Review of literature on employee retention

1)document actionsdownloadshare or embed documentsharing optionsshare on facebook, opens a new windowshare on twitter, opens a new windowshare on linkedinshare by email, opens mail clientembeddescription: employee retentionview moreemployee retentioncopyright: attribution non-commercial (by-nc)download as pdf, txt or read online from scribdflag for inappropriate contenteuropean journal of business and management issn 2222-1905 (paper) issn 2222-2839 (online) vol 4, no. S affecting employee retention: a comparative analysis of two organizations from heavy engineering ee retention issues are emerging as the most critical workforce management challenges of the immediate future. This phenomenon is especially true in light of current economic uncertainty and following corporate downsizings when the impact of losing critical employees increases exponentially (caplan and teese, 1997). Critical analysis of workforce trends points to ing shortage of highly-skilled employees who possess the requisite knowledge and ability to perform at high levels. Is an important goal and blanket retention policies may be disadvantageous in a similar context (sector. Employees are now making strategic career moves to guarantee employment that satisfy their need for . This is true because of the great expenses associated with hiring and retraining new employees. Increasing numbers of organization mergers and acquisitions have left employees feeling displeased from the companies that they work and haunted by concerns of overall job security. This research analyzes and compares the retention management practices employed by two set of organizations. In our case) and organizations would want to adopt particular strategies that contribute to the retention of their most valued employees in one while avoiding control methods that would appeal the employees in the other. Literature ion is a complex concept and there is no single recipe for keeping employees with a company. This study examines the reasons behind why employees stay and how these retention factors differ in two organizations of the same sector (here in our case. Heavy engineering manufacturers) as both may value different aspects while deciding upon the retention strategies. Maertz & campion (1998) noted “relatively less turnover research has focused specifically on how an employee decides to remain with an organization and what determines this attachment…retention processes should be studied along with quitting processes”. 2003) with managers facing a difficult challenge of motivating and retaining the employees in an environment of increased uncertainties (mitchell. Retention factors incorporating the needs and desires of employees at any age enhance levels of individual job satisfaction.. Research shows that trends redefining modern retention strategies go beyond the traditional salary and benefits package (gale group. The emphasis in this study is placed on testing the relative frequency with which various retention factors emerge when analyzing employees’ versions for why they stay. Which effectively satisfy the needs of all employees consequently enhances the ability for companies to adapt more effectively to ongoing organizational change (gale . Et al (2008) states the need to focus on the factors that affects retention leading to growth and success of organizations. The list of retention factors and literature review is not meant to be exhaustive of all possible theories or variables related to employee retention and turnover (griffeth et al. Numerous studies explain the importance of high employees’ involvement and how it could enhance their retention (arthur 1994). While the initial cost of attracting the new employees has already been expended (davidow & uttal. Skill recognition: providing skill recognition of personal job accomplishments is an effective retention strategy for employees at any age (yazinski. A brief introduction and review of the 12 retention factors working towards the preservation of an organizations most valuable asset – employees (yazinski. A study by yazinski (2009) show trends of an increased number of job applicants seeking out companies that encourage employee input. The literature on employee retention clearly explains that satisfied employees who are happy with their jobs are more devoted for doing a good job and look forward to improve their organizational customers’ satisfaction (denton 2000). Studies indicate fulfilling peoples need for acceptance by acknowledging individual work accomplishments prolongs employment of employees (redington. Literature on employee retention shows that wooing existing employees through employee development or talent management programmes costs less than acquiring new talents. Abundant studies have hypothesized and empirically validated the link between satisfaction and behavioral intentions and behaviors such as employee’s retention (anderson & sullivan. The literature defines retention as continuing relation between employees and their es offered by employers. The provision of cost-effective "flexibility" options is critical in the retention of all employees despite disparity in age. Eisen (2005) states that training programs available to all employees correlate with a 70% increase in employee retention rates. Managers and supervisors take on a new role when an organization gets into the business of employee development.

Review of literature on employee retention project

Maccoby (1984) identified the job satisfaction of employees and supervisors of bell system over a five-year period and found that the employees and supervisors were satisfied with their pay and benefits and were also motivated to work productively 2. The challenge to organizations is that they must accept that this process may lead some employees to leave the company and pursue outside opportunities (o’herron and simonsen. Benefits: the relationship of benefits with retention is another aspect of making people stay is often investigated by researchers. Career development: the purpose of career planning as part of an employee development program is not only to help employees feel like their employers are investing in them. Sears created a new compensation system when they got into the business of employee development. Owens (2006) had a similar finding that employees that had a higher level of commitment also had a higher level of “turnover cognitions”. A higher score in “turnover cognitions” indicated that the employee had a more favorable attitude and was less likely to consider turnover representing an inverse relationship of commitment and turnover. It is an intangible incentive that can make a big difference in employee motivation (moses. Many companies are working to provide information that employees want and need in better way of communication. These “highly committed” employees were found to have a higher intent to remain with the company. The underlying belief is that a more committed employee will perform better at their job (walton. Organizational commitment: studies have concluded that committed employees’ remains organization for longer periods of time than those which are less committed. Managers at sears actually go through a workshop called “managing career development” to prepare them to work with employees under their career planning system (o’herron and is hoped that this would provide more realistic and reliable data and information about the impact of efforts made by the organization for continuous individual employment on themselves and those they supervise. The biggest gains will come from systematically improving an organization’s intrinsic reward process—making the work itself so fulfilling and energizing that employees themselves won’t want to leave. They are more likely to be responsible for implementing the management strategies for retaining the employees. Rediscovering the role of purpose in work is key to understanding the new work and the motivation of today’s employees. Nowadays motivational issues are more complex because of the wealth and opportunity so many employees have enjoyed. We focused on comparing the retention management practices that makes people stay in two similar types of organizations in the same sector (here in our case. By themselves they are no longer enough—intrinsic rewards are essential to employees in today’s environment (thomas. They are in better position to observe and experience the work behaviors and attitudes towards retention strategies. The findings regarding this group adds another perspective to the management literature on comparing the retention management practices employed by two similar types of organizations and examining the reasons behind why employees stay and how these retention factors differ in two organizations as both may value different aspects while deciding upon the retention strategies. Instrument a set of twelve measures were selected for the study after going through the literature. The correlation of each identified variable and the internal consistency of all variables were calculated in the component “retention management strategies” for both the organizations. The results showed that three factors came out from the “retention management strategies” component with special values bigger than 1. Skill recognition job flexibility superior-subordinate relationship employee motivation organization 2nd factor was formed by the following variables: 1. That one of the factors that helps retain employees is the opportunity to learn and try new things (logan. It is important for companies to recognize that competent employees as one of their greatest assets and they need to face the challenge of retaining them (garger. Ceo of forum corporation – a firm out of boston that helps fortune 500 companies develop learning systems – also claims that there is strong evidence indicating a link between strong learning programs and employee retention (rosenwald. 2006) states that retention is a critical element of an organization’s more general approach to talent management. The assertion of lockwood (2006) is in consonance with the findings of the present research that proposed to examine how these retention factors differ in two similar types of organizations. The factors emerging of retention strategies also indicate that employees stay when they have strong relationships with others with whom they work (clarke 2001) as a positive learning environment (dillich. Gs of this research showed that three factors each have been identified regarding retention management strategies at eepl and mbpl respectively. Project assignments involving work with colleagues and opportunities for interaction both on and off the job (johns et al 2001) leads to higher retention rates.. Working class: more companies are creating corporate universities to help employees sharpen skills and learn new ones.

Recognition learning and working climate job flexibility employee motivation benefits compensation cost effectiveness superior-subordinate rel’ship 0. 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Dialogthis title now requires a credituse one of your book credits to continue reading from where you left off, or restart the t of literature in employee retentionuploaded by sowmya usrelated interestsemployee retentionfactor analysisemploymentstrategic managementmotivationrating and stats2. The final section presents how this study ound of they studythe retention of employees has been shown to be significant to the development and theaccomplishment of the organization‘s goals and objectives. The next paragraphs discuss the background of the study byclarifying the theoretical framework for the main problems with employee , changes in technology, global economics, trade agreements, and the like are directly affectingemployee/employer relationships. Outstandingemployees may leave an organization because they become dissatisfied, under paid or unmotivated(coff 1996), and while trying to retain employees within the organization they may present otherchallenges as well. Besides these problemsasymmetric information or lack of information about the employees‘ performance may complicate anorganization‘s endeavour to retain productive employees. In many in stances companies may reward or punish employees for anorganization out come for which they had no impact (kerr 1975). Non productive and productive workers end upreceiving the same or nearly the same compensation and package of perks because of management‘s inability to distinguish talented employees from the rest of the labor force in the organization. It is another result of asymmetric in formation where both themanager does not know the information for which to ask from the employee and the employee doesnot know what to provide. 3 even if an organization is fortunate enough to retain talented employees, thecompany may still have to cope with agency costs resulting from them and their colleagues. Wheninformation about an employee‘s activities are difficult to gather, the employee may be motivated toact in his own interest which may diverge from the interest of the organization. Jensen and meckling (1976) explainedthat it is in an employee‘s interest to over consume perks and shirk job responsibilities of the firm ifthey are not sole owners of the organization. Since most company employees have their wealth tied up in theorganization for which they work, employees may attempt to make investment decisions which areless risky than the stock holders of the firm would prefer. This is doneto reduce the risk of failure bythe company, which protects the no diversified employee from loss of wealth. Employees or agents of the organization may also use a short sighted approach in investmentselection to enhance their own career chances (narayanan 1985). The employee can signal the labormarket his superiority through the selection of a fast starting project, which may fizzle out later for thefirm. Employees may also attempt to increase the size of the firm through acquisitionsand project selection regard less of the effect on company profitability in order to increase their ownpower base within the firm. These solutions do not work m statementunderstanding employee perspectives and measuring their retention factors are critical to anorganization success. However, each employee in an organization creates his or her ownunderstanding of a phenomenon and assumptions (argyris and schon, 1978). An employee interprets their organizationalenvironment through his or her own mental model, creating his or her own world; a reality of thesecond order thus arises (watzlawick, 1976) that is in some way imperfect (senge, 1990). For 5 examples, how is the private sector workforce aware of any retention effortsin their agency? Thus, the present study aimed to enhance our understanding and improve the shortage ofliterature by focus on the state of kuwait to explore the main private sector workforce retention factorsthat lead to their existing in their work ch objectivethus, the present study aimed deepens our understanding and improve the shortage of literature to themain determinate of employee retention to existing in private sector. Assess the most important organizational strategies that contribute to the retention of the privatesector workforce. Investigate what issues related to organizational culture contribute to the retention of the privatesector workforce. At the theoretical level, the present study is expected to bridge a gap in the literature forempirical research focusing on employees retention. For the practical contributions, this study isexpected to provide new solutions and evidence on the usefulness of segmentation techniques forhuman resource e of the studythis paper aims to attempts to determine employees retention in the private sector. The paper attempts todeepen our understanding about employees satisfaction and in private ture and theoretical backgroundin this chapter, the previous studies for employee‘s retentions are presented to be the framework tounderstand and systematically analyze factors the affect employee‘s intentions. Retention defined as―an obligation to continue to do business or exchange with a particular company on an ongoing basis‖(zineldin, 2000, p. A more detailed and recent definition for the concept of retention is ―customerliking, identification, commitment, trust, readiness to recommend, and repurchase intentions, with thefirst four being emotional-cognitive retention constructs, and the last two being behavioral intentions‖(stauss et al. Studies have indicated that retention driven by several key factors, which be managed congruently: organizational culture, strategy, pay and benefits philosophy, and careerdevelopment systems (fitzenz 1990).

The above mentioned definitions explain many situations in ourcontemporary life while many employees are no longer having the sense of organization loyalty oncethey leaved. Increasing numbers of organization mergers and acquisitions have left employees feelingdispleased from the companies that they work and haunted by concerns of overall job security. As aresult, employees are now making strategic career moves to guarantee employment that satisfy theirneed for security. 8literature of employees retaining again show that attracting existed employees costs less thanacquiring new talents as organizations know their employees and what they want, and the initial costof attracting the new employees has already been expended (davidow and uttal, 1989). Employeesretention also attain benefits such as customers satisfaction, better service, lower costs (reichheld,1995), lower price sensitivity, positive word-of-mouth, higher market share, higher productivity andhigher efficiency (zineldin, 2000). Based on a review of the literature, many studies have investigated employee‘s intentions toexist, for example eskildsen and nussler (2000) in their research suggested that employers arestruggling to be talented employees in order to maintain a successful business. In the same bases,mark parrott (2000), anderson and sullivan (1993) and rust and zahorik (1993) believe that, there isa straight line linking employee satisfaction and customer satisfaction. The literature of employee retention clearlyexplain that satisfied employees who are happy with their jobs are more devotion to doing a good joband vigorous to improve their organizational customers satisfaction (hammer2000; marini 2000;denton 2000). Employees who are satisfied have higher intentions of persisting with theirorganization, which results in decreased turnover rate (mobley et al. Fishbein and ajzen‘s(1975) attest the theory of reasoned action as the heart retention of both the employee and thecustomer links between satisfaction and behavior. Potter-brotman (1994) in his research explainedhow service could affect retention and may result in improving the value of teaching employees to beservice providers, with the capability to enhance interaction with customers rather than 9 endangerthem. The earlierefforts of desai and mahajan (1998) in examine the concepts of acquiring customers from a rationaland affective perspective provides us with different approaches of how cognition and affects areimplemented to increase retention. The authors recommended that in order to retain employees,companies must continually develop their products and services so as to meet the evolving needs ofcustomers. Included in retention strategies are thedevelopment of new products and services to meet and satisfy the evolving required of the customers;thus satisfaction is a component of retention. However, johnston (2001) in his research negated therelationship between customers satisfaction and their retention clarifying that such relation is veryweak. 2001) inhis research attest johnston (2001) as he mentioned that customer retention and customer satisfactionshould be treated as distinct, but causally inter-linked constructs. Rust and subramanian (1992), intheir study, link quality to customer satisfaction and argue that this has a direct effect on customerretention and market share. 1994) and schneider and bowen (1999) suggested that, in some cases,service suppliers may be unable to retain even those employees who are satisfied. Thus, satisfactionitself may not be sufficient enough to ensure long-term workers commitment to an d, it may be essential to look beyond satisfaction to other variables that strengthen retention suchas conviction and trust (hart and johnson, 1999). This explanation is consistent morgan andhunt(1994) research on marketing channel, which shows that organizations often look beyond the conceptof satisfaction to developing trust and ensure long term relationships with their employees. Other studies haveproposed that the cost of replacing lost talent is even higher, as much as 70 to 200 percent of thatemployee‘s annual salary (kaye, 2000). Firm with 40,000 full-time employees, the difference between a 15- percent turnover rate and a 25-percent turnover rate is over $50 million annually. Abundant studies have hypothesizedand empirically validated the link between satisfaction and behavioral intentions and behaviors such asemployee‘s retention and word of mouth (e. Indeed, this link is essential to the 11 marketing concept, whichholds that satisfying employee‘s needs and wants is the key to exist in the organization (kotler et al. Further, the importance of satisfaction on retention is well recognized that some majoreconomies now measure satisfaction at the industry level using large sample surveys to predictemployees retention and future financial performance (fornell et al. Kay (2000) describecosts as in ―…advertising and recruiting expenses, orientation and training of the new employee,decreased productivity until the new employee is up to speed, and loss of customers who were loyal tothe departing employee‖. When highlevel of employee‘s turnover existed, most of the workforce is at anentry level stage of production. A very high cost is associated with large numbers of employees whohave not accomplish full productivity. Numerous studies explain the importance of high employee‘s involvement andhow it could enhance their retention (arthur 1994; huselid 1995; koch and mcgrath 1996). As earlier studies indicated thatyoung employees are more interested in payment, advancement opportunities and time off. The lack of opportunities to learn and develop in the workcan be the top reason for employee dissatisfaction and thus turnover. A corporation namely kimko,implemented this information and provide a training program that gave employees 12 an opportunitiesto develop their path and career direction. Studies indicated that employees stay when they have strong relationships with others withwhom they work (clarke 2001). Increasingly, organizationsprovide information on values, mission, strategies, competitive performance, and changes that mayaffect employees enthuse (gopinath and becker 2000; levine 1995).

Many companies are working toprovide information that employees want and need in better way of communication, through the mostcredible sources (e. In summary, the literature defines retention as continuing relation between customers(employees) and their organization. The benefits of retention are lower costs for their agent, less pricesensitivity, greater market share, improve productivity, increase employees performance and thusincrease profits and meet their organizational goals and objectives. The relationship betweensatisfaction and retention in many studies has described as weak, and researches shows thatsatisfaction does not necessarily cause to ch methodologythe researchers divided the chapter into three sections; the first section presents the data collectionprocedures, the second section presents study population and sampling, the final section presents dataanalysis. Thequestionnaire used in the study was added and developed some factors through interviews with privatesector employees by visiting different organizations and workplace in the five main areas. By referringto the literature review on this topic, many items in the organizational culture and retention strategiessections of the survey were adapted 14 from griffeth and horn (1983). To achievethis purpose the survey asked respondents to rate the degree of importance and level of agreement witha number of statements related to:• benefits factors• retention strategies factors• organizational culture factorsthe first part of the questionnaire asked respondents to rate the relative importance of 6 potentialbenefits factors, on their retention, using a five-point likert type importance scale ranging from ―veryimportant‖ to ―not important at all‖. Employee assistance second part elicited retention strategies factors, respondents asked to rate the relative importanceof 13 potential strategies factors on their retention, using a five-point likert type importance scaleranging from ―very important‖ to ―not important at all‖. Annual performance appraisalthe third part of the survey address the organizational culture factors, respondents asked to rate therelative importance of 10 organizational culture factors on their retention, using a five-point scale ns from a small sample of kuwaiti private sector employees who conduced their work in thestate of population and samplingin convince approach, the authors selected five main cities to distribute the survey where private sectorworkforce conducted their work. In convenience method, private sector employees who conducted their work inthe sampling location during the chosen time intervals were selected. The survey was designed to obtaininformation about the main determinants of employee‘s retention to a total of 145 questionnaires distributed, 125 were returned (only 25 surveys were collected fromeach city), out of which 20 were usable (valid and completed), thereby yielding a response rate ofabout 86. To ascertain which of the private sectorworkforce retention factor criteria are perceived as more or less important, the data were analyzedusing descriptive statistics and factor analysis. These techniques were deemed to be appropriate forthis particular analysis because the main purpose of this thesis is to explore the main determinate ofemployee exiting risation schemethis study comprises six major r iprovide a discussion of nature, background and problems of the study and its r iipresents an extensive review of the literature on employees intention for the purpose of laying out thetheoretical foundation of the r iiipresents research methodology, it discusses the population and sampling, data collection procedures,questions of the research and r ivpresents the finding and result of data r vreveals the discussion of the r vipresents summary, ces• allen, n. 1998) ―strategic role of affect-based attitudes in the acquisition,development and retention of customers‖, journal of business research, vol. 1998), ―the employee-customer profit chain at sears,‖harvard business review, january/february, 82-97• rust, ronald t. Although several studies have been conducted on this topic, most of the researchers focus on the causes of employee turnover but little has been done on the examining the sources of employee turnover, effects and advising various strategies which can be used by managers in various organisations to ensure that there is employee continuity in their organisations to enhance organizational competitiveness. This paper examines the sources of employee turnover, effects and forwards some strategies on how to minimize employee turnover in er the world's research14+ million members100+ million publications700k+ research projectsjoin for free. Sources of employee turnover job related factors most researchers (bluedorn, 1982; kalliath and beck, 2001; kramer et al. 1981; saks, 1996) have attempted to answer the question of what determines people's intention to quit by investigating possible antecedents of employees’ intentions to quit. The experience of job related stress (job stress), the range factors that lead to job related stress (stressors), lack of commitment in the organisation; and job dissatisfaction make employees to quit firth et al. Large organizations can provide employees with better chances for advancement and higher wages and hence ensure organizational attach-ment (idson and feaster 1990). It can be a result of misunderstanding what is expected, how to meet the expectations, or the employee thinking the job should be different kahn et al. Insufficient infor-mation on how to perform the job adequately, unclear expectations of peers and supervisors, ambiguity of per-formance evaluation methods, extensive job pressures, and lack of consensus on job functions or duties may cause employees to feel less involved and less satisfied with their jobs and careers, less committed to their org-anizations, and eventually display a propensity to leave the organisation (tor et al. If roles of employees are not clearly spelled out by management/ supervisors, this would accelerate the degree of employees quitting their jobs due to lack of role clarity. Indications are that employees are more likely to stay when there is a predictable work environment and vice versa (zuber, 2001). Therefore, in situations where organizations are not stable employees tend to quit and look for stable organisations because with stable organisations they would be able to predict their career advancement. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it leads to labour turnover. All these approaches should be avoided if managers want to mini-mize employee turnover an increase organisational com-petitiveness in this environment of globalization. Employees feel comfort-able to stay longer, in positions where they are involved in some level of the decision-making process. But in the absence openness’ in sharing information, employee empowerment the chances of continuity of employees are minimal. All these fac-tors contribute to high employee turnover in the sense that there is no proper management practices and poli-cies on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures in place and thus employees decides to quit. If jobs provide adequate financial incentives the more likely employees remain with organi-sation and vice versa. There are also other factors which make employees to quit from organisations and these are poor hiring practices, managerial style, lack of recogni-tion, lack of competitive compensation system in the organisation and toxic workplace environment abassi et al. Hogan 1992, nearly twenty years ago the direct and indirect cost of a single line employee quitting was between $ 1400 and $4000.

Turnover has many hidden or invisible costs philips (1990) and these invisible costs are result of incoming employees, co-workers closely associated with incoming employees, co-workers closely associated with departing employees and position being filled while vacant. Catherine (2002) argue that turnover include other costs, such as lost productivity, lost sales, and management’s time, estimate the turnover costs of an hourly employee to be $3,000 to $10,000 each. Research estimates indicate that hiring and training a replacement worker for a lost employee costs approxi-mately 50 percent of the worker’s annual salary (johnson et al. Each time an employee leaves the firm, we presume that produc-tivity drops due to the learning curve involved in under-standing the job and the organization. Furthermore, the ongori 051 loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the departing employee, but also competitors are potentially gaining these assets meaghan et al. Therefore, if employee turnover is not managed properly it would affect the organization adversely in terms of personnel costs and in the long run it would aff-ect its liquidity position. Strategies to minimize employee turnover strategies on how to minimize employee turnover, con-fronted with problems of employee turnover, manage-ment has several policy options viz. Employee turnover attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on the induction process. Equally, employee turnover attributable to wage rates which produce earnings that are not competitive with other firms in the local labour market is unlikely to decrease were the policy adjustment merely to enhance the organization’s provision of on-the-job training opportunities. Extensive research has shown that the following categories of human capital management factors provides a core set of measures that senior management can use to increase the effec-tiveness of their investment in people and improve overall corporate performance of business: employee engagement, the organization’s capacity to engage, retain, and optimize the value of its employees hinges on how well jobs are designed, how employees' time is used, and the commitment and support that is shown to employees by the management would motivate employees to stay in organization’s.. Knowledge accessibility, the extent of the organisa-tion’s “collaborativeness” and its capacity for making knowledge and ideas widely available to employees, would make employees to stay in the organisation. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture meaghan et al. Workforce optimization, the organisation’s success in optimizing the performance of the employees by esta-blishing essential processes for getting work done, provi-ding good working conditions, establishing accountability and making good hiring choices would retain employees in their organisation. The importance of gaining better understanding of the factors related to recruitment, moti-vation and retention of employees is further underscored by rising personnel costs and high rates of employee turnover (badawy, 1988; basta and johnson, 1989; gar-den, 1989; parden, 1981; sherman, 1986). With increa-sed competitiveness on globalizations, managers in many organizations are experiencing greater pressure from top management to improve recruitment, selection, training, and retention of good employees and in the long run would encourage employees to stay in organisations. Involvement in terms of internalizing values about the goodness or the importance of work made employees not to quit their jobs and these involvements are related to task characteristics. Task charac-teristics have been found to be potential determinants of turnover among employees (couger, 1988; couger and kawasaki, 1980; garden, 1989; goldstein and rockart, 1984). Employees who are more involved in their jobs are more satisfied with their jobs and more committed to their organization (blau and boal, 1989; brooke and price, 1989; brooke et al. Job satisfaction, career satisfac-tion, and organisational commitment reflect a positive attitude towards the organization, thus having a direct influence on employee turnover intentions. Organisational commitment is an affective response to the whole organisation and the degree of attachment or loyalty employees feel towards the organisation. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job (brooke et al. Degree of commitment and loyalty can be achieved if management they enrich the jobs, empower and compensate employees properly. Empowered employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates (malone, 1997). All these makes employees to be committed to the organization and chances of quitting are minimal. Conclusions therefore, if the above strategies are taken into account the business would be able to survive in a dynamic environment by treating their employees as one of their assets which needs a lot of attention. Employees are the backbone of any business success and therefore, they need to be motivated and maintained in organisation at all cost to aid the organisation to be globally competitive in terms of providing quality products and services to the society. Management sho-uld encourage job redesign-task autonomy, task signifi-cance and task identity, open book management, empo-werment of employees, recruitment and selection must be done scientifically with the objective of retaining emp-loyees. Managers should examine the sources of employee turnover and recommend the best approach to fill the gap of the source, so that they can be in a position to retain employees in their organisation to enhance their competi-tiveness in the this world of globalization. Managers must understand that employees in their organizations must be treated as the most liquid assets of the organisation which would make the organisation to withstand the waves of globalization. Employees should be given challenging all managers should be hired on the basis of know how by following laid down procedures of the organisa-tion and this would make organisation to have competent managers at all levels of management and hence good supervision. They should pay employees based on their performance and in addition they should given employees incentives like individual bonus, lump sum bonus, sharing of profits and other benefits. A meta-analysis of antecedents and correlates of employee turnover: update, moderator tests, and research implications for the next millennium", j. An examination of the independent and joint contribution of organizational commitment and job satisfaction on employee intention to quit", group org. 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