Submit your papersSubmit Now
For Enquiries: [email protected]
IIARD LogoIIARD

Benefit Provision and Employee Retention in the Nigerian Fintech Industry: Evidence on Tenure and Progression in Port Harcourt Metropolis

Essien, Sebastian Uwem PhD, Uwem, Chinwe Comfort

Abstract

The purpose of this study was to examine the relationship between benefit provision and employee retention in the Nigerian Fintech Industry: Evidence on Tenure and Progression in Port Harcourt Metropolis. Two objectives, research questions and hypotheses guided the study. The study utilised a cross-sectional correlational research survey design with a sample size of 248 employees drawn from a population of 700 employees across 38 active fintech firms located in Port Harcourt, using the Krejcie and Morgan 1970 Table. The primary source of data was a structured questionnaire titled “Benefit Provision, Tenure, Progression Questionnaire”, with a 5-point Likert Scale instrument (SA=1 to SD=5). The instruments were validated by 3 Human Resources experts from Rivers State University. The internal consistency of the instrument yielded a total Cronbach Alpha reliability coefficient of .94, which showed that the instruments were reliable. The research questions were answered, and the Pearson Product-Moment Correlation Coefficient was used to test the hypotheses at a 0.05 level of significance using Statistical Package for Social Science . The result of the analysed data revealed that benefit provision has a significant positive relationship with tenure (r =.692, p <.01) and with progression (r =.664, p <.01). Based on the findings, it was concluded that benefit provision significantly influences employee retention through tenure and progression in the Nigerian Fintech industry in Port Harcourt Metropolis. The study recommended that Fintech Human Resource Managers should priorities tenure linked benefits wheels such as financial wellness programs, equity awards, debt assistance and caregiver support tied to promotion, learning stipends and certification support, as this directly targets both tenure and progression

Keywords

Benefit ProvisionTenureProgressionEmployee retentionFintechSocial Exchange Theory P-ISSN 2695-186X

References

Bank of America. (2025). 2025 Workplace Benefits Report. PLANSPONSOR. Blau, P. M. (1964). Exchange and power in social life. Wiley. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. Murugan, K., Philimis, J. (2025). Determinants of employee retention in the IT sector: an empirical study on the impact of recognition, compensation, and work environment. International Review of Economics 72 (37). Haider, M., Rasli, A., Akhtar, C. S., Yusoff, R. B. M., Malik, O. M., Aamir, A., & Tariq, F. (2015). The impact of human resource practices on employee retention in the telecom sector. International Journal of Economics and Financial Issues, 5(1), 63-69. Highhouse, S., Stierwalt, S. L., Bachiochi, P, Elder, A. E., & Fisher, G. (1999). Effects of advertised human resource management practices on attraction of African American applicants. In Personnel Psychology. 52(2), 425-26 Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607–610. Morgan Stanley at Work. (2026). Sixth annual State of the Workplace Financial Benefits Study. Business Wire. NACS. (2025). Why competitive compensation is the key to employee retention. National Association of Convenience Stores. Parker, O., & Wright, L. (2001). Pay and employee commitment: the missing link, Ivey Business Journal,65(3),2001,70-79 Shakya, M., & Dongol, P. (2025). The Role of Monetary Compensation in Employee Retention within Contemporary Workplaces: A Quantitative Study. Journal of Kathmandu BernHardt College, 7, 223-236. Society for Human Resource Management. (2025). 2025 Employee Benefits Survey. SHRM. TechCabal. (2025). Nigeria Fintech Ecosystem Report 2025. TechCabal Media. U.S. Bureau of Labour Statistics. (2025). Employee benefits in the United States. USDL-25- 1464. U.S. Bureau of Labour Statistics. (2026). Employer costs for employee compensation. USDL-26- 0287. Williams, M., & Dreher, G. (2017). Compensation systems attributes and applicant pool characteristics. Academy of Management Journal. 35(3), 571-95.

More Articles from IIARD INTERNATIONAL JOURNAL OF ECONOMICS AND BUSINESS MANAGEMENT