An Analysis on Designing and Improving Employee S Retention Through Career Development at World Zone Logistics Private Limited, Cochin Kerala

The purpose of this study to examine the moderating role of Leadership on the relationship between Talent Management (TM) and Employee Retention (ER) in Department of Education and Knowledge in Abu Dhabi. This research is deductive approach and quantitative methods. This quantitative study used 57 items structured questionnaires which were distributed to 354 teachers in Abu Dhabi schools using strata random sampling techniques. A total of 354 usable surveys were collected from 256 schools in Abu Dhabi. And analysis using (Smart-PLS-SEM 3.2.6) path modelling. The findings of this study positive relationship between (P-value 0.002) career development and employee retention, (P-value 0.026) competency mapping and employee retention, (P-value 0.007) employee engagement and employee retention, (P-value 0.015) performance management and employee retention. Furthermore, regarding the moderation effect of leadership between the variables, the bootstrapping procedure by using Smart-PLS was used and the findings revealed that, out of four hypotheses, two hypotheses were found the significant moderation effect between employee engagement and employee retention (β=0.213, t=2.445, p-0.015), performance management and employee retention (β= -0.242, t=3.178, p-0.002). While, the moderation effect of leadership with career development (p=0.408) and competency mapping (p=0.792) was found insignificant. Therefore, it can be concluded that the leadership moderating thus impeding the contribution of talent management towards employee retention. The result implied that the Department of Education and Knowledge in Abu Dhabi should adopt talent management to enhance their employee retention in future. Recommendations for further research were discussed at the end of the thesis.

This research looked at career development system through the lenses of personal growth, advancement and challenging responsibilities against Quality of services, Task’s completion, Team work, Dependability and reliability and Creativity of employee performance in Rwanda’s public institutions, with the Rwanda Housing Authority (RHA) case study. It was grounded on the Hertzberg and Vroom Expectancy Theories of career development. The study adopted a mixed design, combining a descriptive quantitative and a phenomenology qualitative design. The target population consisted of 108 respondents from whom 85 were statistically drawn using Yamane 1967 formula. The study found that majority of respondents believe RHA offers significant career growth opportunities and maintains an active career planning policy. The average response score of 4.45 suggests that respondents generally believe that career development efforts at RHA effectively influence employee performance. The regression analysis further quantifies this relationship, demonstrating that career development accounts for 42% of the variation in employee performance, reinforcing the crucial role that such initiatives play. The analysis of variance (ANOVA) corroborates this strong correlation, exhibiting statistical significance that points to career development as a substantial influencer of performance. In terms of specific impact, the coefficient of career development, 0.588, indicates that for every unit increase in career development, there is a near 0.6 unit increase in staff performance. The study recommends it is crucial to significantly invest in and emphasize career development initiatives, considering their key role in enhancing employee performance. These initiatives should include personalized career development plans, mentorship programs, and regular training sessions for all employees. Regular performance reviews and feedback sessions can help identify areas of improvement and direct career development efforts. Furthermore, all employees, regardless of their roles, should have equal access to these career development opportunities, promoting a sense of fairness and building a skilled workforce. It's also important to view career development as a central aspect of strategies aimed at employee retention, given its positive impact on performance and job satisfaction. Lastly, organizations should continually evaluate the effectiveness of career development initiatives, making adjustments as necessary to ensure their impact on performance improvement is maximized. Keywords: Career Development, Employee Performance, Personal Growth, Responsibilities, Quality of Services, Task’s Completion, Team Work, Dependability, Reliability and Creativity

Purpose – Literature has shown that mentoring and career development programmes can assist women and minority groups in pursuit of more senior roles. The Challenging Perceptions 12-month, multi-faceted career development and mentoring programme was specifically designed to aid female mental health participants in their attempts to break the glass ceiling, which can be apparent within senior levels of the UK National Health Service. This study aimed to investigate the effects of a career development and mentoring programme on female mental health nurses' career and personal development compared to a matched comparison group. Design/methodology/approach – A longitudinal, qualitative study based on semi-structured interviews conducted with female mental health nurse participants and a matched control group at four time points, six months apart over an 18-month period. Female mental health nurses at F, G, H, I and Nurse Consultant Level who applied to participate in the programme were selected by a panel consisting of members of the project team and subsequently randomly allocated a group. Twenty-seven female mental health nurses experienced the programme and 27 female mental health nurses constituted a comparison group. Findings – Experience as programme participant influenced the career and personal development of participants, particularly compared to the matched control group. Career development outcomes included promotion and additional learning/study. Personal development outcomes included increased self-confidence and increased satisfaction with ability to deliver quality patient care. Originality/value – Career development and mentoring programmes designed to affect diversity have an important role to play in fostering the career and personal development of nurses in healthcare organisations.

This study aims to analyze the effect of talent management, job satisfaction, and career development on employee retention at PT Nusantara Power Enjiniring. Employee retention is a crucial factor for company sustainability and success, especially in competitive industries such as the energy sector. The research method used is a quantitative approach with data collection techniques through questionnaires. The research sample consisted of 50 employees of PT Nusantara Power Enjiniring who were selected using the saturated sample method. The results showed that talent management and job satisfaction partially affect employee retention, while career development has no positive and significant effect on employee retention at PT Nusantara Power Enjiniring. Simultaneously, talent management, job satisfaction, and career development variables have a positive and significant effect on employee retention at PT Nusantara Power Enjiniring. From the results of multiple linear regression tests, the adjusted R-square value is 66.5%, so it can be explained that 66.5% of talent management, job satisfaction, and career development variables affect employee retention, while the remaining 33.5% is influenced by other variables. Talent management was found to be the most influential factor, followed by job satisfaction and career development. This finding implies that companies need to focus on effective talent management strategies, improve employee job satisfaction, and provide clear career development opportunities to improve employee retention.

The purpose of this study is to ascertain the connections between employee engagement, employee retention, and talent management practices (managerial assistance, employee career development, and rewards and recognitions) in an established steel plant. An analysis with a quantitative approach is used. There was a questionnaire used as the research tool. For this study, a random sample strategy was applied. Questionnaires were used to gather responses. The statistical tool SPSS was initially used to analyze the collected data. A quantitative survey with twenty-four questions that were scored on a five-point Likert scale from strongly disagree to strongly agree was conducted. Regression and factor analysis have been used to analyze data. The results of a linear regression study show that employee engagement and retention are positively impacted by talent management strategies, such as career development opportunities for employees, managerial support, and rewards and recognition.

The aim of this research is to investigate the relationship between talent management practices, employee engagement, and employee retention in the small and medium-sized enterprises (SMEs) in Malaysia. To assess the current issues in the industry, a researcher performed a study of relevant themes and subjects in the most recent literature. The above research utilizes a framework to analyze the business environment, while also providing insight on how to employee retention and employees engagement. A study on quantitative research was done. A self-administered questionnaire is used in this study. In this study, convenience sampling methods were employed. A total of 55 employee answered the surveys correctly. This research was analyzed using SPSS version 26. According to the findings of the study, talent management practices have a beneficial impact on employee engagement and retention. Talent management practices contribute for 74.3 percent of employee engagement, and it is expected to improve by 92 percent if talent management is indicated. Talent management practices, on the other hand, accounted for 74.3 percent of employee engagement and are projected to grow by 92 percent if talent management is implemented in a business. The relevant conclusion from the study into talent management practices may have a beneficial impact on employee engagement and retention, allowing the organization to achieve business performance.

Human Resources (HR) is a strategic element of an organization to achieve its mission, where HR plays a role as a reference point in determining policies that align with the organization's goals. The aim of this research is to determine whether talent management and knowledge management have a partial effect on employee retention in the millennial workforce and to examine whether employee engagement can moderate the relationship between talent management and knowledge management on employee retention in the millennial workforce. The sampling technique employed the Lemeshow method, resulting in a sample of 96 individuals. The study focused on a dynamic, boundaryless, digitally connected workforce that eschews conventional boundaries, namely the millennial workforce. The data used consisted of both primary and secondary data, collected through Likert scale questionnaires. Data analysis was conducted using the Multiple Regression Analysis approach. The research findings indicate that talent management does not have an impact on employee retention, while knowledge management does have an impact on employee retention. Employee engagement is found to moderate the relationship between talent management, knowledge management, and employee retention.

The ability of any organization to draw in, engage, and keep outstanding workers is crucial to its success and long-term viability. Understanding the mechanisms of staff engagement and retention at Jos Alukkas, a well-known jewellery retail chain in India, is the main goal of this study. Examining the critical elements that impact employee engagement levels and how they impact retention rates inside the company is the main goal of the study. The study looks at a number of engagement factors, including work-life balance, professional growth opportunities, communication techniques, leadership style, rewards and recognition, and work environment. The study also looks into the difficulties Jos Alukkas has keeping talented workers and assesses how well the current retention tactics are working. The study's conclusions show a significant relationship between employee retention and engagement. Workers are much more likely to stick with a company if they feel appreciated, engaged, and inspired. The study provides useful suggestions to boost engagement efforts and lower turnover based on the knowledge gathered, which will eventually improve organizational performance and employee happiness. Keywords Employee Engagement, Employee Retention, Human Resource Management, Job Satisfaction, Organizational Commitment, Work Environment, Motivation, Employee Turnover, Employee Relations, Rewards and Recognition, Career Development, Workplace Culture.

The development of an increasingly advanced era affects the business, especially the culinary field, business competition that occurs need to be balanced with the optimal utilization of company resources. Employee retention is needed as a function and competitiveness of the company. Companies need to focus on talent management and employee engagement to engage employees who can have an effect on increasing employee retention. The purpose of this study was to examine the effect of talent management on employee retention with employee engagement as a mediation variable at the employees of Sardine Restaurant Seminyak Bali. The study used the census method in determining the sample of 60 respondents, through path analysis technique. Based on the analysis results can be seen that talent management has a positive and significant influence on employee engagement. Talent management has a positive and significant influence on employee retention. Employee engagement has a positive and significant impact on employee retention. Employee engagement is able to give positive influence in mediating talent management relationship to employee retention on Sardine Restaurant Seminyak Bali employee.
 Keywords: talent management, employee engagement, employee retention

This study examined the relationship between career development initiatives and employee retention at the Ministry of Works in Tanzania. The study was guided by equity theory, which was founded on the assumption that employees tend to remain with their organisation when they are perceived to be treated equally. Cronbach's Alpha coefficient was used to assess the variable’s reliability. A cross-sectional design was employed to collect quantitative and qualitative data from survey questionnaires and interviews. Quantitative data were analysed using descriptive and inferential statistics, while qualitative data were analysed through content analysis. The study found that employee retention at the Ministry of Work is high. In addition, the study findings revealed significant positive effects of career development programs on retention, including education opportunities (coef. = 1.884, p = 0.016), fair career development opportunities (coef. = 1.2122, p = 0.001), and involvement in innovation and creativity (coef. = 1.5216, p = 0.000). Similarly, qualitative findings indicated that career development programs, including educational opportunities, career autonomy, and recognition practices such as awards and promotions, significantly enhance employee retention. The study contributes to existing knowledge by demonstrating that well-structured career development programs significantly enhance employee retention. It is recommended that organizations invest in training, career autonomy, and innovation opportunities to further improve retention rates and reduce turnover.

PT. Pegadaian Kanwil I Medan acknowledges the importance of investing in employee development. However, despite these efforts, the company faces challenges with low employee retention rates and turnover rates exceeding acceptable levels. These issues adversely affect the company's performance and productivity. Ineffective training and inconsistent career development are identified as primary factors contributing to job dissatisfaction and low employee retention. Therefore, this study aims to explore how employee development experiences, specifically through training and career development, influence employee retention. Job satisfaction is examined as a mediator in this relationship. The research adopts a quantitative approach with a causal/correlational research design. A sample of 60 employees participated in the study, providing data through questionnaires. The analysis utilizes path analysis with Smart-PLS 3.0 software, focusing on evaluating both the measurement model and structural model. The findings reveal that training significantly enhances employee retention but does not significantly affect job satisfaction. Conversely, career development does not directly impact employee retention but significantly influences job satisfaction. Job satisfaction is found to mediate the relationship between career development and employee retention but does not mediate the relationship between training and employee retention. These findings underscore the critical role of training and career development in improving staff retention at PT. Pegadaian Kanwil I Medan. The study highlights the importance of enhancing training programs and emphasizing career development to boost employee satisfaction and retention.

Employee retention is an important issue for manufacturing companies, especially in the face of a shortage of qualified workers. The company's ability to retain potential employees is crucial, because retaining competent employees is more effective than looking for new employees. Career development and employee well-being programs are considered important factors in increasing loyalty and job satisfaction, which in turn can reduce employee turnover rates. This study aims to examine the influence of career development and welfare programs on employee retention in manufacturing companies. The research method used was qualitative with a purposive sampling approach, involving 60 respondents who worked for more than two years. The variables studied included career development (dedication, commitment, passion, and learning) as well as welfare programs (salary, supervision, co-workers, and communication), which were associated with employee retention (working conditions, vision and mission, work attitudes, and work assessments). The results of the study show that clear career development and supportive wellbeing programs significantly increase employee commitment, loyalty, and retention. The practical implications of these findings are the importance of companies offering appropriate career development opportunities and adequate wellbeing programs to create a productive work environment and high employee loyalty.

This study aims to examine the impact of Career Development and Employee Engagement on the retention of Generation Z employees in technology companies in Jakarta, with Organizational Commitment serving as a mediating variable. The research uses Career Development and Employee Engagement as independent variables and Employee Retention as the dependent variable. Data was gathered by distributing questionnaires to 140 employees working in technology companies in Jakarta. An associative quantitative approach was employed, utilizing primary data and applying Structural Equation Modeling (SEM) through Smart PLS. The findings reveal that Career Development significantly influences Employee Retention with a coefficient value of 0.497. Similarly, Employee Engagement has a positive and significant effect on Employee Retention, with a coefficient value of 0.224. Additionally, Career Development positively and significantly impacts Organizational Commitment with a coefficient value of 0.575, while Employee Engagement also positively and significantly affects Organizational Commitment with a coefficient value of 0.257. Furthermore, both Career Development and Employee Engagement positively and significantly influence Employee Retention through Organizational Commitment, with coefficient values of 0.160 and 0.072, respectively. Finally, Organizational Commitment has a significant effect on Employee Retention, with a coefficient value of 0.279.

The core idea of this paper is to escalate the readers’ speculation in the domain of employee engagement and employee retention. The focus lies on the influence of the former on the latter, where both act as important tool in human resource development. This paper also strives to probe and provide an in depth understanding of the domain of employee engagement specifically as a tool for retention of employees in today's organizations. The paper is grounded on secondary research in the areas of employee engagement and retention. This review is based on papers of last 10 years only, that is, 2009–2019. This body of work is based upon the existing literatures reviewed by the authors in order to develop deeper understanding on the topic and its impact on today's organizational framework. This paper seeks to bring clarity and explore trends in employee engagement. The authors have tried to reveal the drivers of employee engagement and retention by making a methodical search in online database of Emerald insight and Google scholar of the keywords “Employee Engagement and Retention”. Out of a massive result, papers pertaining to last 10 years and owing the key interest areas of authors were selected and scrutinised. The paper deals with the driving factors of employee engagement and retention in today's organization. Effect of employee engagement on organizational performance. Drivers of employee engagement and retention. The effect of employee engagement on employee retention. Enhancing strategies for employee engagement and retention. The outcomes of this study are based on 13 scholarly articles, and are relevant to the area of study only. Thus, articles have been examined in accordance to the selected domain of the study only. Thirteen scholarly articles on drivers of employee engagement and retention of organizations thus indicate further scope of research opportunities in these selected domains.

Employee performance is an essential factor for company success. Optimal employee performance will affect the company's development in producing good products. This study aims to determine the application of Talent Management to Employee Engagement and Employee Retention in Improving Employee Performance at PT XYZ Surabaya employees. This study's population was PT XYZ Surabaya employees, totaling 393 people. The sampling technique uses the slovin formula with an error tolerance of 5%, and the sample used in this study is 200 employees. The data analysis technique in this study is as follows PLS-SEM analysis using SmartPLS software. The results showed that: 1) Talent management has a positive and significant direct effect on employee engagement, 2) Talent management has a positive and significant direct effect on employee retention, 3) Talent management has a positive and significant direct effect on employee performance, 4) Employee engagement has no direct positive and significant effect on employee performance, 5) Employee retention has a positive and significant direct effect on employee performance, 6) Employee engagement has a positive and significant direct effect on employee retention, 7) Talent management has no direct effect on employee performance indirectly through employee engagement, and 8) Talent management influences employee performance indirectly through employee retention.