Analysis of Key Drivers, Strategies, And Hr Practices of Employee Retention

Abstract

Employee retention continues to be a central challenge for organizations across diverse sectors, particularly in labour-intensive and service-oriented industries. This theoretical study critically examines the key drivers, strategic frameworks, and human resource (HR) practices that influence employee retention, with the objective of developing an integrative understanding of how organizations can foster long-term workforce stability. Drawing from an extensive review of peer-reviewed literature published in high-impact journals, this paper synthesizes established and emerging retention factors such as job satisfaction, career development opportunities, organizational commitment, leadership style, workplace culture, performance appraisal systems, and employee engagement initiatives. The analysis further explores the alignment of retention strategies with strategic human resource management (SHRM) perspectives, emphasizing how organizations can move beyond reactive policies to adopt proactive, data-driven approaches. The paper categorizes retention strategies into intrinsic and extrinsic motivators and evaluates their relevance in the context of generational diversity, psychological contract theory, and social exchange theory. Moreover, the role of employer branding, onboarding effectiveness, and training investment is critically analysed as part of integrated HR practices that enhance employee loyalty and reduce turnover intention. By providing a conceptual framework that links key drivers with strategic interventions and operational HR practices, this study contributes to the theoretical advancement of employee retention research. It offers valuable insights for academicians and HR practitioners aiming to design sustainable and evidence-based retention policies. The paper concludes by highlighting implications for future research, particularly in underexplored sectors and emerging economies, where talent retention is crucial for competitive advantage.