Impact of Talent Management Practices on Turnover Intentions of Health Professionals in Osun State, Nigeria
Impact of Talent Management Practices on Turnover Intentions of Health Professionals in Osun State, Nigeria

Summary/Abstract: Purpose – This paper examines how talent management practices influence the turnover intentions of health professionals in Osun State, Nigeria, and responds to the limited evidence on dimension-specific talent-management effects in under-resourced sub-Saharan healthcare systems.Aim(s) – The study aims to assess the direct effects of individual talent-management dimensions on turnover intentions, test the mediating role of employee outcomes, and examine whether non-talent-management factors explain additional variance in turnover intentions.Design/methodology/approach – A cross-sectional survey design was used. Data were collected from 390 healthcare professionals selected through stratified sampling and analysed with Partial Least Squares Structural Equation Modelling (PLS-SEM).Findings – Learning and development, employee engagement, and career planning reduced turnover intentions, whereas reward management, talent relationships, role development, and talent audit increased them. Succession management and non-talent-management factors had no significant direct effects. Employee outcomes significantly mediated all eight talent-management relationships, with indirect-only mediation for succession management and partial mediation for the remaining paths.Research limitations/implications – The study is limited by its cross-sectional, self-reported, single-state design, and the unusually high explained variance should be interpreted cautiously.Practical implications – Retention efforts should prioritize learning and development, employee engagement, and credible career planning, while reward, relationship, audit, and role-development initiatives should be aligned with fair support and realistic opportunities.Originality/value – The paper offers context-specific evidence from a resource-constrained healthcare setting and shows that talent-management practices can generate competing direct and indirect effects on turnover intentions.

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