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

Keywords: Psychological Belonging, Inclusive Culture, Employee Retention, Organizational Commitment,

Diversity Climate, MTN Nigeria.

Workforce diversity has become a concept for organizations in Africa across different industries. Companies

including MTN Nigeria operate across different regions and employ thousands of people from different ethnic

and cultural backgrounds. Nigeria has over 250 ethnic groups and more than 500 languages which makes the

workforce highly competitive and diverse. Diversity gives companies access to a wide range of skills and ideas,

but it also brings challenges in building inclusion and keeping employees over time (Horwitz, 2005;

Nyambegera, 2002). Retention remains a major concern for organizations in Africa. Even with significant

investments in training, career development, and diversity initiatives, many firms still face high turnover. Nkomo

leave (Mitchell et al., 2001; Meyer & Allen, 1997). A key factor is belonging which is the sense of being accepted

and valued in the workplace. Deci and Ryan’s (2000) Self-Determination Theory explains that employees are

more engaged and more likely to remain when their needs for competence and relatedness are met.

Research also shows that organizational commitment is closely tied to belonging. Meyer and Allen’s (1997)

model highlights three forms: affective commitment (emotional attachment to the organization), continuance

commitment (staying because of the cost of leaving), and normative commitment (a sense of obligation to stay).

Inclusive cultures are most strongly linked to affective commitment because when employees feel they belong,

they form stronger emotional ties to their organization (Eisenberger et al., 2001).

This research is guided using the following research questions:

1. To what extent does an inclusive organizational culture improve employee retention at MTN?

(Tajfel & Turner, 1986). In the workplace, people identify with managers, languages, culture, teams,

departments, and the organization itself. When a workplace promotes inclusion, employees are less likely to feel

excluded as outsiders and more likely to develop strong identification with the organization (Nkomo, 2014;

Shore et al., 2011). This identification builds loyalty and lowers employee turnover.

Self-Determination Theory (Deci & Ryan, 2000) argues that people are motivated when their needs for

autonomy, competence, and relatedness are satisfied. In organizational life, inclusion speaks directly to

relatedness. When employees feel accepted and valued, they are more motivated and less likely to consider

leaving. However, environments that fail to provide belonging create a culture where people do not feel valued,

acknowledged, respected and this affects overall retention strategies (Eisenberger et al., 2001).

Job Embeddedness Theory (Mitchell et al., 2001) suggests that retention is not explained by job satisfaction

and the organization. When employees feel they belong, they are more willing to go beyond formal job

requirements and are less likely to leave voluntarily (Mor Barak et al., 1998; Nishii, 2013).

Leader–Member Exchange (LMX) theory (Graen & Uhl-Bien, 1995) explains the role of supervisors. Leaders

who practice inclusion through fair treatment, respect, open communication, and trust-building create higher-

quality relationships with employees. These relationships improve belonging and strengthen the decision to stay

and matters more than policies on paper. As the saying goes, culture eats strategy for breakfast so even the best

HR strategies fail if the daily culture does not make employees feel seen, respected, and included (Nkomo &

Kriek, 2011; Nyambegera, 2002).

Belonging is more than being present in the workplace; it is the experience of acceptance and recognition

intentions and improves satisfaction (Mor Barak et al., 1998). Research also shows that organizational support

and the idea that the employer values employee contributions enable stronger attachment and higher retention

(Eisenberger et al., 2001).

Global studies consistently show that inclusion promotes retention. Shore et al. study (2011) found that inclusive

In Africa, research highlights unique challenges. Horwitz (2005) found that while South African companies have

diversity policies, many employees feel a sense of discrimination and exclusion that affects the retention of

competitive employees. Nyambegera (2002) reported similar findings in Kenya, whereby ethnic divisions

reduced the idea that fairness existed. Nkomo and Kriek (2011) argued that African firms adopt global diversity

frameworks without adapting them to local cultures which limits the effectiveness of these frameworks.

Telecommunication companies provide useful examples. Studies in Ghana and Nigeria have shown that cultural

diversity can improve innovation but also lead to conflict if not managed inclusively (Adusei, 2017). For MTN

divisions (Nkomo, 2014).

Bias in promotions and rewards: Perceived unfairness affects trust in management.

Hierarchical leadership: Strong power distance limits employee voice and also affects employee sense of

belonging.

Policy and practice gaps: Organizations may have written diversity policies; however, the daily operations of

employees are not equally aligned to these practices with line managers and team lead not properly implementing

these policies. (Nyambegera, 2002). These challenges highlight the need to move from symbolic diversity

management to practices that genuinely foster belonging.

The population comprised of employees of MTN Nigeria across different offices. Departments included Human

Resources, IT and Digital Services, Operations, Customer Service, and Sales and Marketing.

A random sampling technique was used. Stratification was based on two criteria:

Department: To understand and analyze functional diversity.

Employee level: To balance perspectives from entry level employees, mid-level employees to senior managers.

From an estimated workforce of 800 in these offices, 120 employees were selected as the sample. This size was

considered adequate to represent departmental diversity while remaining manageable for in-depth analysis.

Data was collected using a structured questionnaire divided into five sections with each measuring a construct

linked to inclusion, belonging, and retention. All scales were drawn from established measures with proven

reliability in organizational research. Responses were captured on a five-point Likert scale, ranging from 1

(Strongly Disagree) to 5 (Strongly Agree).

consistency reliability:

All exceeded the 0.70 threshold recommended by Nunnally (1978), indicating strong reliability.

Questionnaires were distributed physically and electronically. To improve response rates, the research study was

considered confidential and voluntary, and employees were assured of anonymity. Out of 120 questionnaires

Statistical Technique Used: Regression-Based Mediation with Sobel Test.

Where:

Sobel Test: z = 4.21, p < 0.001.

Belonging partially mediates the inclusion–retention relationship. Inclusion improves retention, but the effect

becomes stronger when employees feel a genuine sense of belonging.

Statistical Technique Used: Chi-Square Test of Independence.

Formula:

Chi-square Result: χ² = 10.7, df = 2, p < 0.01.

Favouritism and poor communication are the most cited barriers, with significant variation across departments.

These barriers weaken employee confidence in inclusion.

Statistical Technique Used: Friedman Test (Ranked Preferences).

Friedman Test Result: χ² = 38.4, df = 4, p < 0.001.

Employees ranked leadership training and fair HR practices as the most important interventions for strengthening

These findings align with the Social Identity Theory earlier mentioned which suggests that employees identify

more strongly with organizations that accept them (Tajfel & Turner, 1986). They also support Self-Determination

Theory by showing that inclusion satisfies the need for relatedness (Deci & Ryan, 2000). The strong correlation

between belonging and affective commitment is consistent with Meyer and Allen’s model (1997).

While MTN has formal inclusion policies, the findings suggest the need to be more proactive in daily practice

and leadership accountability. Leadership is central to employee belonging. Managers who treat staff fairly and

recognize their contributions are able to create inclusive environments. Training in inclusive leadership is

important but accountability matters too. Tools like 360-degree feedback and employee surveys can measure

how well leaders practice inclusion, making it part of performance standards and appraisals.

HR and organizational policy set the framework for fairness. Recruitment and promotions should also be

and respected, their sense of belonging grows, and they are more likely to stay.

This study examined how inclusive culture drives retention at MTN Nigeria by focusing on belonging as the

connecting factor. The findings showed that employees who feel included are more likely to develop a sense of

belonging, which strengthens commitment and lowers turnover intention. Inclusion therefore acts as the

foundation of retention, because it satisfies employees’ psychological need to feel accepted and valued at work.

The evidence also highlights that theory translates well into practice. Inclusion builds identification with the

organization, supports relatedness, and deepens workplace connections. It fosters affective commitment and

depends heavily on the quality of leader–employee relationships. At MTN, gaps still exist between policy and

daily practice, but when inclusion is consistently applied, belonging grows, and employees choose to stay.