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Abstract
This research examines the impact of work place flexibility, organizational culture and employee

engagement on employee retention in the banking sector. The study used a quantitative research

approach and a convenient sampling design, and collected data from employees of the banking

industry through structured questionnaires. Reliability and regression analysis were conducted to

analyze the data. The results of the study revealed that workplace flexibility, organizational

culture and employee engagement have a positive impact on employee retention. Employee

engagement was found to be the strongest predictor of employee retention, followed by

organizational culture and workplace flexibility. These findings suggest that HR practices play

an important role in employee retention. In order to improve employee retention in the banking

sector, employers should implement policies that focus on improving employee engagement,

organizational culture, and workplace flexibility. Employers should develop flexible working

arrangements that allow employees to work remotely, on flexible schedules, or even on a part-

time basis. Additionally, employers should strive to create a positive and supportive

organizational culture by providing employees with the resources they need to succeed,

recognizing their accomplishments, and creating teambuilding activities. Finally, employers

should ensure that employees are aware of their rights and are provided with the necessary tools

and resources to exercise those rights. This will help to create a sense of security and trust in the

workplace, which is essential for employee retention.

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 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 1

Chapter 1: Introduction

1.1 Background of the study:

Workplace flexibility is a widely discussed topic in the modern workplace and is seen as

essential in many settings (Halpern, 2004). Researchers from various fields study workplace

flexibility and use it as a variable in their models and analyses. These studies look at the impact

of flexibility on various outcomes, including those related to individuals, families, work, and

communities (Jacob, Bond, Galinsky, & Hill, 2008). Role of flexibility in these studies can vary,

depending on the research. It may be considered as an independent variable, a variable that

mediates the relationship between other variables, a variable that moderates the relationship

between other variables, or a dependent variable, meaning it is influenced by other variables

(Barnett, Gareis, & Brennan, 1999; Stavrou, 2005).

We all know about organizational culture, we have a great desire to "manage" their barbaric

culture, create "excellent" cultures and "change" those that interfere with our strategic

preservation. There is no doubt that many trainers and consultants offer cultural "audits". The

real marketplace for lectures and experiences that definitively demonstrate that leadership can

create organizational culture. Our management seems to be saying, "Oh, this culture can be a

new management tool to help us improve productivity, improve our work lives, and regain our

competitive edge." (Schein, 1990)

The Desired state of organizational purpose is to become attitudinal and behavioral components

in relation to engage, commit, passion, enthusiasm, focus, and have a better energy to perform.

These positive attitudes and behaviors determine how people behave and the results are

considered important to organizational performance. (Erickson, 2005; Sigler, 1999)

 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 2

Succession planning is depending on these key personnel such as organizational performance

according to sales growth, customer satisfaction, effective reporting staff, and satisfied partners.

Compensation can increase the element of employee retention to inspire them to work within the

organization for a long time period. Compensation is the process of encouraging them to stay

with the organization as long as possible or until the end of the planned missions. (Das &

Mukulesh, 2013)

1.2 Problem Statement:

No one has worked together on these variables that we are going to research. We want to

tell people through our research that a good salary does not make employee retention, but there

are many other factors that lead to employee retention.

By this research, we want to tell people that people now want to work where that have a quality

of workplace, quality of environment, where have many opportunities to grow their career, get

rewards for performing well and many benefits. All of them have the advantage that the

employee is engage with his work and does not think of leaving one organization to join another

organization.

1.3 Research Objectives:

Objectives of this research are:

 Impact of workplace flexibility on retention of employee.

 Impact of impact of organizational culture on retention of employee.

 Impact of impact of employee engagement on retention of employee.

 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 3

1.4 Research Questions:

Hence, on the basis of the above discussion, we generate the below-mentioned research

questions are:

 Is there any impact of workplace flexibility on retention of employee?

 Is there any impact of organizational culture on retention of employee?

 Is there any impact of employee engagement on retention of employee?

1.5 Significance of the Study:

It is important to conduct study to know how these factors are affecting on employee

retention in banking sector. We know that maintaining a positive and motivated workforce is leg

bone to the success of any organization. Employee turnover increase the costs and affects the

company morale. Effective employee retention protects the organization from loss of

productivity. Workplaces with high security employ more workers, which increases productivity.

Engaged employees can improve customer relation, and teams that helps to communicate better

and more productive.

1.6 Definitions of Terms:

1.6.1 Work Place Flexibility highlights the willingness and capability to accept change,

specifically in how and when work is completed. A flexible workplace meets the needs of both,

employee and the employer. Flexibility in the workplace is often used to keep and engage

employees.
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 4

1.6.2 Organizational Culture refers to the shared values, beliefs, attitudes, behaviors, and

practices that characterize an organization and influence its employees. It is shaped by leadership

and is reflected in the way things are done within the organization.

1.6.3 Employee Engagement is define as the strong point of the mental and emotional

connection of employees who feel good in their organization is known as employee engagement.

1.6.4 Employee Retention is define as the Organization’s ability to retain employees and

ensure employee retention is called employee retention. Employee retention can be proven in

simple terms.
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 5

Chapter 2: Literature Review

2.1 Theoretical review

2.1.1 Work Place Flexibility Good work practices refer to the formal and informal

strategies that organizations implement to promote productivity, efficiency, and a positive work

environment, while also supporting the well-being and work-life balance of employees. These

practices can be implemented at various levels, including the individual, team, and

organizational levels. Such tactics typically incorporate one or more flexible practice types,

including flex time, job sharing (Mattis, 1990; Hunt, 1999) career flexibility, telecommuting, or

part-time work (Avery & Zabel, 2001). However, in a lot of the literature, flexible working is

used to refer to these distinctly diverse approaches. As a result, most of studies do not report the

specific effect of any kind of flexibility on the retention of employee. Additionally, although the

understanding of contextual differences between nations and organizations is not supported by

quantitative methods often used in early studies. Simple practices are often defined as business

planning of both formal and informal. This allows employees to work beyond the 9 to 5 working

day and change the perspective of working life that helps to improve work life balance (Cully,

Mark, Oreilly, & Dix, 1999). Such tactics typically entail one or more flexible practices, such

flexible scheduling work sharing. (Mattis, 1990; Hunt, 1999). However, much literature groups

these radically different practices together under the term of flexible working. According to the

previous studies, most of the studies have not clear facts on the impact of every kind of working

flexible practices on the retention of employee. Moreover, quantitative techniques have

commonly used in previous studies and it will not allow us to fully understand the circumstantial

differences between the different countries of organizations. This study had taken a new

approach to that problem which is qualitatively evaluating the impact of flexible practices
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 6

include its five different kinds. H. Investigated employee retention rate in Malaysia, including

flexible hours, work sharing, flexible vacation, flexible career, and a flexible workplace. This

study took a new approach to this problem by qualitatively evaluating the impact of five different

types of flexible practices. H. Investigated employee retention rate in Malaysia, including

flexible hours, work sharing, flexible vacation, flexible career, and workplace flexibility. The

benefits of flexible working that employees enjoy also have a positive impact on employers.

Research shows that HR practices will help to improve employee lifestyle and it also improve

organizational performance (Baptiste, 2008). Flexible working arrangements, such as remote

work, allow employees to have more control over their schedules and work from different

locations. This flexibility makes it easier for employees to pursue continuous learning and

development, such as taking online courses or attending webinars. By continuously learning,

employees can improve their skills and knowledge, which can lead to more innovative thinking

and better job performance. In instance, the researcher shows how SHR approaches such that

flexible working that allows firms to develop stronger information and organization capabilities

that will improve the organization performance in terms of innovation. Despite these benefits,

managers frequently oppose the adoption of flexible working practices because they lack

confidence in support and stand for the strategy. (McCarthy, Cleveland, Hunter, Darcy, &

Geraldine, 2013)

Some managers are still dubious about the benefits of flexible work arrangements for the firm

(Duxbury & Jr., 1991). Therefore, it would seem that organizational and social elements such as

trust between coworkers, managerial backing, and a sincere appreciation of the advantages of

flexible working dictate how flexible working is implemented. Flexible working practices which

follow by the organizations were defined by the researcher. There are two types of work systems
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 7

which is formal and informal. These systems give employees temporally elasticity in working

schedules. We can say that flexible work practice give employees options other than the set 9 to

5 in a workday. Flexible time, job sharing, and flexible career are examples of typical flexible

practice dimensions. Although some academics have claimed that various flexible working

arrangements offer employees varying benefits employees (Cully, Mark, Oreilly, & Dix, 1999).

The majority of research frames and analyzes them as a single, all-encompassing term called

flexibility or flexible working. As a result, past research was not fully analyzed the conceptual

variations between these diverse forms of flexible practices as their varied consequences on the

employee qualities. (Idris, 2014)

2.1.2 Organizational culture is defined as the combination of values, groups, beliefs,

institutions, and behavioral patterns that guide individuals. The cultural hypothesis suggests that

the way people learn and make decisions is influenced by the culture in which they are

embedded. This idea proposes that people allocate their mental resources in a manner that is

consistent with the values, norms, and beliefs of the culture they belong to. According to this

hypothesis, organizational culture can shape cognitive processes and influence the way people

think and make decisions. (Pettigrew, 1979). The multi-layered sets of differences in beliefs,

assumptions, and values underpin the cultural levels of the company. It helps to maintain

effective management (Tichy, 1982). The concept of an effective organizational culture helps in

improving the business decision making process. The preservation of culture within an

organization depends on the distinction between domestic and foreign cultures in cultural

administration (Schein, 1990). (Hodgetts & Luthans, 2003) Diversity in backgrounds, morals,

and ethnicities can affect an organization's culture and its performance. When people from

different backgrounds come together, they bring their own values and beliefs, which can impact
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 8

how they work together. Organizational culture is shaped by shared values and beliefs that are

influenced by the organization's systems and practices. When everyone in the organization

follows the same norms and values, it can lead to better performance and long-term success. The

quality of employees also plays a crucial role in the sustainability and management of

organizational culture. When an organization hires skilled and competent employees, they are

more likely to work effectively within the culture and contribute positively to its success.

(Awadh & Alyahya, 2013)

organizational culture is a shared set of values, norms, beliefs, and behaviors that guide how

people within an organization interact with each other and with external stakeholders. It shapes

the organization's identity and influences how decisions are made, how work is performed, and

how employees are treated. It is shaped by the organization’s leadership styles, organizational

climate, systems, and work processes. It can be seen in the words and actions of the quality and

product managers, which reflect the values and beliefs of top management. Performance

management is the process of creating an environment that encourages people to perform at their

highest levels, while results management is a global process that focuses on achieving desired

outcomes. (Wambugu, 2014)

2.1.3 Employee Engagement Employee engagement has become a key aspect of human

resource management operations. Employee engagement has been a concerned for organizations

since the 1990s and before 2000s (Rothbard, 2001; Kahn, 1990). It is defined that employee

engagement comes first and they choose to stay within the organization. This means that the

employee engagement is improving the employee retention. Additionally, employee engagement

has been found to be related to individual attitudes, behaviors and intentions. (Saks, 2006). So

far, the focus of researchers has shifted from "employee engagement antecedents and outcomes."
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 9

However, the research consensus on the antecedents of employee engagement has shifted toward

talent management practices focused on employees and thus employee retention (Hughes &

Rog., 2008; Bhatnagar, 2007). Several studies have now been published on reducing the risk of

employee turnover by implementing practice management skills that can outcome in effective

and strong employee engagement with employee retention.

Employee engagement is one of the practices which are connected to individual intentions,

attitudes, and behaviors (Ram & Prabhakar, 2011). Employee engagement is a crucial aspect in

the success of any organization. The study conducted by the Corporate Leadership Council found

that employee engagement is closely linked to business success, as well as employee

performance and retention. Companies that prioritize employee engagement are likely to

experience higher levels of productivity, innovation, and commitment, while also reducing

turnover and associated costs. The study involved 50,000 employees from 27 countries and

showed that when employees feel connected to the company and its goals, they are more likely

to perform at a higher level. Additionally, highly engaged employees are less likely to leave the

organization, making recruitment and retention easier for the company. Tower's Global

Workforce Study, conducted by Perry, reached a similar conclusion, stating that highly engaged

employees are more likely to remain with the organization. This highlights the importance of

fostering strong relationships between employees and management for the benefit of the

organization as a whole. However, little research has been done on their impact on employee

productivity.” Therefore, it is verified that the important relationship occurs between the

employee engagement and employee retention. (Alias, N, & Roshidi, 2014)

2.1.4 Employee Retention. Employee retention can be summed up as long-term

incentives for employers to attract and retain the best people in their organization. Employee
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 10

retention is very important for every organization because employees are considering most

valuable asset of organizations (Sigler, 1999)Employee retention is critical for companies to

remain competitive, as the loss of talented employees affects business productivity and

profitability, researchers said. Also, as more money is spent on recruitment and training, the need

to retain employees becomes critical to the bottom line. Consequently, action plans and

employee retention strategies have considered the subject of many HR studies in recent years.

(Idris, 2014)

Employee retention programs are an integral part of the organization's vision, mission, values

and strategy. Dibble (1999) suggests that employee retention begins with attitude. Dibble

outlines the key elements that employers must provide to their employees so that they choose to

remain with the organization. Effective management communication results in employees

accepting the organization's vision, mission, values, and strategy. In their book on management

communication, Bell and Martin (2014) describe important steps and clarify the significance of

managing unofficial communication to initiate the healthy interactions between the all levels of

employees. It is an understandable that not healthy communication in an organization creates a

poor work culture that influence to employee turnover. We know that employee turnover is

costly for companies. Researcher point out that the owners do not have any idea of high costs of

employee turnover. Recruiting new employees is expensive for such aspects administrative and

advertising costs. Integration of time, resources and training also lost productivity. Baldoni

(2013) helps us to understand that engagement of employee goes beyond the work. Employee

absenteeism reduces safety and service quality. We have learned from the research of Powell's

(2012) that states, most employers and business leaders do not understand why their employees

leave. Inappropriately, many business leaders are attributing high turnover of employee because
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 11

of poor employee management connection. The survey was conducted by the researcher which

shows that the most employees leave their job for the following reasons such as poor work-life

balance, lack of professional development opportunities, workplace stress, unfair treatment and

inadequate pay. This is more common in less diverse workplaces for women and minorities.

Workplace Diversity is known as the strategy that improves retention of employee. The

researcher Corey's reminds us diversity is extra dark and white. Diversity includes age, gender

and race. In Swansky's (2004) study, the author explains how each generation affects the work

environment. Provides insight into how to balance unique characteristics and work experience

with personal responsibility (Baby Boomers). Self-confidence (Gen X) is expressive in nature of

ideas then (Gen Y). While Swansky's insights are broad and relevant, I also use Hasserot's (2013)

article on multigenerational recruitment and retention from a law firm perspective. Regarding

gender issues in the workplace, the literature of Riemenschneider et al. (2006) and Sorohan

(1993) the importance of increasing women's employment. In another paper, Harris and Bryan

(1993) examine how cultural biases and misunderstandings increase employee turnover. Pace

(2011) adds data to support President Obama's cultural diversity study, which called for 100,000

additional workers with disabilities in the public sector. Gilmore and Turner (2010) suggest that

despite the importance of workforce diversity and employee engagement, the selection of new

employees should be based on personal and organizational fit, unique job characteristics and

culture. Researcher examines the relationship between general attitudes toward physical activity

and employees' positive experiences at work. Research shows that organizational effectiveness

and job satisfaction has a direct relation. They show that direct skills assessment, which begins

with hiring, improves performance by aligning employee’s skills, knowledge and values within

the organization. He noted that the concept of fitness changes over time. He used an article by
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 12

Starks (2007) in which he analyzed data from 72 agencies over a 9-year period to see how

institutions successfully recruit and retain students in federal jobs. Using relational and

generational theory, employment and retention rates have been shown to improve when job

prospects are adjusted for educational attainment and when individuals work in organizations

with high white workforces. (Ramlall, 2004)

2.2 Theoretical model/ Framework

Figure 2.1

Self-Developed Model
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 13

Workplace
Flexibility

Organizational Employee
Culture Retention

Employee
Engagement

2.3 Hypotheses

H1: There is a significant positive impact of workplace flexibility on retention of employee.

H2: There is a significant positive impact of organizational culture on retention of employee.
H3: There is a significant positive impact of employee engagement on retention of employee.

Chapter 3: Research Methodology

3.1 Research approach:

 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 14

The approach used in this study is quantitative approach to collect the relevant

information that emphasizes on explaining the process and that summaries the nature across the

group or relation, and to study the hypothesis and also identify the major issue regarding the

impact of the impact of work place flexibility, organizational culture and employee engagement

on employee retention.

The existing theories were tested without forming any new theory but focus was kept on specific

instead of general. Based on the objective of this study, exploratory research was conducted in

this research.

3.2 Research Design:

The approach that will be use in this study will be quantitative research method. This

research method is used to identify the cause of given behavior. A survey was done for the

collection of data for research objectives. The statistical analysis will be done through the data

collected through the structured questionnaire where the responses against each question are

taken on a “Likert scale” coded with 1=strongly disagree and gradually went to 5 = strongly

agree. Using causal research, we got to know that variations takes place in an independent

variable with the change in the dependent variable.

3.3 Sampling Design:

The convenient sampling design has been used. Employees of the banking industry have

been targeted for the collection of data.

3.4 Statistical techniques:

In this research, Reliability and run test were conducted using SPSS software to check the

internal consistency and correlation of the variables. Reliability and regression analysis were
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 15

used to find the results of items and factors. It also validated the hypothesis results. The results

were concluded using SPSS software.

Chapter 4: Results

4.1 Findings and Interpretation of Results

Table 4.1
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 16

Model Summary

Std. Error

Adjusted R of the

Model R R Square Square Estimate

1 .673a .452 .446 2.43431

a. Predictors: (Constant), EmployeeEngagement,

WorkplaceFlexibility, OrganizationalCulture

The table indicates that Employee Engagement, Workplace Flexibility and Organizational

Culture causes 45.2% change in Employee Retention. It also shows that there is 67.3%

relationship between the variables.

Table 4.2

ANOVA

Sum of
Model Squares df Mean Square F Sig.
1 Regression 1204.418 3 401.473 67.749 .000b
Residual 1457.758 246 5.926
Total 2662.176 249
a. Dependent Variable: EmployeeRetention
b. Predictors: (Constant), EmployeeEngagement, WorkplaceFlexibility, OrganizationalCulture

The ANOVA results shows that p-value is 0.000 which is less than 0.05, hence, it can be said

that the model is significant and the researcher can proceed for further analysis.

Table 4.3

Coefficients
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 17

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) 3.221 .541 5.952 .000

WorkplaceFlexibility .093 .052 .112 1.813 .071

OrganizationalCulture .242 .068 .268 3.551 .000

EmployeeEngagement .319 .064 .367 4.991 .000

a. Dependent Variable: EmployeeRetention

The Coefficients result indicates that the beta value is 0.112, which means that the change in

Workplace Flexibility by one unit will bring about a change in Employee Retention by 0.112

units. Furthermore, the positive value of beta indicates the positive relationship between

Workplace Flexibility and Employee Retention. The Sig. Value 0.000 which is less than 0.05

shows that the model is significant. Therefore, the hypothesis (H1) is accepted.

The second beta value is 0.268, which means that the change in Organizational Culture by one

unit will bring about a change in Employee Retention by 0.268 units. Furthermore, the positive

value of beta indicates the positive relationship between Organizational Culture and Employee

Retention. The Sig. Value 0.000 which is less than 0.05 shows that the model is significant.

Therefore, the hypothesis (H2) is accepted.

The third beta value is 0.367, which means that the change in Employee Engagement by one unit

will bring about a change in Employee Retention by 0.367 units. Furthermore, the positive value

of beta indicates the positive relationship between Employee Engagement and Employee

Retention. The Sig. Value 0.000 which is less than 0.05 shows that the model is significant.

Therefore, the hypothesis (H3) is accepted.

4.2 Hypothesis Assessment Summary:

 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 18

Table 4.4

S.NO. Hypotheses Empirical

Conclusion

1 There is a significant positive impact of workplace flexibility on Rejected

retention of employee.

2 There is a significant positive impact of organizational culture on Accepted

retention of employee.

3 There is a significant positive impact of employee engagement on Accepted

retention of employee.

Chapter 5: Discussions, Conclusion and Future Research

5.1 Discussion

This study aimed to examine the impact of workplace flexibility, organizational culture,

and employee engagement on employee retention in the banking sector. The results of the study
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 19

showed that there is a significant impact of workplace flexibility, organizational culture, and

employee engagement on employee retention in the banking sector.

The findings suggest that workplace flexibility has a positive impact on employee retention in

the banking sector. Employees who have the ability to work in flexible work arrangements, such

as part-time or overtime, and compressed workweeks, are more likely to remain in the

organization for a longer period. This is because flexible work arrangements allow employees to

balance their work and personal lives, which in turn, leads to job satisfaction and increased

motivation.

Organizational culture also plays a significant role in employee retention. A positive

organizational culture that values employees and creates a supportive work environment is

essential for employee engagement. When employees feel valued and supported, they are more

likely to remain with the organization. The results of this study show that organizations with

strong and positive cultures have higher levels of employee retention.

Employee engagement is another key factor that affects employee retention. Engaged employees

are more likely to be satisfied with their job, feel motivated, and be committed to the

organization. The results of this study show that organizations with high levels of employee

engagement have lower rates of employee turnover, which suggests that employee engagement is

a key factor in employee retention.

5.2 Policy Implementation

In order to improve employee retention in the banking sector, employers should

implement policies that focus on improving employee engagement, organizational culture, and

workplace flexibility. Employers should develop flexible working arrangements that allow
 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 20

employees to work remotely, on flexible schedules, or even on a part-time basis. Additionally,

employers should strive to create a positive and supportive organizational culture by providing

employees with the resources they need to succeed, recognizing their accomplishments, and

creating teambuilding activities. Finally, employers should ensure that employees are aware of

their rights and are provided with the necessary tools and resources to exercise those rights. This

will help to create a sense of security and trust in the workplace, which is essential for employee

retention.

5.3 Conclusion

This study highlights the importance of workplace flexibility, organizational culture, and

employee engagement in employee retention in the banking sector. The results of this study indicate that

organizations that invest in these areas are more likely to have higher levels of employee retention.

Therefore, organizations in the banking sector should consider the findings of this study and work

towards creating supportive work environments that promote employee engagement, flexibility, and a

positive organizational culture.

Organizations can achieve this by creating flexible work arrangements, such as compressed work weeks,

part-time and overtime options, and encouraging employees to take regular vacations. Organizations

should also focus on building a positive organizational culture that values and supports employees, and

work towards creating opportunities for employee engagement through regular feedback and recognition

programs.

This study provides valuable insights into the impact of workplace flexibility, organizational culture, and

employee engagement on employee retention in the banking sector. The results of this study can be used

by organizations to improve employee retention and, in turn, improve organizational performance.

5.4 Future Research

 Impact of Workplace Flexibility, Organizational Culture and Employee
Engagement on Employee Retention 21

Future research should investigate the impact of other employee retention practices such as

recognition, training and development, and work-life balance on employee retention in the banking

sector. In addition, future research should investigate the impact of these employee retention practices in

other sectors. Furthermore, future research should investigate the impact of employee retention on other

organizational outcomes such as employee performance and customer satisfaction.

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Engagement on Employee Retention 22
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