Workplace Discrimination and Talent Retention: Religious Affiliation Moderating Effect

Abstract

describes workplace discrimination as a managerial task that demands serious attention because its after-effect amplifies the intention of talented employees to leave and hinders organisation from wining a competitive advantage. Organisations are rarely giving close attention to religious affiliation in explaining inequity, injustices and discrimination, rather, attention has always been more on disability, ethnicity, gender, race, and sexual orientation, with others sharing relationship with workplace discrimination (Channar, Abbassi & Ujan, 2011; Hoobler, Lemmon & Wayne, 2011).The quest for religious affiliation is very popular due to the ongoing confusion about organisational identity, organisational culture, and operating policies that frequently follow an impression of lack of job security for employees in various organisations (Giacolone & Jurkiewicz, 2003). Globally, religious discrimination dispute is developing quickly compare to any other forms of discrimination. Religion expression has awakened strong feelings and opinions and the workplace is nonexclusive of this challenge. According to Webley (2011), there is a religious background to virtually all organisational corporate or social practices and the way organisation interacts with this is essential if it must adhere to its core values. According to the 2013 survey in the United State of America, a factor contributing to workplace discrimination is religious identity. It is not incredible to discover that the prejudice among evangelicals and nonbelievers in the workplace is alarming. Nearly 60% atheists' employees said organization looks down on their beliefs, and nearly 60% of white evangelicals agreed that discrimination against Christian employees have become a serious challenge as discrimination against other religious minorities. Adetayo and Odogwu (2017) reported that in Africa, Kano, Nigeria, about fifteen (15) Shiite members and one (1) policeman lost their lives in the workplace during a clash between members of the sect and the police while claiming right for freedom of worship. Olojo (2014) earlier reported that between June 2006 and May 2014, violent deaths caused by religious discrimination accounts for four thousand and forty-one (4041) people. From the year 2006 to 2009, statistic showed a rapid increase in number of deaths caused by religious discrimination from ten (10) to one thousand and four

Toxic Leadership and Organisational Silence: An Appraisal of Selected Faith-Based Organisations in Ogun State, Nigeria

“…Consequently, in today's work environment, including business and service oriented environment where unemployment is predominant, employees deem it fit to tolerate leadership by act of silence rather than embark on turnover. This act is related to what Schwalbe, Godwin, Holden, Schrock, Tompson and Wolkomir (2000) referred to as Subordinate Adaptation Theory (SAT) as affirmed in Adeoye (2017). Rather than workers being subdued by the harmful effect of toxic leadership, the theory elucidates the attribute of employees' silence within organisation in the following ways: that the affected workers could fit into a dominant group within the workplace for some kinds of benefits in order to exchange power for patronage, form associations with workers of similar experience in an attempt to create alternative spaces of power and prestige, accept inferior position and try to make the environment tolerable, or create a niche to exploit and undermine the system.…”

“…The design is beneficial in terms of cost, extension, flexibility and dependability (Defranzo, 2012), and it can be administered through different means. Its confidentiality allows respondent to respond to questions without prejudice (Adeoye, 2017). Target population was Seven Hundred and Seventy-five (775) low and middle level management staff of two (2) selected faith-based organisations in Ogun State, Nigeria, representing eighty per cent of the total population distribution of the staff of the organisations.…”

The Factors Affecting Employee Retention

“…The role and impact of employee capacity development are instrumental to workforce retention (Adeoye & Egwakhe, 2019). On the other hand, staff capacitybuilding programs play an important role in staff retention and improving employee performance in the workplace (Ahmad et al, 2015).…”

Employee Retention in the Tourism Industry of China Amid Post Pandemic Times

“…Through career development, employees benefit through the experience of being able to achieve more results on new assignments. On the other hand, organizations benefit by having capable employees with more skills hence increasing overall productivity (Adeoye & Egwakhe, 2019). Recognizing and responding to the employee's needs will enable the organization to get the best out of them.…”

“…This is because job satisfaction is a significant concern to the organization, mainly because it has a direct link to productivity, sustainability, and overall organizational efficiency. Job satisfaction is related to the way employees feel about their work and its associated aspects (Adeoye & Egwakhe, 2019). It relates to the degree to which employees love or hate what they do in each work situation.…”