Effect of Employee Engagement on Turnover Intentions in Deposit Money Banks in Delta State

This study investigates the effect of employee engagement on turnover intentions in the banking industry in Warri, Delta State, Nigeria. High employee turnover has become a critical challenge in the sector, disrupting operations and increasing recruitment and training costs. Drawing on the behavioral, emotional, and cognitive dimensions of employee engagement, the study examines how each dimension influences employees’ intentions to leave their organizations. A quantitative research design was employed, using structured questionnaires administered to 316 bank employees selected through stratified random sampling. Data were analyzed using descriptive statistics and multiple regression analysis. The findings revealed that behavioral engagement (β = 2.030, p < 0.01), emotional commitment (β = 2.043, p < 0.01), and cognitive engagement (β = 2.034, p < 0.01) each had a significant negative effect on turnover intentions. The model demonstrated strong explanatory power, with an R² value of 0.66, indicating that 66% of the variation in turnover intentions could be attributed to these engagement factors. The results suggest that employees who are behaviorally active, emotionally connected, and cognitively involved are less likely to consider leaving their jobs. The study concludes that fostering comprehensive engagement strategies—encompassing emotional attachment, active participation, and intellectual involvement—can effectively reduce turnover intentions and enhance workforce stability. It recommends that bank management in Nigeria’s banking sector prioritize initiatives that build loyalty, promote involvement in decision-making, and encourage continuous professional development to strengthen employee retention and organizational performance.

Employee engagement, Turnover intentions, Behavioral engagement, Emotional commitment

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