INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
Page 1128
Talent Management and Innovativeness of Employees in Polytechnics,
Akwa Ibom State Nigeria
Asuquo, Anietie Offonime
Department of Business Administration and Management, Federal Polytechnic, Ukana, Akwa Ibom
State, Nigeria
DOI: https://doi.org/10.51244/IJRSI.2025.1210000102
Received: 06 October 2025; Accepted: 14 October 2025; Published: 05 November 2025
ABSTRACT:
This study investigates the relationships between talent attraction, learning, and employee innovativeness in
Polytechnics in Akwa-Ibom State, Nigeria. Three objectives, research questions and hypotheses were raised to
guide the study. The data analysis revealed a strong and significant positive correlation between talent attraction
and idea generation among employees, demonstrating that attracting skilled talent greatly enhances creativity
within the institutions. Learning was also found to have a high positive relationship with idea generation, concept
analysis, and idea promotion. Employees who engage more in learning activities exhibit improved capabilities
in generating, analyzing, and promoting innovative ideas. Additionally, a moderate but significant correlation
between learning and concept analysis highlights learning’s role in refining employees’ critical thinking and
problem-solving skills. Based on these findings, recommendations emphasize the need for Polytechnic
management to develop systems for attracting and retaining talent, along with providing ample learning
opportunities. By doing so, these institutions can foster an environment conducive to sustained creativity and
innovation. This study contributes to understanding how effective talent management and learning initiatives
improve employee innovation and drive institutional success in the Nigerian higher education context.
Keywords: Talent Attraction, Employee Innovativeness, Idea Generation, Concept Analysis, Idea Promotion,
Learning, Polytechnic Employees, Creativity, Innovation Management
INTRODUCTION
The contemporary business environment's competitiveness and uncertainty, combined with societal knowledge
demands, evolving information technologies, and labor force structural changes, impose new management
challenges on organizations. The pivotal factors for organizational success and competitiveness are the quality
of human capital and effective human resource development implementation (Plzen, 2013). Organizations
cannot compete effectively without skilled workers and continuous investment in human capital (Verma &
Sheokand, 2015). Aligning the right people in the right roles and at the right time is essential for gaining
competitive advantage. This study conceptualizes talent management as an organization's strategic commitment
to attracting, recruiting, hiring, retaining, and developing talented employees. Effective talent management
entails deliberate approaches to sourcing, attracting, selecting, training, developing, retaining, promoting, and
moving employees internally. However, many organizations excessively focus on attracting talent while
neglecting retention and development efforts (Elsalanty, 2011). The study addresses talent management through
three dimensions: talent attraction, learning, and talent retention.
Organizations now operate under economic conditions marked by talent shortages and challenging work
environments, making the strategic attraction of qualified human resources vital. Talent attraction, the first
dimension, encompasses all strategies, recognition, and compensation techniques used by Polytechnics in Akwa-
Ibom State, Nigeria, to draw skilled potential employees capable of resolving institutional challenges. Tools such
as compensation, recognition, promotion, bonuses, and incentives are critical. Institutions that implement these
strategies effectively tend to attract quality human resources and enhance goal attainment. Tansley et al. (2007)
emphasize that organizational survival hinges on workforce quality, supporting the view that Polytechnics with
skilled workforces can outperform competitors by boosting operational efficiency and service quality.
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
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The second dimension is learning, encompassing knowledge acquisition, information distribution, interpretation,
and memory, all contributing to positive organizational development. Learning fosters participatory
organizational behavior and helps determine the organization's ability to learn (Huang, 2010). In the context of
Akwa-Ibom Polytechnics, learning is reflected through employees’ attention and memory, which contribute to
organizational development.
Talent retention, the third dimension, involves organizational practices aimed at retaining highly skilled
employees for as long as possible, increasing productivity and ensuring strategic objectives are met. Talented
employees excel naturally without excessive effort, and organizations must leverage these talents to address
challenges effectively (Govaerts, 2015). Ensuring career paths and financial security for Polytechnics' employees
is essential for fostering commitment and retention.
Innovation within employees is crucial for organizational success and competitiveness. Innovative employees
offer solutions with fewer errors, cost efficiency, adherence to standards, and resource optimization—key factors
influencing competitive advantage. Employee innovativeness, per Kante and Wilson (2018), refers to a complex
behavior involving idea generation, promotion, and realization aimed at enhancing task accomplishment and
achieving goals in new ways. Innovation distinguishes employees, increases their performance prospects, and
boosts organizational outcomes. The study measures innovativeness through idea generation, concept analysis,
and idea promotion.
Problem Statement
Organizations' competitive strength depends fundamentally on managing internal talent. Hence, talent attraction,
learning, and retention are vital tools for managing employee talent in Akwa-Ibom Polytechnics. Yet, employees
in these institutions apparently lack the innovative capabilities required for organizational success. Poor idea
generation, inadequate analysis, and ineffective promotion of ideas hinder innovation. Additionally,
management often neglects employee-generated ideas, leading to diminished innovation morale—a detrimental
situation for institutions in highly competitive environments. Organizations with demotivated workforces’ risk
global market failure (Wolfe, 2014; Ramamoorthy et al., 2015; Taggar, 2016).
Another reason for this study is the observed scarcity of empirical work on talent management and employee
innovativeness specifically in Akwa-Ibom State Polytechnics. While several studies have explored talent
management in relation to organizational or employee performance, workplace harmony, or operational
efficiency—such as Verma and Sheokand (2015) on construction firms in India, Mohim et al. (2016) at Oil Jam
Petrochemical Complex, Mary (2017) at the United Nations, and others—none have explicitly considered the
relationship between talent management and employee innovativeness in this Nigerian context.
Conceptual Framework
EMPLOYEE INNOVATIVENESS
Talent Attraction
Recognition
Compensation
Concept Analysis
Need Determination
Value Determination
Learning
Attention
Memory
TALENT MANAGEMENT
Norms
Values
ORGANIZATIONAL
CULTURE
Idea Generation
Searching
Reviewing
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
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Fig. 1.1: Conceptual Framework of Talent Management and Employee Innovativeness
Source: (Kante &Wilson, 2018; Govaerts, 2015; Elsalanty, 2011 and Verma & Sheokand, 2015).
Aim and Objectives of the study
The study aimed to examine the relationship between talent management and employee innovativeness within
Polytechnics in Akwa-Ibom State, Nigeria. The primary objectives were:
1. To examine the relationship between talent attraction and idea generation for employees of Polytechnics in
Akwa-Ibom State, Nigeria.
2. To investigate the relationship between learning and idea generation for employee of Polytechnics in Akwa-
Ibom State, Nigeria.
3. To evaluate the relationship between learning and concept analysis for employees of Polytechnics in Akwa-Ibom
State, Nigeria.
Research Questions
The study is guided by the following research questions:
1. What is the relationship between talent attraction and idea generation for employees of Polytechnics in Akwa-
Ibom State, Nigeria?
2. What is the relationship between learning and idea generation for employees of Polytechnics in Akwa-Ibom
State, Nigeria?
3. What is the relationship between learning and concept analysis for employees of Polytechnics in Akwa-Ibom
State, Nigeria?
Hypotheses
To provide tentative answers to the research questions, the following hypotheses were formulated to guide the
study:
Ho1: There is no significant relationship between talent attraction and idea generation for employees of
Polytechnics in Akwa-Ibom State, Nigeria.
Ho2: There is no significant relationship between learning and idea generation for employees of Polytechnics
in Akwa-Ibom State, Nigeria.
HO3: There is no significant relationship between learning and concept analysis for employees of Polytechnics
in Akwa-Ibom State, Nigeria.
Significance of study
The significance of this study lies in its potential to benefit tertiary institutions by evaluating the impact of talent
management on employee innovativeness, which ultimately affects quality productivity, competitiveness, and
investment. Polytechnic administrations can apply its findings to enhance talent management strategies, focusing
on attraction, learning, and retention to improve organizational performance cost-effectively. The study also
offers insights for policy making regarding recruitment, development, and retention of talented employees,
while serving as a valuable reference for academicians and further research.
The scope of the study
The scope of the study is discussed under content scope, geographical scope, and unit of analysis.
Content Scope: Focused on talent management and employee innovativeness. Talent management is confined to
talent attraction (recognition and compensation), learning (attention and memory), and talent retention (career
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
Page 1131
path and financial security). Innovativeness is measured through idea generation (searching and reviewing),
concept analysis (need and value determination), and idea promotion (convincing and proposing).
Geographical Scope: Limited to nine Polytechnics in Akwa-Ibom State, Nigeria, including Federal Polytechnic
Ukana, Akwa-Ibom State Polytechnic Ikot-Osurua, Uyo City Polytechnic, Akwa-Ibom College of Art and
Science Nnug Ukim, Trinity Polytechnic Uyo, Sure Foundation Polytechnic Ikot Akai Ukanafun, Heritage
Polytechnic Ikot Udota, Foundation College of Technology (Innovation Polytechnic), and Southern Atlantic
Polytechnic Uyo.
Unit of Analysis: The micro-level focus on employees, specifically administrative staff, rather than the
organization as a whole.
By analyzing these dimensions within the unique context of Nigerian Polytechnics, the study addresses a critical
gap in empirical literature concerning how talent management practices influence employee innovativeness. This
framework and study design enable a detailed exploration of how recognition, compensation, learning
opportunities, career development, and financial security work together to foster innovation among employees
in academic institutions.
Thus, this study strives to provide actionable knowledge on optimizing talent management to promote creativity
and innovative behavior among employees, thereby bolstering institutional success and competitiveness in a
demanding educational environment (Kante & Wilson, 2018; Govaerts, 2015; Elsalanty, 2011; Verma &
Sheokand, 2015).
This study structures talent management along three dimensions:
1. Talent attraction (recognition and compensation)
2. Learning (attention and memory)
3. Talent retention (career path and financial security)
It also assesses employee innovativeness through:
1. Idea generation (searching and reviewing)
2. Concept analysis (need determination and value determination)
3. Idea promotion (convincing and proposing)
Moreover, the study integrates organizational culture, particularly norms and values, as a moderating factor to
examine its influence on the relationship between these dimensions and innovativeness.
Talent Management and Organizational Success
Research highlights how talent management directly correlates with organizational success. For instance, studies
on manufacturing firms in Akwa-Ibom State reveal that competency mapping and training & development
positively influence organizational success (web Leadership further plays a crucial role in fostering creativity
and innovation by supporting employees with resources, feedback, and coaching (web Effective talent
management not only attracts but also retains top talent, thus creating a workforce capable of driving innovation.
Similarly, in Nigerian universities, talent management involving performance management, employee
empowerment, and compensation impacts organizational culture and employee retention.
Learning and Innovation Capacity
Learning within organizations is essential for growth and adaptability. It enables knowledge acquisition and
interpretation, fostering a culture of continuous improvement (Huang, 2010). Innovation capacity is closely
linked to talent management, where skilled individuals capable of innovation are identified and developed.
Research confirms that innovation ability combined with talent management and good leadership enhances
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
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organizational performance (). Innovation involves complex behaviors including idea generation, promotion,
and realization, which are critical for meeting organizational goals in novel ways (Kante and Wilson, 2018).
Talent Retention and Employee Commitment
Retention practices such as clear career paths and financial security encourage talented employees to remain
committed. This stability enhances productivity and goal fulfillment (Govaerts, 2015). Studies in Nigerian
educational contexts confirm the importance of proactive performance management and a dynamic institutional
culture in retaining talented employees (). Without effective retention, institutions risk losing skilled talent to
competitors, undermining their competitive positioning.
Employee Innovativeness and Competitive Advantage
Innovative employees contribute significantly to organizational success by generating fresh ideas and enhancing
task accomplishment. Innovation at the workplace promotes employee growth and distinguishes high performers
(Kante and Wilson, 2018). The study identifies employee innovativeness as a key factor influencing
competitiveness for Polytechnics in Akwa-Ibom State.
Theoretical Framework
This study is grounded theoretically by four key theories: Diffusion of Innovation Theory, Expectancy Theory,
Contingency Theory of Management, and Population Ecology Theory (with the latter less elaborated in the text).
The Diffusion of Innovation Theory, proposed by Rogers in 1962, assumes a social system where individuals
adopt innovations at varying times and levels. Early adopters (innovators) who embrace new ideas like idea
generation, concept analysis, and idea promotion tend to outperform late adopters. This theory implies that in
organizations, innovative employees engage more effectively with optimal operations, while less innovative
ones struggle with inefficiency, creating disparities in goal achievement.
Expectancy Theory, formulated by Vroom in 1964, explains motivation through cognitive processes linking
effort, performance, and rewards. It assumes that motivation is a product of expectancy (belief that effort leads
to performance), instrumentality (performance leads to reward), and valence (value of the reward to the
individual). Employees are motivated when they believe their efforts will be rewarded appropriately, which
fosters commitment toward organizational goals. This theory justifies the study’s focus on employee
innovativeness by emphasizing that perceived rewards enhance motivation for innovative behavior.
Contingency Theory of Management by Fred Fiedler (1964) posits that effective management must align with
an organization’s environment and internal conditions. It rejects “one best way” management, suggesting
different situations require distinct approaches. Management must diagnose and apply appropriate policies per
situation, emphasizing adaptability to environmental changes. This is relevant to the study as talent management
strategies—such as compensation, recognition, career support, and financial security—must fit organizational
context to enhance employee innovativeness.
Empirical Review
Verma and Sheokand (2015) studied talent management’s effect on organizational performance in Indian
construction companies using a descriptive survey of 135 employees from eight companies. Their findings
highlighted the recent emergence of talent management as a field but noted a lack of sufficient empirical research
in India. They concluded that talent management needs to strengthen its theoretical foundation by integrating
HRM and organizational theories.
Mohim et al. (2016) examined the relationship between talent management and job satisfaction at Nigeria’s Oil
Jam Petrochemical Complex. Using a stratified sample of 83 employees and a questionnaire, their descriptive
study found significant positive effects of talent attraction, alignment, maintenance, and development on job
satisfaction.
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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The Korea Distribution Science Association (2020) investigated talent management's impact on nurses’
performance and the moderating role of work engagement in Indonesia. Surveying 376 nurses, the study
confirmed that talent management positively influences work engagement and performance, with work
engagement playing a critical moderating role between these variables.
Together, these studies affirm the importance of talent management in enhancing employee outcomes and
organizational performance but point to gaps in understanding its effect on innovativeness, especially in
educational institutions like Nigerian Polytechnics [Verma and Sheokand, 2015; Mohim et al., 2016; Korea
Distribution Science Association, 2020].
Research Gap and Contribution
The literature reveals a research gap in examining the relationship between talent management and employee
innovativeness, in Nigerian Polytechnics particularly in Akwa-Ibom State. Unlike prior studies focused on
organizational performance or job satisfaction, this study specifically explores talent attraction (recognition and
compensation), learning (attention and memory), and talent retention (career path and financial security) in
relation to innovative behaviors measured by idea generation, concept analysis, and idea promotion. It also
incorporates organizational culture as a moderating variable, providing a unique contextual contribution to talent
management research.
Research design and Population Sample
This study adopted a cross-sectional explanatory survey design, suitable because data were collected
simultaneously from various polytechnics in Akwa-Ibom State and because hypotheses testing was involved.
The population consisted of 870 administrative staff across nine polytechnics, with institution-specific staff
numbers ranging from 20 to 291.
Sample size
The sample size of 269 respondents was determined using the Krejcie and Morgan sample size table and
allocated proportionately to each polytechnic based on their staff population using Bowley’s Population
Proportionate Allocation Formula.
nh = nNh
N
Where
nh= number of units allocated to each tertiary institution
n = total sample size
Nh = number of staff in each institution
N = population size
This implies that given the calculated sample size for the study, only two hundred and sixty-nine (269)
questionnaire copies were distributed.
Table 1.0: Research Sample Based on Polytechnic
S/N Names of Polytechnics in Akwa-Ibom State
Population Sample
1. Federal Polytechnic Ukana 82 25
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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2. Akwa-Ibom State Polytechnic Ikot-Osurua Ikot Ekpene 291 90
3. Uyo City Polytechnic 106
33
4. Akwa-Ibom College of Art and Science Nnug Ukim 202 62
5. Trinity Polytechnic Uyo
20
6
6. Sure Foundation Polytechnic Ikot Akai Ukanafun
26 8
7. Heritage Polytechnic Ikot Udota
70 22
8. Foundation College of Technology (Innovation Polytechnic)
50 16
9. Southern Atlantic Polytechnic Uyo 23 7
Total 870 269
Source: Researchers’ Computation, 2021.
This approach enabled a representative sampling across the institutions, facilitating analysis of talent
management and employee innovativeness among employees at a single point in time, providing a snapshot of
the current dynamics in Akwa-Ibom Polytechnics. The design allows examination of relationships between
variables efficiently and is ideal for this explanatory survey purpose.
Data source
This study used both primary and secondary data sources. Primary data were collected through a structured
questionnaire administered to administrative staff across nine polytechnics in Akwa-Ibom State, Nigeria
Instrumentation and Measurement
The questionnaire, titled “Talent Management and Employee Innovativeness Index (TMEII),” used a four-point
Likert scale ranging from Very High Extent to Low Extent. It was designed specifically for this study and
included a cover letter explaining the purpose. To ensure validity, the questionnaire was reviewed and validated
by the project supervisor and two management experts. Reliability was assessed using Cronbach’s alpha via
SPSS, following Nunnally’s (1978) benchmark of 0.70 for acceptability. Secondary data were gathered from
relevant journals, published studies, theses, articles, textbooks, and online sources. The combined use of these
data sources aimed to provide a comprehensive understanding of talent management and innovativeness in the
polytechnic context.
Table 1.1: Cronbach Alpha Reliability Test Results
Variables Dimensions/Measures Items Alpha
Talent Management
Talent Attraction 4 .897
Learning 4 .791
Talent Retention 4 .782
Employee Innovativeness Idea Generation 4 .749
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Concept Analysis 4 .822
Idea Generation 4 .775
Contextual Factor Organizational Culture 4 .872
Source: SPSS Output, 2025.
Administration of Instrument
In line with the sample size, a total of two hundred and sixty-nine (269) copies of the questionnaire were
administered through the help of two research assistants. The researchers were able to retrieve two hundred and
fifty-five (255) copies of the completed questionnaires.
Method of Data Analysis
The presentation and analysis of data/results was done using Statistical Package for Social Science (SPSS)
Version 22.0. The analysis of data was done in two sections: descriptive analysis (univariate analysis) and the
test of hypotheses (bivariate analysis). The univariate analysis was done using mean and standard deviation,
while the bivariate analysis was done using Spearman Rank Order Correlation. The Partial Correlation
Technique was used to test the moderating role of organisational culture. Thus, Spearman rank order correlation
coefficient will be computed with the formula below:
6∑d2
R = n (n2 – 1)
Where;
n = number of pairs of data
d = difference between the ranking in each set of data.
∑ = Summation
If our statistical analysis shows that the significance level is below the cut-off value we have set (which is 0.05),
we reject the null hypothesis and accept the alternate hypothesis. Alternatively, if the significance level is above
the cut-off value, the null hypothesis is accepted.
The study tests hypotheses 1 through 3 using statistical significance testing with SPSS.
Decision rules: If a coefficient (r) is marked with significance indicators (*) or (**), the null hypothesis is rejected
and the corresponding alternate hypothesis is accepted. If a coefficient (r) shows no significance indicator, the
null hypothesis is accepted (i.e., no relationship is concluded).
Significance level: A 0.05 level of significance is used to determine statistical significance for the study.
Interpretation scale for coefficient values (r):
a. No Relationship = 0
b. Low/Weak Relationship = 0.1–0.2
c. Moderate or Relatively Strong Relationship = 0.3–0.5
d. High/Strong Relationship = 0.6–0.7
e. Very High/Very Strong Relationship = 0.8–0.9
f. Perfect Relationship = 1
Both significance values and the magnitude of rare used to interpret results.
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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Meaning, reject nulls where significance is indicated; accept nulls where significance is not indicated, applying
the predefined interpretive categories for the strength of relationships.
DATA PRESENTATION, ANALYSIS, RESULTS AND DISCUSSION OF FINDINGS
Data Presentation
Table 1.2: Distribution and Retrieval of Questionnaire Items
S/N Names of Institutions Copies of
Questionnaire
Administered
Retrieved
Copies
Copies. Not
Retrieved
Percentage
Retrieved
1. Federal Polytechnic Ukana 25 25 0 9%
2. Akwa-Ibom State Polytechnic 90 85 5 32%
3. Uyo City Polytechnic 33 31 2 12%
4. Akwa-Ibom College of Art and
Science
62 59 3 22%
5. Trinity Polytechnic Uyo 6 6 0 2%
6. Sure Foundation Polytechnic 8 8 0 3%
7. Heritage Polytechnic 22 20 2 7.%
8. Foundation College of Technology
(Innov7ation Polytechnic)
16 14 2 5%
9. Southern Atlantic Polytechnic 7 7 0 3%
Total 269 255 14 95%
Researcher’s Computation, 2025.
Table 1.2 above shows that a total of two hundred and sixty-nine (269) copies of the questionnaire were
distributed to nine (9) Polytechnics in Akwa-Ibom State, based on their individual sample sizes obtained using
Bowley’s (1960) Proportionate Sampling. However, the researcher was able to retrieve two hundred and fifty-
five (255) copies representing 95% of the total number of questionnaires distributed. Thus, fourteen (14) copies
representing 5% were not retrieved. Due to insufficient time, the researcher could not continue waiting for the
respondents who were not available to return their questionnaire at the appointed dates.
Bivariate Analysis
Talent Attraction and Idea Generation with Employees
Ho1: There is no significant relationship between talent attraction and idea generation with employees of
Polytechnics in Akwa-Ibom State, Nigeria.
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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Table 1.3: Correlations between Talent Attraction and Employee Idea Generation
Talent Attraction Idea
Generation
Concept
Analysis
Idea Promotion
Spearman's
rho
Talent Attraction
Correlation
Coefficient
1.000 .785** .574** .531**
Sig. (2-tailed) .000 .000 .000 .000
N 255 255 255 255
Idea Generation Correlation
Coefficient
.785** 1.000 .640** .710**
Sig. (2-tailed) .000 . .000 .000
N 255 255 255 255
**. Correlation is Significant at the 0.01 level (2-tailed).
Source: SPSS Output
Table 1.3 on Correlations Between Talent Attraction and Employee Innovativeness:
This table shows Spearman's rho correlation coefficients, which measure the strength and direction of the
relationship between different variables—here, talent attraction and various aspects of employee innovativeness
at Polytechnics in Akwa-Ibom State.
1. The first row and cnolumn show the correlations of Talent Attraction with itself (which is always 1,
meaning perfect correlation).
2. Talent Attraction has a strong positive correlation with Idea Generation, with a coefficient of 0.785. This
means that higher talent attraction is closely associated with more idea generation among employees.
3. Talent Attraction also shows a moderate positive correlation with Concept Analysis (0.574) and Idea
Promotion (0.531). So, as talent attraction increases, employees tend to better analyze concepts and
promote ideas, but the relationships are slightly weaker than with idea generation.
4. All these correlations are statistically significant at the 0.01 level or better (p-values are all 0.000),
meaning these relationships are very unlikely to be due to random chance and are confidently reliable.
5. Idea Generation is also positively correlated with Concept Analysis (0.640) and Idea Promotion (0.710),
indicating that these aspects of innovativeness tend to increase together.
Learning and Idea Generation with Employees
Ho2: There is no significant relationship between learning and idea generation with employees of Polytechnics
in Akwa-Ibom State, Nigeria.
Table 1.5: Correlations between Learning and Employee Idea Generation
Learning Idea
Generation
Concept
Analysis
Idea Promotion
Spearman's
rho
Learning Correlation
Coefficient
1.000 .668** .551** .590**
Sig. (2-tailed) .000 .000 .000 .000
N 255 255 255 255
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Idea
Generation
Correlation
Coefficient
.668** 1.000 .640** .710**
Sig. (2-tailed) .000 . .000 .000
N 255 255 255 255
**. Correlation is Significant at the 0.01 level (2-tailed).
Source: SPSS Output
Table 1.5 on Correlations between Learning and Employee Idea Generation:
This table presents Spearman's rho correlation coefficients, which measure the strength and direction of
relationships between learning and various aspects of employee innovativeness.
1. The correlation between Learning and Idea Generation is 0.668, which indicates a strong positive
relationship. This means that higher levels of learning among employees are strongly associated with
increased generation of ideas.
2. Learning also shows moderate positive correlations with Concept Analysis (0.551) and Idea Promotion
(0.590). So, as employees engage more in learning, they tend to analyze concepts better and promote
ideas more effectively.
3. All of these correlations are statistically significant at the 0.01 level (p = 0.000), suggesting that these
findings are very unlikely to be due to chance and reliably represent true associations.
4. The table also shows strong positive correlations between Idea Generation and both Concept Analysis
(0.640) and Idea Promotion (0.710), indicating that these innovativeness activities are closely connected.
Learning and Concept Analysis with Employees
Ho3: There is no significant relationship between learning and concept analysis with employees of
Polytechnics in Akwa-Ibom State, Nigeria.
Table 1.6: Correlations between Learning and Employee Concept Analysis
Learning Idea
Generation
Concept
Analysis
Idea Promotion
Spearman's
rho
Learning Correlation
Coefficient
1.000 .668** .551** .590**
Sig. (2-tailed) .000 .000 .000 .000
N 255 255 255 255
Concept
Analysis
Correlation
Coefficient
.551** .640** 1.000 .767**
Sig. (2-tailed) .000 .000 .000 .000
N 255 255 255 255
**. Correlation is Significant at the 0.01 level (2-tailed).
Source: SPSS Output
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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Table 1.6 on Correlations between Learning and Employee Concept Analysis:
This table displays Spearman's rho correlation coefficients, which assess how strongly two variables are related
in a ranked or ordered manner.
1. The correlation between Learning and Concept Analysis is 0.551, indicating a moderate positive
relationship. This means that as employees engage more in learning activities, their ability to analyze
concepts improves moderately.
2. Learning also correlates positively with Idea Generation (0.668) and Idea Promotion (0.590), suggesting
that learning enhances these innovative behaviors as well.
3. Concept Analysis is strongly correlated with Idea Generation (0.640) and even more strongly with Idea
Promotion (0.767), showing these innovativeness aspects tend to rise together.
4. All correlations have a significance (p-value) of 0.000, meaning these relationships are statistically
significant and highly unlikely to be due to chance.
5. The values range between 0 and 1, where higher numbers represent stronger relationships. Positive values
mean that as one variable increases, the other tends to increase as well.
Summary of Findings
Based on the analyses of data and results, the following findings were made:
There is a significant strong relationship between talent attraction and idea generation with employees of
Polytechnics in Akwa-Ibom State, Nigeria. Therefore, attracting talent is strongly and positively linked to
employees generating ideas, and moderately linked to their ability to analyze concepts and promote ideas. These
findings suggest that successful talent attraction supports multiple dimensions of employee creativity and
innovation. The strong significance values reinforce the confidence in these relationships.
There is a high positive relationship between learning and idea generation with employees of Polytechnics in
Akwa-Ibom State, Nigeria. Therefore, increased learning among employees at the Polytechnic is associated with
greater idea generation, better concept analysis, and more active idea promotion. This highlights the importance
of learning as a driver for employee creativity and innovation. The significance levels confirm the strength and
reliability of these relationships.
There is a moderate correlation between learning and concept analysis with employees of Polytechnics in Akwa-
Ibom State, Nigeria. Therefore, the more employees participate in learning, the better they perform in analyzing
concepts, generating ideas, and promoting those ideas. Concept analysis is also closely linked with generating
and promoting ideas. These statistically significant positive correlations highlight that learning is an important
driver of various forms of employee innovativeness.
DISCUSSION OF FINDINGS:
The findings from the analyses reveal important insights about how talent attraction and learning influence
employee innovativeness in Polytechnics in Akwa-Ibom State, Nigeria.
Talent Attraction and Idea Generation: The strong positive relationship between talent attraction and idea
generation suggests that attracting skilled and capable individuals significantly boosts the capacity of employees
to generate new ideas. This aligns with general research showing that organizations that prioritize attracting the
right talent gain creative advantages, as fresh talent often brings new perspectives and skills that stimulate
innovation. Moderately positive links to concept analysis and idea promotion underscore that talent attraction
also enhances how ideas are evaluated and shared, essential phases for innovation to succeed. Studies in similar
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025
Page 1140
educational settings emphasize that effective talent strategies improve overall organizational creativity and
performance by fostering a motivated and innovative workforce.
Learning and Idea Generation: The high positive correlations between learning and idea generation, alongside
concept analysis and idea promotion, highlight learning as a crucial driver of employee innovativeness. When
employees engage in continuous learning, their ability to come up with ideas, critically analyze them, and
promote them improves significantly. This reflects the established principle that investing in employee
development fuels creativity and problem-solving capacity. The findings support the value of learning programs
and knowledge-sharing as pillars for fostering innovation within institutions like polytechnics.
Learning and Concept Analysis: The moderate correlation between learning and concept analysis indicates that
learning helps employees improve their skills in understanding, evaluating, and refining ideas. The observed
strong connections between concept analysis and other innovation activities suggest a network of supportive
skills where learning plays a foundational role. Concept analysis is critical for innovation because it ensures
ideas are feasible and valuable before implementation. These results reinforce the importance of continuous
learning as a means to strengthen multiple stages of the innovation process.
This study’s findings reflect a well-established theme in human resource and innovation research: attracting the
right talent and fostering ongoing learning among employees are key enablers of innovation in educational
institutions. They create an environment conducive to idea generation, critical thinking, and the effective
promotion of innovations. Polytechnics aiming to enhance creativity and innovation should focus strategically
on talent attraction and learning initiatives to sustain competitive advantage and institutional growth.
Summary
The study examined the empirical relationship between talent management and employee innovativeness. It
covered the background to the study, statement of problem, conceptual framework depicting the predictor,
criterion and moderating variables of the study, purpose of the study (3 objectives), research questions (3),
hypotheses (3 null hypotheses), scope of the study, significance of the study, and operational definition of terms.
With sufficient scholarly some key variables of the study were defined based on the view of various authors and
researchers. Empirical studies were also reviewed as gaps which necessitated the current study were shown.
The researcher provided the methodology adopted in achieving the objectives of the study. Specifically, the
research design, population of the study, sample and sampling technique, validity of instrument, reliability of
instrument, administration of instrument, and method of data analysis. With the aid of SPSS, mean, standard
deviation, and Spearman Rank Order Correlation were applied as statistical tools. Considered data presentation,
data analysis/results and discussion of findings.
Recommendations
Based on the findings, the following recommendations were made:
1. Management of Polytechnics in Akwa-Ibom State should endeavour to put in place systems that will help
them recognize and attract good talents in their institution in order to enjoy free flow of idea generation.
2. Learning facilities, opportunities as well as programmes should be provided by management of
Polytechnics in Akwa-Ibom State to increase employee attention, memory and overall innovativeness.
3. Management of Polytechnics in Akwa-Ibom State should endeavour to introduce and operationalize good
talent retention strategies as this will help in idea promotion in the institution.
INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)
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CONCLUSION
This study has clearly demonstrated that talent attraction and continuous learning play pivotal roles in enhancing
employee innovativeness within the Polytechnics of Akwa-Ibom State, Nigeria. The strong positive relationships
between talent attraction and idea generation, alongside learning’s significant influence on idea generation,
concept analysis, and idea promotion, underscore the critical importance of these factors in fostering a creative
and innovative workforce. As such, institutions that prioritize attracting skilled talent and provide robust learning
opportunities create environments where employees are motivated and equipped to generate and develop new
ideas effectively.
Moreover, the findings highlight the interconnected nature of idea generation, concept analysis, and idea
promotion, signaling that innovation is a multifaceted process requiring a combination of skills nurtured through
both talent management and learning. Therefore, Polytechnic management must implement comprehensive
strategies not only to attract capable individuals but also to retain them and promote ongoing staff development.
The implications of these results extend beyond the immediate institutional context, offering valuable insights
for educational and organizational leaders aiming to boost creativity and innovation in similar settings. Future
research could explore additional dimensions such as the role of leadership, organizational culture, and
technological support in further enhancing employee innovation.
Ultimately, by embedding effective talent management and learning into their core practices, Polytechnics in
Akwa-Ibom State can ensure sustained innovation, improved academic outcomes, and greater institutional
competitiveness, thereby contributing positively to Nigeria’s broader educational development and economic
growth.
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