The Psychology of Belonging: How Inclusive Cultures Drive Retention in Diverse Workforces in Africa, A Case Study of MTN

This study examines how inclusive organizational cultures influence employee retention through the psychology of belonging, using MTN Nigeria as a case study. Drawing on industrial/organizational psychology, the research applies theories such as Social Identity Theory, Self-Determination Theory, Organizational Commitment, Leader–Member Exchange, and Job Embeddedness. A descriptive survey design was used with 120 staff across MTN departments in Lagos and Abuja. Data collection included structured questionnaires measuring perceived inclusion, belonging, organizational commitment, and turnover intention. Findings show that inclusivity strengthens psychological belonging, which in turn predicts retention through higher job embeddedness and affective commitment. However, barriers such as implicit bias, weak psychological safety, and inconsistent policy application were identified. The study recommends institutionalizing inclusive leadership training, developing a diversity climate index, and embedding belonging measures into HR dashboards to sustain workforce stability.

Psychological Belonging, Inclusive Culture, Employee Retention, Organizational Commitment

1. Adusei, C. (2017). Workforce diversity and organizational performance: A study of telecommunication firms in Ghana. Journal of African Business, 18(2), 219–235. [Google Scholar] [Crossref]

2. Baumeister, R. F., & Leary, M. R. (1995). The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497–529. [Google Scholar] [Crossref]

3. Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches (4th ed.). Sage. [Google Scholar] [Crossref]

4. Deci, E. L., & Ryan, R. M. (2000). Self-Determination Theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68–78. [Google Scholar] [Crossref]

5. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383. [Google Scholar] [Crossref]

6. Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42–51. [Google Scholar] [Crossref]

7. Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. [Google Scholar] [Crossref]

8. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX). Leadership Quarterly, 6(2), 219–247. [Google Scholar] [Crossref]

9. Horwitz, F. M. (2005). Cultural diversity in organizations: A critical review. Human Resource Development International, 8(2), 239–251. [Google Scholar] [Crossref]

10. Leary, M. R., Kelly, K. M., Cottrell, C. A., & Schreindorfer, L. S. (2013). Construct validity of the Need to Belong Scale. Journal of Personality Assessment, 95(6), 610–624. [Google Scholar] [Crossref]

11. Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Sage. [Google Scholar] [Crossref]

12. Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44(6), 1102–1121. [Google Scholar] [Crossref]

13. Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237–240. [Google Scholar] [Crossref]

14. Mor Barak, M. E., Cherin, D. A., & Berkman, S. (1998). Organizational and personal dimensions in diversity climate. Journal of Applied Behavioral Science, 34(1), 82–104. [Google Scholar] [Crossref]

15. Nishii, L. H. (2013). The benefits of climate for inclusion for gender-diverse groups. Academy of Management Journal, 56(6), 1754–1774. [Google Scholar] [Crossref]

16. Nkomo, S. (2014). Inclusion: Old wine in new bottles? Equality, Diversity and Inclusion: An International Journal, 33(1), 17–32. [Google Scholar] [Crossref]

17. Nkomo, S. M., & Kriek, D. (2011). Leading organizational change in the “new” South Africa. Journal of Occupational and Organizational Psychology, 84(3), 453–470. [Google Scholar] [Crossref]

18. Nyambegera, S. M. (2002). Ethnicity and HRM in Africa: A Kenyan case study. International Journal of Human Resource Management, 13(7), 1119–1134. [Google Scholar] [Crossref]

19. Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model. Journal of Management, 37(4), 1262–1289. [Google Scholar] [Crossref]

20. Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations (pp. 7–24). Nelson-Hall. [Google Scholar] [Crossref]

• A Comparative Study of Adjustment Level, Parental Income and Academic Achievement of Adolescent Girls
• Increase in STIs among Adolescents in Masvingo District
• A Correlation between SDG 4 (Quality Education) and Emotional Disposition of Teacher Educators in Hyderabad District
• Ear Piercing Behaviour and Self-Esteem among Male University Students in Nigeria
• A Study of Religiosity and Psychological Well-Being