Employee retention and organizational performance: Evidence from Ghana Police Service
Abstract:
Purpose: This study examined workplace factors that influence employees’ stay, the importance of employee retention practices, and the influence of employee retention on organizational performance.
Research Methodology: It study used a quantitative approach and a case study strategy. The study population included selected staff from three (3) departments at the Accra Regional Headquarters of the Ghana Police Service. Participants were randomly selected to complete the self-administered questionnaires. Results were analyzed using descriptive statistics and are presented in tables.
Results: The work environment, competitive compensation and benefits, organizational culture, and personal development opportunities are factors that affect employee retention. It was also found that employee retention enhances the stability and continuous progress of employees, improves employee morale, attracts and retains top talent, and increases job satisfaction. Finally, employee retention positively influences organizational performance by increasing efficiency and productivity, knowledge retention, and financial performance.
Limitations: This study was limited to employees at the Regional Headquarters of the Ghana Police Service, a government institution.
Contribution: Organizations need to create a respectful, inclusive, and supportive workplace that improves retention. Attractive remuneration frameworks that retain skilled officers and personnel should also be adopted. It is also important to explore employee career advancement pathways.
Novelty: This study focuses on the influence of employee retention on organizational performance in a service-oriented government institution.
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Ackah, D., Hanson, O.-Y., & Agboyi, M. R. (2000). Effectiveness of revenue mobilization in the district assemblies. organization, 13, 36.
Ahmad, A., Khan, M. N., & Haque, M. A. (2020). Employer branding aids in enhancing employee attraction and retention. Journal of Asia-Pacific Business, 21(1), 27-38.
Aman-Ullah, A., Aziz, A., Ibrahim, H., Mehmood, W., & Abbas, Y. A. (2021). The impact of job security, job satisfaction and job embeddedness on employee retention: an empirical investigation of Pakistan’s health-care industry. Journal of Asia Business Studies, 16(6), 904-922.
Amarakoon, U., & Colley, L. (2022). Attraction and retention of employees in an Australian regional SME: the importance of place and scale in human resource management. Personnel Review(ahead-of-print).
Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organisational support and employee retention–the mediating role of organisational commitment. Industrial and commercial training, 51(3), 174-183.
Bans-Akutey, A. (2020). Differentiating Micromanagement From Effective Manage-Ment: Amanager’s Guide. GSJ, 8(11).
Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, 2.
Bans-Akutey, A. (2023). Effect of Technological Development on Organisational Excellence for Selected Telecommunication Companies in Ghana: The Mediating Role of E-Leadership.
Bans-Akutey, A., Abdullahi, A. M., & Afriyie, E. O. (2021). Effect of recruitment and selection practices on organisational strategic goals. Annals of Management and Organization Research, 3(1), 35-51.
Bans-Akutey, A., & Tiimub, B. (2021). Assessing Transactional and Transformational Leadership on Workgroup Behaviour. Academia Letters, 2.
Bharath, M. (2023). Something beyond paycheque to boosting employee retention: evidence from a South Indian hospital. Vilakshan-XIMB Journal of Management, 20(1), 114-129.
Bibi, P., Ahmad, A., & Majid, A. H. (2018). HRM practices and employee retention: The moderating effect of work environment Applying partial least squares in tourism and hospitality research (pp. 129-152): Emerald Publishing Limited.
Bourini, I., Jahmani, A., Mumtaz, R., & Al-Bourini, F. A. (2019). Investigating the managerial practices' effect on employee-perceived service quality with the moderating role of supportive leadership behavior. European Research on Management and Business Economics, 25(1), 8-14.
Buers, C., Karpinska, K., & Schippers, J. (2018). Managers’ retention decisions regarding young intermediate-level educated employees. International journal of manpower, 39(2), 254-268.
Business, G. (2022). Employee Retention Does your company offer fruitful careers — or dead-end jobs? Retrieved from https://www.graphic.com.gh/business/business-news/employee-retention-does-your-company-offer-fruitful-careers-or-dead-end-jobs.html
De Sousa Sabbagha, M., Ledimo, O., & Martins, N. (2018). Predicting staff retention from employee motivation and job satisfaction. Journal of Psychology in Africa, 28(2), 136-140.
De Vos, A., & Meganck, A. (2008). What HR managers do versus what employees value: Exploring both parties' views on retention management from a psychological contract perspective. Personnel Review, 38(1), 45-60.
Dhanpat, N., Manakana, T., Mbacaza, J., Mokone, D., & Mtongana, B. (2019). Exploring retention factors and job security of nurses in Gauteng public hospitals in South Africa. African Journal of Economic and Management Studies, 10(1), 57-71.
Dwomoh, G., & Frempong, E. (2017). Factors influencing employees’ retention in the banking industry of Ghana. Review Pub Administration Manag, 5(223), 1-6.
Fahim, M. G. A. (2018). Strategic human resource management and public employee retention. Review of Economics and Political Science, 3(2), 20-39.
Farooq, R. (2023). Employee exit and its relationship with multidimensional knowledge retention: the moderating role of organizational structure. VINE Journal of Information and Knowledge Management Systems, 53(6), 1207-1230.
Ferreira, N., & Potgieter, I. L. (2018). Career-related dispositional factors in relation to retention within the retail sector: An exploratory study. Journal of Psychology in Africa, 28(5), 400-406.
Gberevbie, D. E. (2010). Organizational retention strategies and employee performance of Zenith Bank in Nigeria. African Journal of Economic and Management Studies, 1(1), 61-74.
Islam, M. A., Hack-Polay, D., Rahman, M., Hosen, M., Hunt, A., & Shafique, S. (2022). Work environment, HR practices and millennial employee retention in hospitality and tourism in Bangladesh. International Journal of Emerging Markets.
Israel, G. D. (1992). Determining sample size.
Khalid, K., & Nawab, S. (2018). Employee participation and employee retention in view of compensation. Sage Open, 8(4), 2158244018810067.
Kim, W. G., McGinley, S., Choi, H.-M., & Agmapisarn, C. (2020). Hotels’ environmental leadership and employees’ organizational citizenship behavior. International Journal of hospitality management, 87, 102375.
Kossivi, B., Xu, M., & Kalgora, B. (2016). Study on determining factors of employee retention. Open Journal of Social Sciences, 4(05), 261.
Kothari, C. R. (2011). Research Methodology: Methods and Techniques. New Delhi: New Age International.
Kundu, S. C., & Lata, K. (2017). Effects of supportive work environment on employee retention: Mediating role of organizational engagement. International Journal of Organizational Analysis, 25(4), 703-722.
Marinakou, E., & Giousmpasoglou, C. (2019). Talent management and retention strategies in luxury hotels: evidence from four countries. International Journal of Contemporary Hospitality Management, 31(10), 3855-3878.
Matongolo, A., Kasekende, F., & Mafabi, S. (2018). Employer branding and talent retention: perceptions of employees in higher education institutions in Uganda. Industrial and commercial training, 50(5), 217-233.
Milman, A., & Dickson, D. (2014). Employment characteristics and retention predictors among hourly employees in large US theme parks and attractions. International Journal of Contemporary Hospitality Management, 26(3), 447-469.
Moncarz, E., Zhao, J., & Kay, C. (2009). An exploratory study of US lodging properties' organizational practices on employee turnover and retention. International Journal of Contemporary Hospitality Management, 21(4), 437-458.
Mukherjee, B., Chandra, B., & Singh, S. (2020). Talent retention in Indian public sector units (PSUs): an empirical investigation. Kybernetes, 49(6), 1783-1810.
Pandita, D., & Ray, S. (2018). Talent management and employee engagement–a meta-analysis of their impact on talent retention. Industrial and commercial training, 50(4), 185-199.
Rombaut, E., & Guerry, M.-A. (2020). The effectiveness of employee retention through an uplift modeling approach. International journal of manpower, 41(8), 1199-1220.
Sanchez, C. M., & Lehnert, K. (2019). The unbearable heaviness of leadership: The effects of competency, negatives, and experience on women's aspirations to leadership. Journal of Business Research, 95, 182-194.
Tyagi, N. (2021). Aligning organizational culture to enhance managerial effectiveness of academic leaders: an interface for employee engagement and retention. International Journal of Educational Management, 35(7), 1387-1404.
Yamamoto, H. (2011). The relationship between employee benefit management and employee retention. The International Journal of Human Resource Management, 22(17), 3550-3564.
Zainee, I. A., & Puteh, F. (2020). Corporate social responsibility impact on talent retention among Generation Y. Revista de Gestão, 27(4), 369-392.
- Ackah, D., Hanson, O.-Y., & Agboyi, M. R. (2000). Effectiveness of revenue mobilization in the district assemblies. organization, 13, 36.
- Ahmad, A., Khan, M. N., & Haque, M. A. (2020). Employer branding aids in enhancing employee attraction and retention. Journal of Asia-Pacific Business, 21(1), 27-38.
- Aman-Ullah, A., Aziz, A., Ibrahim, H., Mehmood, W., & Abbas, Y. A. (2021). The impact of job security, job satisfaction and job embeddedness on employee retention: an empirical investigation of Pakistan’s health-care industry. Journal of Asia Business Studies, 16(6), 904-922.
- Amarakoon, U., & Colley, L. (2022). Attraction and retention of employees in an Australian regional SME: the importance of place and scale in human resource management. Personnel Review(ahead-of-print).
- Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organisational support and employee retention–the mediating role of organisational commitment. Industrial and commercial training, 51(3), 174-183.
- Bans-Akutey, A. (2020). Differentiating Micromanagement From Effective Manage-Ment: Amanager’s Guide. GSJ, 8(11).
- Bans-Akutey, A. (2021). The Path-Goal Theory of Leadership. Academia Letters, 2.
- Bans-Akutey, A. (2023). Effect of Technological Development on Organisational Excellence for Selected Telecommunication Companies in Ghana: The Mediating Role of E-Leadership.
- Bans-Akutey, A., Abdullahi, A. M., & Afriyie, E. O. (2021). Effect of recruitment and selection practices on organisational strategic goals. Annals of Management and Organization Research, 3(1), 35-51.
- Bans-Akutey, A., & Tiimub, B. (2021). Assessing Transactional and Transformational Leadership on Workgroup Behaviour. Academia Letters, 2.
- Bharath, M. (2023). Something beyond paycheque to boosting employee retention: evidence from a South Indian hospital. Vilakshan-XIMB Journal of Management, 20(1), 114-129.
- Bibi, P., Ahmad, A., & Majid, A. H. (2018). HRM practices and employee retention: The moderating effect of work environment Applying partial least squares in tourism and hospitality research (pp. 129-152): Emerald Publishing Limited.
- Bourini, I., Jahmani, A., Mumtaz, R., & Al-Bourini, F. A. (2019). Investigating the managerial practices' effect on employee-perceived service quality with the moderating role of supportive leadership behavior. European Research on Management and Business Economics, 25(1), 8-14.
- Buers, C., Karpinska, K., & Schippers, J. (2018). Managers’ retention decisions regarding young intermediate-level educated employees. International journal of manpower, 39(2), 254-268.
- Business, G. (2022). Employee Retention Does your company offer fruitful careers — or dead-end jobs? Retrieved from https://www.graphic.com.gh/business/business-news/employee-retention-does-your-company-offer-fruitful-careers-or-dead-end-jobs.html
- De Sousa Sabbagha, M., Ledimo, O., & Martins, N. (2018). Predicting staff retention from employee motivation and job satisfaction. Journal of Psychology in Africa, 28(2), 136-140.
- De Vos, A., & Meganck, A. (2008). What HR managers do versus what employees value: Exploring both parties' views on retention management from a psychological contract perspective. Personnel Review, 38(1), 45-60.
- Dhanpat, N., Manakana, T., Mbacaza, J., Mokone, D., & Mtongana, B. (2019). Exploring retention factors and job security of nurses in Gauteng public hospitals in South Africa. African Journal of Economic and Management Studies, 10(1), 57-71.
- Dwomoh, G., & Frempong, E. (2017). Factors influencing employees’ retention in the banking industry of Ghana. Review Pub Administration Manag, 5(223), 1-6.
- Fahim, M. G. A. (2018). Strategic human resource management and public employee retention. Review of Economics and Political Science, 3(2), 20-39.
- Farooq, R. (2023). Employee exit and its relationship with multidimensional knowledge retention: the moderating role of organizational structure. VINE Journal of Information and Knowledge Management Systems, 53(6), 1207-1230.
- Ferreira, N., & Potgieter, I. L. (2018). Career-related dispositional factors in relation to retention within the retail sector: An exploratory study. Journal of Psychology in Africa, 28(5), 400-406.
- Gberevbie, D. E. (2010). Organizational retention strategies and employee performance of Zenith Bank in Nigeria. African Journal of Economic and Management Studies, 1(1), 61-74.
- Islam, M. A., Hack-Polay, D., Rahman, M., Hosen, M., Hunt, A., & Shafique, S. (2022). Work environment, HR practices and millennial employee retention in hospitality and tourism in Bangladesh. International Journal of Emerging Markets.
- Israel, G. D. (1992). Determining sample size.
- Khalid, K., & Nawab, S. (2018). Employee participation and employee retention in view of compensation. Sage Open, 8(4), 2158244018810067.
- Kim, W. G., McGinley, S., Choi, H.-M., & Agmapisarn, C. (2020). Hotels’ environmental leadership and employees’ organizational citizenship behavior. International Journal of hospitality management, 87, 102375.
- Kossivi, B., Xu, M., & Kalgora, B. (2016). Study on determining factors of employee retention. Open Journal of Social Sciences, 4(05), 261.
- Kothari, C. R. (2011). Research Methodology: Methods and Techniques. New Delhi: New Age International.
- Kundu, S. C., & Lata, K. (2017). Effects of supportive work environment on employee retention: Mediating role of organizational engagement. International Journal of Organizational Analysis, 25(4), 703-722.
- Marinakou, E., & Giousmpasoglou, C. (2019). Talent management and retention strategies in luxury hotels: evidence from four countries. International Journal of Contemporary Hospitality Management, 31(10), 3855-3878.
- Matongolo, A., Kasekende, F., & Mafabi, S. (2018). Employer branding and talent retention: perceptions of employees in higher education institutions in Uganda. Industrial and commercial training, 50(5), 217-233.
- Milman, A., & Dickson, D. (2014). Employment characteristics and retention predictors among hourly employees in large US theme parks and attractions. International Journal of Contemporary Hospitality Management, 26(3), 447-469.
- Moncarz, E., Zhao, J., & Kay, C. (2009). An exploratory study of US lodging properties' organizational practices on employee turnover and retention. International Journal of Contemporary Hospitality Management, 21(4), 437-458.
- Mukherjee, B., Chandra, B., & Singh, S. (2020). Talent retention in Indian public sector units (PSUs): an empirical investigation. Kybernetes, 49(6), 1783-1810.
- Pandita, D., & Ray, S. (2018). Talent management and employee engagement–a meta-analysis of their impact on talent retention. Industrial and commercial training, 50(4), 185-199.
- Rombaut, E., & Guerry, M.-A. (2020). The effectiveness of employee retention through an uplift modeling approach. International journal of manpower, 41(8), 1199-1220.
- Sanchez, C. M., & Lehnert, K. (2019). The unbearable heaviness of leadership: The effects of competency, negatives, and experience on women's aspirations to leadership. Journal of Business Research, 95, 182-194.
- Tyagi, N. (2021). Aligning organizational culture to enhance managerial effectiveness of academic leaders: an interface for employee engagement and retention. International Journal of Educational Management, 35(7), 1387-1404.
- Yamamoto, H. (2011). The relationship between employee benefit management and employee retention. The International Journal of Human Resource Management, 22(17), 3550-3564.
- Zainee, I. A., & Puteh, F. (2020). Corporate social responsibility impact on talent retention among Generation Y. Revista de Gestão, 27(4), 369-392.