Strategic Human Resource Management and Talent Retention in Public Sector Organizations: A Multi-Level Analysis in Enugu State, Nigeria

Abstract

This study examines the relationship between strategic human resource management (SHRM) policies and talent retention in public sector organisations using a multi-level analytical framework. It addresses the limitation of prior studies that adopt single-level perspectives by integrating organisational HR policies, managerial practices, and employee perceptions. A quantitative cross-sectional survey design was employed, with data collected from 341 employees across selected public sector organisations in Enugu State, Nigeria. Data were analysed using descriptive statistics and Linear Mixed Models (LMM) to evaluate both direct and cross-level effects. The findings indicate that organisational-level SHRM policies particularly training and development, performance management, compensation, and employee involvement have a significant positive effect on talent retention. In addition, cross-level interactions among HR policies, managerial practices, and employee perceptions significantly enhance retention outcomes. Specifically, supportive managerial behaviours and positive employee perceptions strengthen the effectiveness of SHRM policies. The study contributes to the literature by demonstrating the multi-level nature of SHRM effectiveness in public sector contexts. It also provides practical implications for policymakers and administrators, highlighting the need for integrated HR strategies and effective implementation to improve workforce stability.