention were reviewed as employee competence, employee satisfaction and employee turnover rate. A
secondary source of data was predominantly utilized. The study adopted the Qualitative Theoretical Reasoning Approach (TRA) methodology to achieve its objectives. It adopted the Vroom Expectancy Theory and The Job Demands-Resources model (JD-R model) to guide it. Through an extensive literature review of concepts and theories under study, the study findings revealed that engaged employees often experience positive emotions (e.g., happiness, joy and enthusiasm). Engaged employees experience better health, create their own job and personal resources which enhance their competence and thus enhance talent retention. The study thus concluded that there is a practical and literal relationship between employee engagement and talent retention. The study thus, recommended that organizations should from time to time investigate employee behavior in other to manage it properly and adequately. Organization ‘s plan of action should be intentional towards employee engagement for business success. While applying adequate retention strategies, organizations should be proactive and rational in other to identify and classify talented employees for retention and improvement in employee performance.