Author(s) :

DANIEL JOKPOGHENE MORIAH.

Volume/Issue :

Abstract :

The Nigerian oil and gas sector remain the backbone of the national economy, yet it continues to experience high employee turnover, loss of technical expertise, and declining workforce commitment despite substantial human resource (HR) investments. This study examines the relationship between human resource practices and talent retention in the Nigerian oil and gas sector, with specific emphasis on recruitment and selection, training and development, performance appraisal, compensation management, and career development. Guided by the Resource-Based View (RBV) and Human Capital Theory, the study adopts a quantitative research design using a stratified random sample of 210 employees drawn from five major oil and gas firms in Lagos and Port Harcourt. Data were collected through structured questionnaires and analyzed using multiple regression and mediation analysis. Findings reveal that training and development, compensation, and career management significantly and positively influence talent retention, whereas recruitment and performance appraisal show weaker effects. Moreover, organizational culture and leadership support partially mediate the relationship between HR practices and retention outcomes, underscoring the importance of supportive managerial behavior and a learning-oriented culture in sustaining workforce commitment. These findings align with recent empirical evidence from emerging economies, emphasizing that effective HR practices serve as strategic levers for reducing turnover and enhancing operational continuity. The study contributes to both theoretical and practical knowledge by providing context-specific insights into how integrated HR strategies can strengthen human capital sustainability and organizational resilience in Nigeria’s energy industry.

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