Please use this identifier to cite or link to this item:
Title: Investigating the relationship between managerialist employment relations and employee turnover intention: The case of Nigeria
Authors: Oruh, ES
Mordi, C
Ajonbadi, A
Mojeed-Sanni, B
Nwagbara, U
Rahman, M
Keywords: managerialism;employment relations;employee turnover intention;Nigeria
Issue Date: 6-Jan-2020
Publisher: Emerald
Citation: Oruh, E.S., Mordi, C., Ajonbadi, A., Mojeed-Sanni, B., Nwagbara, U. and Rahman, M. (2020) 'Investigating the relationship between managerialist employment relations and employee turnover intention: The case of Nigeria', Employee Relations, 42 (1), pp. 52-74. doi: 10.1108/ER-08-2018-0226.
Abstract: Purpose: The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public hospitals in Nigeria, which have a history of problematic human resource management (HRM) practice, a non-participatory workplace culture, managerialist employment relations and a high employee turnover intention. Design/methodology/approach: Based on a qualitative, interpretive approach, this paper investigates the process by which Nigerian employment relations practices trigger the employee turnover intention of doctors using 33 semi-structured interviews with key stakeholders in public hospitals. Findings: This study found that Nigeria’s managerialist employment relations trigger the employee turnover intention of medical doctors. Additionally, it was found that although managerialist employment relations lead to turnover intention, Nigeria’s unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment. Research limitations/implications: Studies on the interface between managerialism and employment relations are still under-researched and underdeveloped. This paper also throws more light on issues associated with managerialist employment relations and human resources practice including stress, burnout and dissatisfaction. Their relationship with doctors’ turnover intention has significant implications for employment policies, engagement processes and HRM in general. The possibility of generalising the findings of this study is constrained by the limited sample size and its qualitative orientation. Originality/value: This paper contributes to the dearth of studies emphasising employer–employee relationship quality as a predictor of employee turnover intention and a mediator between managerialist organisational system and turnover intention. The study further contributes to the discourse of employment relations and its concomitant turnover intention from developing countries’ perspective within the medical sector.
ISSN: 0142-5455
Appears in Collections:Brunel Business School Research Papers

Files in This Item:
File Description SizeFormat 
FullText.pdfThis article has been published in a revised form in Employee Relations This version is free to view and download for private research and study only. Not for re-distribution or re-use. © 2020 Emerald Publishing Limited.399.17 kBAdobe PDFView/Open

This item is licensed under a Creative Commons License Creative Commons