Psychological contracts and retention strategies in Malaysia: A Delphi study on contract and permanent employment.

Linking toxic leadership with employee turnover intentions: Examining the mediation effect of psychological well-being and organisational cynicism.

The contemporary workplace, characterized by volatility, remote work arrangements, and demand for psychological safety, has intensified the search for leadership styles that promote sustainable employee wellbeing and retention. While authentic leadership (AL) is theorised to be a potent antidote to burnout and turnover, the specific pathways through which its components operate remain underexplored. This research examines how and when the four dimensions of AL (self-awareness, relational transparency, balanced processing, internalised moral perspective) differentially influence multi-faceted employee wellbeing and turnover intention. Drawing on Conservation of Resources theory and Social Exchange theory, we conducted a three-wave longitudinal dyadic survey (N = 312 employee-leader pairs) and a randomized field experiment with a wait-list control group (N = 60 leaders, 280 employees) in a manufacturing firm in Kenya. The intervention was a six-week targeted leadership development programme focused on the specific behaviours associated with each AL dimension. Study 1 (longitudinal survey) showed that relational transparency indirectly predicted thriving and engagement via psychological safety and trust; balanced processing indirectly predicted reduced emotional exhaustion via procedural justice; and internalised moral perspective indirectly predicted engagement via meaningfulness and perceived organizational support. Wellbeing outcomes fully mediated the AL-turnover intention relationship. Study 2 (field experiment) produced significant improvements in all mediators and wellbeing outcomes, reducing turnover intention scores by 32% at three-month follow-up. Mediation of change scores confirmed that the intervention worked through the theorized mechanisms. While our three-wave design establishes temporal precedence for parallel mediation, inferences about sequential (serial) mediation remain tentative. Authentic leadership's power lies not in a single composite construct but in the provision of distinct psychological resources through specific behavioural dimensions. Organizations should train leaders in transparency, balanced processing, and moral perspective as separate, learnable skills to foster sustainable wellbeing and retention.

This paper explores the combined impact of Employer Brand (EB) and Corporate Brand (CB) on consumer psychology, specifically focusing on repeat experiences such as product repurchase and employee retention. Utilizing Signaling and Social Identity theories, the authors review recent literature to propose the "Integrated Brand Ecosystem" model, which visualizes how internal and external brand equity influence one another. The analysis reveals that corporate social irresponsibility causes a "spite effect," damaging both consumer and employee intentions, while sustainability and well-being initiatives act as positive signals that foster trust and loyalty. The study offers a unique framework called "Psychological Spillover" to explain the bidirectional relationship between EB and CB, recommending the merger of HR and Marketing functions. Although limited by its conceptual nature and lack of primary data, the research suggests that organizations should adopt Integrated Brand Management (IBM), treating company culture as a marketing tool and supporting "Employer Brand Ambassadors." Additionally, the study emphasizes that modern stakeholders demand corporate responsibility, meaning that unethical behavior risks boycotts and long-term damage to brand loyalty.

This study examined employee perceptions of Performance Management Systems (PMS) and their relationship with employee satisfaction and retention indicators within selected organizations. Using a descriptive-quantitative research design, data were gathered from 54 employees through a structured survey questionnaire utilizing a 4-point Likert scale. The study focused on four PMS dimensions: Goal Clarity and Alignment, Continuous Feedback and Coaching, Linkage to Career Development, and Linkage to Rewards and Recognition. Descriptive statistics such as frequency distribution, mean, standard deviation, and correlation analysis were employed to interpret the data. Findings revealed that employees generally perceived the PMS as effective, particularly in terms of Goal Clarity and Alignment (M = 3.69), while Linkage to Rewards and Recognition obtained the lowest mean score (M = 3.36). Employee satisfaction and retention levels were likewise interpreted positively, indicating favorable employee attitudes toward remaining in their organizations. Correlation analysis showed a significant relationship between PMS effectiveness and employee satisfaction (r = .99, p = .007), while no significant relationship was found between PMS effectiveness and employee retention (r = .47, p = .52). Age was identified as the only demographic factor significantly related to PMS effectiveness and employee satisfaction. The study concludes that effective performance management practices contribute substantially to employee satisfaction and may indirectly influence retention outcomes. Recommendations include strengthening feedback systems, enhancing developmental opportunities, and improving reward alignment to sustain employee engagement and organizational retention strategies. Keywords: Employee perceptions, performance management system, employee retention, retention indicators

The growing demand for intelligent decision support in Strategic Human Resource Management (SHRM) drives the need for advanced predictive models for employee attrition and performance. This paper presents a hybrid deep learning framework combining TabNet and Long Short-Term Memory (LSTM) networks within a cloud-based architecture. TabNet’s attention-based feature selection and LSTM’s ability to model temporal relationships enable the model to effectively process both structured tabular data and time-series behavioural patterns. The model is trained and validated using the IBM HR Analytics Employee Attrition & Performance dataset, consisting of 1,470 employee records with 35 demographic and organizational features. Performance evaluation is conducted using metrics such as accuracy, precision, recall, F1-score, ROC-AUC, and regression metrics (R 2, RMSE, MAE). Results show that the proposed TabNet–LSTM framework significantly outperforms traditional models, including Artificial Neural Networks, Reinforcement Learning, and Gradient Boosting, in terms of predictive accuracy and reliability. These findings highlight the potential of hybrid cloud-enabled deep learning systems to support proactive employee retention and performance optimization strategies. The original contribution of the study lies in the integration of interpretable tabular learning and sequential modelling within a scalable cloud-based HR analytics framework for enhanced strategic workforce decision-making.

This study aims to examine the effect of organizational support and job satisfaction on employee retention at Home Industry Percetakan Jasa Cetak Satria. Employee retention is a crucial factor for business sustainability, as it is closely related to workforce stability and operational effectiveness, particularly in small-scale enterprises. The population of this study consists of all 35 active employees of Home Industry Percetakan Jasa Cetak Satria. A quantitative approach was employed, with a census method used for sampling. Data were collected through questionnaires using a five-point Likert scale and analyzed using multiple linear regression. The results show that organizational support has a positive and significant effect on employee retention with a significance value of 0.011, while job satisfaction also has a positive and significant effect with a significance value of 0.040. This study confirms that improving organizational support and job satisfaction can enhance employee retention.

"I quit because…": A psychological interpretation of push-pull dynamics of employee attrition informed by explainable machine learning.

Enhancing employee retention in nursing homes through non-monetary incentives: Insights from focus groups.

Purpose This study investigates the impact of psychological capital on employees' intention to remain in the United Arab Emirates (UAE) telecommunications sector, examining job satisfaction as a mediator and work engagement as a moderator. The study is based on Locke’s affect theory of job satisfaction and the Aon Hewitt work engagement model. Design/methodology/approach A quantitative, cross-sectional design was used. The sample included employees from major UAE telecommunications organizations, such as Etisalat, Du and smaller providers. Data from 412 employees were analyzed using structural equation modeling (SmartPLS). Findings Job satisfaction is a significant predictor of the intention to stay. Among the dimensions of psychological capital, only optimism is positively linked to job satisfaction, while hope, resilience and self-efficacy are not. Resilience negatively forecasts the intention to stay. Hope indirectly affects the intention to stay through job satisfaction. Significant interaction effects were found between hope and both vigor and dedication, and between resilience and all three dimensions of work engagement (vigor, dedication and absorption). Practical implications Organizations should carefully design psychological capital development initiatives, as not all dimensions produce favorable outcomes. Monitoring job satisfaction and implementing targeted engagement strategies can enhance employee retention. Originality/value This study extends existing theories by offering new insights into how psychological capital, job satisfaction and engagement interact to influence employee retention in the UAE telecommunications sector.

This study investigates the impact of human resource (HR) practices on employee job satisfaction in the pharmaceutical industry of Pakistan, which plays a significant role in the country's economy but frequently encounters issues, including low motivation and staff turnover. Despite the strategic importance of effective HR management, limited empirical evidence exists on how specific HR practices influence employee satisfaction within this industry in the Pakistani context. Addressing this gap, the present research examines the effects of four key HR practices, which include recruitment and selection, training and development, performance appraisal, and compensation and benefits, on the job satisfaction of employees. In this research, quantitative research is adopted where employees of particular pharmaceutical companies in Pakistan will be given a questionnaire. The collected data are analyzed using correlation and regression techniques to determine the strength and direction of relationships between HR practices and job satisfaction. The findings are expected to provide empirical insights that can help HR managers design more effective HR policies aimed at improving employee satisfaction, retention, and overall organizational performance. This study contributes to the existing literature by offering industry-specific evidence from a developing economy and highlighting the critical role of HR practices in enhancing workforce outcomes in the pharmaceutical sector.

In the wake of sweeping federal workforce reductions and rising political uncertainty, public sector leaders face mounting challenges in retaining mission-critical talent. These pressures are compounded by the enduring realities of remote work, which have disrupted traditional models of leadership and engagement. This qualitative study explored how remote federal IT employees perceive the role of supervisor engagement in shaping job satisfaction, organizational commitment, and retention. Using Leader–Member Exchange (LMX) theory as a conceptual framework, interviews were conducted with 15 current and former federal IT professionals. Findings revealed that high-quality supervisor–employee relationships that were characterized by trust, communication, and support served as a critical lever for retention in remote environments. Implications include the need for targeted leadership training, policy reforms, and systems that promote relational engagement. These findings highlight the urgency of investing in human-centered leadership practices to improve employee satisfaction and commitment during times of uncertainty.

Studies on employee retention have been widely conducted, yet research that specifically discusses the effects of compensation, job satisfaction, and career development on employee retention at PT Sarana Sumatera Barat Ventura remains limited. This study aims to analyze the effects of compensation, job satisfaction, and career development on employee retention at PT Sarana Sumatera Barat Ventura. This study used a quantitative approach with a survey design. The research respondents consisted of 34 employees determined using total sampling. Data were collected through questionnaires and then analyzed through validity testing, reliability testing, classical assumption testing, multiple linear regression analysis, and hypothesis testing with the assistance of SPSS. The results show that compensation has no significant effect on employee retention. Job satisfaction has a positive and significant effect on employee retention, whereas career development has no significant effect on employee retention. This finding broadens understanding of the factors that influence employee retention in the context of a regional financial company. The conclusion of this study emphasizes that job satisfaction is an important factor in increasing employee retention at PT Sarana Sumatera Barat Ventura. The practical implications of this study indicate the need for the company to prioritize improving job satisfaction as the main strategy for retaining employees and supporting human resource stability.

Employee retention remains a pressing issue and it reflects a key psychological decision-making outcome shaped by work-related stressors and organizational resources. Drawing on the Push-Pull framework, this study examines how pull factors (training and development, compensation, and empowerment) and push factors (job dissatisfaction, job burnout, and peer turnover influence) affect employee retention, while testing the moderating role of engagement. Using survey data from 568 educators in Guangdong Province, Partial Least Squares Structural Equation Modeling and Multi-Group Analysis were employed. Results show that pull factors positively predict employee retention, whereas push factors negatively affect it. Engagement moderates the relationship between training and development and employee retention. The multi-group analysis results indicate that only job burnout shows a significant difference between public and private schools. The findings are important for education policymakers and school administrators. Targeted retention policies that integrate material incentives and psychological engagement can help stabilize the teaching workforce.

BackgroundJob satisfaction plays an important role in the retention of employees. The main factors that affect job satisfaction include nine components, which are payment, promotions, supervision, fringe benefits, contingent rewards, operating conditions, co‐workers, nature of work, and communication.ObjectiveThis study aimed to determine the factors that affect the job satisfaction among diagnostic radiography technologists (DRTs) in Kuwait.MethodsThe research utilized a mixed‐methods approach. Part I was a questionnaire study, which consisted of 32 questions, distributed electronically to the technologists in Kuwait’s hospitals. Part II involved 12 face‐to‐face semistructured interviews. The responses were collected and statistically processed using SPSS version 20.ResultsThe mean satisfaction level of DRTs was 136. Fifty‐one percent (51%) were satisfied, 37% were neutral, and the remaining 11.6% were dissatisfied. Nine domains were analyzed, and it was found that nationality, gender, and education significantly impacted satisfaction levels, whereas non‐Kuwaiti, males, and graduates with a B.Sc. showed higher levels of satisfaction (p < 0.05). The thematic analysis has determined three emerging themes, each with two subthemes, that provide a deeper understanding of the factors contributing to their work‐related well‐being. These themes are recognition and organizational support, professional growth and compensation, work environment, and educational impact.ConclusionThe general satisfaction among the DRTs in the Kuwaiti governmental hospitals was skewed to moderate to high satisfaction levels. The findings suggest that government policymakers should focus on improving promotion programs and career development for radiographers.ContributionThis paper provides insights into radiographers’ job satisfaction, guiding workforce policy and professional development initiatives.

Purpose This study explores the importance of Self-Esteem in Labour Context (SELC) as a psychological resource influencing employee behaviour and organisational outcomes. It addresses the lack of integrated research on its dimensions and implications for management. Design/methodology/approach A systematic literature review (SLR) of studies published between 1975 and December 2025 was conducted to synthesise existing evidence. To validate and contrast these findings, qualitative interviews with organisational leaders were carried out, providing managerial insights into the role of SELC practices. Findings The SLR identifies key themes linking SELC to job satisfaction, motivation, organisational commitment, turnover intentions, ethical leadership, civic behaviour and organisational culture. Qualitative results reinforce these relationships, highlighting SELC as a driver of employee well-being, productivity and retention. Ethical leadership emerges as a critical factor, and SELC is shown to foster prosocial behaviours and organisational agility, which are essential for management. Originality/value By integrating systematic evidence with managerial perspectives, this research offers a comprehensive understanding of SELC as a lever for organisational success and sustainable human resource management. It provides actionable insights for managers, emphasising empowerment, coaching and cultural interventions that strengthen SELC and support management practices.

The implementation of strategies to achieve an ideal work-life balance (WLB) is increasingly regarded as crucial for enhancing worker well-being and productivity. This study aimed to develop the Work Life Efficacy Scale (WLES) and validate its reliability and validity in measuring self-efficacy in managing WLB. The WLES was developed through extensive interviews with 10 corporate employees and a literature review to ensure content validity. Data were collected through an online survey with 1412 working-age individuals. The scale's content validity, structural validity, internal consistency, criterion-related validity, and construct validity were assessed. Results supported a three-factor structure based on factor loadings, communality, and uniqueness, and demonstrated good model fit with excellent fit indices, supporting structural validity. High internal consistency was also noted. Convergent validity was supported, and discriminant validity was generally supported, despite partial overlap observed. Criterion-related validity was confirmed by positive correlations with life satisfaction, work productivity, work engagement, and work-family balance, and a negative correlation with turnover intention. Overall, the WLES is an effective new work-life efficacy scale encompassing work-life autonomy and harmony toward achieving an ideal WLB. It could serve as an important resource for organizations seeking to increase employee satisfaction and retention through improved WLB management.

This study examines the impact of organizational culture on employee retention in modern organizations. The primary objective is to analyze how cultural factors such as leadership style, communication, work environment, rewards and recognition, and employee engagement influence employees’ decision to stay. The research adopts a descriptive research design and is based on both primary and secondary data. Primary data was collected through a structured questionnaire from 100 respondents, while secondary data was gathered from books, journals, and reports. The data was analyzed using basic statistical tools such as percentages, tables, and graphical representations. The findings reveal that organizational culture has a significant and positive impact on employee retention, with supportive leadership, transparent communication, and a positive work environment emerging as key determinants. The study also highlights the role of psychological factors, including mental health, stress, and career anxiety, in influencing employee behavior and retention decisions. The results confirm that employees are more likely to remain in organizations that provide a supportive, inclusive, and growth-oriented culture, rather than relying solely on financial incentives. The study concludes that organizational culture should be treated as a strategic tool for improving employee retention and overall organizational performance. The research provides practical implications for management and HR professionals, suggesting the need for employee-centric policies, effective leadership, and continuous learning opportunities. Despite certain limitations such as sample size and methodology, the study offers valuable insights and lays the foundation for future research in this field.

Low retention of allied health professionals remains a major issue in regional, rural and remote areas of Australia. Professions in this catch-all label differ markedly in often fundamental ways. In most workforce research, however, low sample sizes often result in the combining of data from these diverse professions, potentially obscuring differences in employee retention. This study sought to assess employment retention patterns of public sector allied health professionals in regional, rural and remote regions of Southern Queensland, Australia, to determine retention time in location for various allied health professions, the impact of geographic location and other available demographic and employment covariates on risk of leaving location, and key exit times. A retrospective quantitative longitudinal design used de-identified allied health employee records from two public health services from a 12-year observation period (January 2010 to December 2021). The critical time-based variable for survival analysis and Cox regression of employee retention was years employed in location, with profession and geographic remoteness of work location being primary covariates of interest. Analysis of records from 1454 allied health employees revealed a median retention time of 1.27 years (95%CI 1.15-1.46). Those working as anaesthetic technicians (hazard ratio (HR) 0.45, 95%CI 0.26-0.77), in radiography/sonography/medical imaging (HR 0.59, 95%CI 0.45-0.77), pharmacy (HR 0.61, 95%CI 0.48-0.78), social work (HR 0.66, 95%CI 0.52-0.83), psychology/mental health (HR 0.68, 95%CI 0.55-0.86) and other allied health positions (HR 0.81, 95%CI 0.62-1.07) were less at risk of leaving location than the physiotherapist reference group. Speech pathologists (HR 0.86, 95%CI 0.66-1.11), occupational therapists (HR 0.83, 95%CI 0.68-1.03) and dieticians (HR 0.81, 95%CI 0.62-1.07) were at no greater risk. Those working in rural (HR 1.61, 95%CI 1.41-1.84) and remote (HR 2.16, 95%CI 1.80-2.61) communities exhibited higher risk of leaving their location than those working in the regional cities, with these risks emerging within 3-6 months after starting a position. Type of employment, age when starting employment, and starting pay grade also had small but significant influences on risk of leaving location. Despite lower overall median retention time, possibly partly due to using a location-based, time-dependent variable, patterns observed in this study are largely consistent with previous research. Use of a location-based, time-dependent variable is advocated for future research - it most closely aligns with costs associated with replacing location-based positions, continuity of care and ultimately patient outcomes. The findings suggest prioritisation of interventions targeted towards allied health professions at highest risk of leaving location, and delivery of interventions in the first 12 months after starting employment in location. Cosgrave's Whole-of-Person Retention Improvement Framework is a potential framework for tailoring bespoke interventions to maximise allied health professional retention. The 'eggs' in the allied health basket are indeed 'apples and oranges' when it comes to length of stay in location across different allied health professions and work locations. Employees in four professions (physiotherapy, speech pathology, occupational therapy and dietetics) are at enhanced retention risk when compared with other allied health professions, as are those working in rural and remote areas, particularly within 6 months of commencing a role in location. These findings have important implications as to where and when interventions targeting retention might be most effective.

Advancement pathways for nurse practitioners can increase employee engagement and retention. This article describes the implementation of a Nurse Practitioner Advancement Pathway (NPAP) within the Division of Critical Care Medicine in a large academic medical center. Pre- and post-NPAP implementation employee engagement and alignment scores over the course of 3 years were compared. The NPAP was viewed as positive by participants and resulted in positive organizational outcomes. As the complexity of advanced practice provider (APP) roles increases, creating models that promote professional advancement and acknowledge extra clinical and academic involvement ensures that APPs are recognized as valued members of the team.