This study examines the effect of talent retention strategies on the sustainability of deposit money banks in Delta and Edo States, Nigeria. Drawing on the Resource-Based View (RBV) theory, the study operationalises talent retention through three constructs: perceived job security, decision-making autonomy and involvement, and organizational justice, with sustainability of deposit money banks as the dependent variable. A descriptive survey design was employed, with data collected from 294 valid respondents (out of 317 sampled from a population of 1,753 bank employees) using a structured Likert-scale questionnaire validated for reliability (Cronbach's alpha = 0.87). Multiple regression analysis, conducted via EViews 12.0, revealed that perceived job security (β = 0.203, p < 0.001), decision-making autonomy and involvement (β = 0.190, p < 0.001), and organizational justice (β = 0.227, p < 0.001) each exerted significant positive effects on bank sustainability. The combined model explained approximately 29.2% of the variance in sustainability (R² = 0.292; F = 39.78, p < 0.001), with no evidence of multicollinearity (VIF < 1.02) or serial autocorrelation (Durbin-Watson = 2.038). The findings affirm that human capital management is a strategic pillar of banking sector sustainability in Nigeria. Banks are advised to institutionalize transparent employment policies, expand participatory management structures, and embed fairness across all organizational processes to enhance long-term stability and competitive resilience.
Ezie Israel Omoye (Mon,) studied this question.
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