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Determinants of Employee Retention: An Evidence from Pakistan

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  • Shuana Zafar Nasir
  • Nasir Mahmood

Abstract

Employee retention is one of the biggest challenges for today’s managers and organization. It involves taking actions to motivate employees to stay in the organization for a longer period of time. Employees keep on looking for better work place and environment. While on the other side, employers use new tactics to retain best talent due to rigorous competition. In order to save turnover cost, the focal point of organizations has been shifted from turnover to retention. To compel people to stay in any organization, various factors are identified through research that includes environmental, motivational and succession planning. This research will indicate the effectiveness of retention strategies that the organizations use to retain people. It is conducted directly from employees to investigate the elements that make them committed to their organizations. An effort is made to discover the effectiveness of the retention strategies in Pakistani organizations and that how practical they are to retain people. The results of this research study have shown that employee retention is highly dependent and correlated with all the independent variables identified in this study.

Suggested Citation

  • Shuana Zafar Nasir & Nasir Mahmood, 2016. "Determinants of Employee Retention: An Evidence from Pakistan," International Journal of Academic Research in Business and Social Sciences, Human Resource Management Academic Research Society, International Journal of Academic Research in Business and Social Sciences, vol. 6(9), pages 182-194, September.
  • Handle: RePEc:hur:ijarbs:v:6:y:2016:i:9:p:182-194
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    References listed on IDEAS

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    Cited by:

    1. Syed Najam Ul Hassan & Danish Ahmed Siddiqui, 2020. "Impact of Effective Succession Planning Practices on Employee Retention: Exploring the Mediating Roles," International Journal of Human Resource Studies, Macrothink Institute, vol. 10(2), pages 2155-2155, December.

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