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Most small- and medium-sized high-tech companies lack resources compared to large corporations, making it challenging to fully develop an employer brand. Therefore, identifying the subdimensions of employer branding that are important to talent in startup tech companies is crucial. Additionally, startups have higher organisational agility. Integrating this agility into an employer’s brand can enhance the unique value of startups, which is vital for employee retention.

Taiwan has many high-technology companies, and the competition to acquire talent is fierce. Hierarchical linear modelling is used. Data are collected from 219 employees of 51 high-technology startup companies.

The subcomponents of employer brand, “healthy work atmosphere”, “training and development” and “compensation and benefits”, significantly influence employee retention in high-tech startups. Additionally, agile values positively influence employee retention and positively moderate the relationship between the employer brand’s “healthy working atmosphere” and “training and development” with employee retention.

This study expands the theoretical content of employer branding. In resource-constrained small startup tech companies, greater focus should be placed on developing the three sub-dimensions. Although employee growth needs can compensate for some of the shortcomings of employer brands, employees still expect high salaries and benefits. Additionally, this study discusses agile values through empirical research, filling the gap in past research on agile values, which primarily focused on qualitative studies. We use the organisational culture perspective to determine whether agile values can enhance employee retention in rapidly changing environments. Agile values positively affect work environments.

This study aims to investigate how perceived environmental, social and governance (ESG) factors influence employee retention, with a focus on the mediating roles of pride and satisfaction and the moderating role of employees’ pro-environmental behavior.

Set in Brazil, an emerging market with complex socioeconomic and environmental challenges, this study used survey data from 237 employees. And structural equation modeling was used to analyze the relationships among ESG perceptions, satisfaction, pride and retention.

The results highlight that ESG perceptions significantly enhance employee retention through increased satisfaction and pride. In addition, employees’ pro-environmental behaviors strengthen the positive relationship between ESG perceptions and retention.

This study provides insights into the intersection of ESG factors and employee behaviors in shaping retention strategies, offering implications for both scholars and practitioners, especially in emerging market contexts like Brazil.

Este estudio investiga cómo los factores percibidos de Gobierno Ambiental, Social y Corporativo (ESG) influyen en la retención de empleados, con un enfoque en los roles mediadores del orgullo y la satisfacción, y en el rol moderador del comportamiento proambiental de los empleados.

Situado en Brasil, un mercado emergente con complejos desafíos socioeconómicos y ambientales, este estudio utilizó datos de encuestas de 237 empleados. Se empleó Modelado de Ecuaciones Estructurales (SEM) para analizar las relaciones entre las percepciones de ESG, la satisfacción, el orgullo y la retención.

Los resultados indican que las percepciones de ESG aumentan significativamente la retención de empleados a través de una mayor satisfacción y orgullo. Además, los comportamientos proambientales de los empleados refuerzan la relación positiva entre las percepciones de ESG y la retención.

Este estudio proporciona valiosos conocimientos sobre la intersección entre los factores ESG y los comportamientos de los empleados en la formulación de estrategias de retención, ofreciendo implicaciones para académicos y profesionales, especialmente en contextos de mercados emergentes como Brasil.

Este estudo investiga como os fatores de Governança Ambiental, Social e Corporativa (ESG) percebidos influenciam a retenção de funcionários, com foco nos papéis mediadores de orgulho e satisfação e no papel moderador do comportamento pró-ambiental dos funcionários.

Situado no Brasil, um mercado emergente com desafios socioeconômicos e ambientais complexos, este estudo utilizou dados de pesquisa de 237 funcionários. A modelagem de equações estruturais (SEM) foi empregada para analisar as relações entre percepções de ESG, satisfação, orgulho e retenção.

Os resultados indicam que as percepções de ESG aumentam significativamente a retenção de funcionários por meio do aumento da satisfação e do orgulho. Além disso, os comportamentos pró-ambientais dos funcionários fortalecem a relação positiva entre as percepções de ESG e a retenção.

Este estudo fornece uma visão sobre a interseção entre fatores ESG e comportamentos dos funcionários na definição de estratégias de retenção, oferecendo implicações para acadêmicos e profissionais, especialmente em contextos de mercados emergentes como o Brasil.

This research aims to investigate the influence of corporate social responsibility (CSR) on employee retention among banking employees in Pakistan, along with the moderating effect of innovative leadership on the relationship between CSR and employee retention.

The nature of this study is quantitative, where structured questionnaires were used to collect the data from 327 employees working in different banks. The sample size was calculated using the Krejice and Morgan model. Data was analysed through SPSS and smart-PLS 4.

Results of this study indicate that CSR has a significantly positive relationship with employee retention. Study results also suggest that innovative leadership has a significant positive relationship with employee retention and that innovative leadership moderates the relationship between CSR and employee retention.

This study is limited to banking employees; therefore, future studies can be extended to other service sectors such as telecom and private educational institutions. This study model can also be tested in other industries as well. Furthermore, longitudinal studies can also be conducted in future.

This study is different from the previously available studies based on the following grounds. Firstly, this tests the relationship of CSR and employee retention through stakeholder and social exchange theories on a micro-level perspective of CSR. Secondly, the role of innovative readership as a moderator has not yet been explored in the existing studies, whereas this study is enriching the literature on this topic.

This paper analyzes the impact of the perceived ability motivation opportunity (AMO) framework on talent retention via employee engagement, which act as a mediator. Moreover, the study also explores the moderating role of transformational leadership between employee engagement and talent retention.

The survey responses were gathered from 360 frontline employees of five-star hotels in the Indian hospitality industry. Structural equation modeling using SMART PLS-4 was used to test the measurement model, construct reliability and validity, and hypotheses were tested using partial-least square structural equation modeling.

The study results demonstrate that AMO-enhancing HR practices positively affect talent retention. Concerning the indirect effects, results indicate that employee engagement partially mediates the relationship between the perceived AMO framework and talent retention. The moderating effect of transformational leadership on the relationship between employee engagement and talent retention showed a significant interaction effect.

The study results suggest that hospitality organizations must focus on effectively designing and implementing HRM bundles catering to their employees’ abilities, motivation and desired opportunities. Also, industrial practitioners must focus on nurturing the transformational leadership style to ensure higher employee engagement and talent retention.

The paper offers significant implications for the hospitality industry struggling to retain talented professionals. Also, the study provides a comprehensive framework that suggests a positive influence of the AMO framework on talent retention among hospitality employees in the context of developing countries, in which there is minimal empirical research.

An effective firm strategy is key to sustained financial performance, while interactions between strategy, employee retention and top talent retention have been seldom explored. We test hypotheses using New Zealand SMEs which are defined as having up to 250 employees. We initially explore firm strategy using Porters competitive advantage model predicting employee retention (including top talent), with study 1 (n = 208) using firm size as a moderator, finding a direct significant relationship from firm strategy toward employee retention. Next, we explore firm strategy predicting firm performance with employee retention mediating and include firm size as a moderator, testing a moderated mediation model in study 2 (n = 474) and study 3 (n = 300, with time-lagged performance).

There are no open databases holding NZ firms’ performance data and thus data was sourced from a Qualtrics survey panel. Such panels have become more common (e.g. Haar et al., 2021a, b) and a recent meta-analysis by Walter et al. (2019) showed that this type of panel data was no different from data sourced through conventional means (i.e. mail survey). We focused on NZ private sector SMEs using senior managers across a range of industries and geographic locations. Because the influence of firm strategy on employee retention remains unknown in the literature, we conducted study 1 (n = 208) to test the initial part of our overall model. Study 2 (n = 474) and study 3 (n = 300) tested the full model (with organizational performance), with study 3 having organizational performance time-lagged by one month.

All direct effect hypotheses are supported, although firm size interacted significantly with firm strategy showing smaller not larger-sized firms leverage firm strategy to achieve superior retention benefits. This was against hypothesis 5a in all three studies. Studies 2 and 3 supported the moderated mediation hypothesis, with firms of larger size having a stronger indirect effect from firm strategy on firm performance while employee retention mediated the influence of firm strategy on firm performance. Finally, dominance analysis found that a quality differentiation strategy was the key strategy across all studies and outcomes. We discuss the implications for organizations.

The first managerial implication from the study is that small and medium sized firms would benefit both from developing a deeper understanding of the strategic alternatives open to them and placing a greater emphasis on the implementation of their selected strategic approach. A second managerial implication relates to findings indicating that retention generally, and top talent retention specifically, is positively related to firm strategy and firm performance. Given the importance and challenges of staff retention, particularly in the current environment where there are significant skill shortages, these results suggest that small and medium sized business would benefit from considering how strategy can create an organizational environment that is attractive to employees and support stronger retention outcomes as a mechanism for driving both retention and performance.

The study makes three major contributions. First, it examines firm strategy and extends the focus on firm performance by including not only employee retention but also top talent retention, responding in part to the call to develop and refine performance measures (Lieberman, 2021). Second, beyond using retention as a mediator, firm size is included as a moderator and a moderated mediation model is ultimately tested. Third, we conduct dominance analysis to identify the key firm strategy that influences firm performance and retention. Ultimately, this paper asks: what is the role of firm strategy on New Zealand SME performance, and what influence does retention and relative firm-size play.

The study aims to investigate the relationship between transformational, transactional leadership and employee retention with the mediating effect of employee engagement.

Using judgemental sampling, data were collected from 650 employees serving at different levels in the pharmaceutical industry of Bangladesh. Structural equation modeling was employed to test the hypothesized relationships using AMOS.

The study found that transformational and transactional leadership significantly impact employee retention. The direct effects of transformational leadership (TFL) on employee engagement were found to be significant, while transactional leadership (TSL) has no significant direct influence on employee engagement. The output of the mediation analysis revealed that employee engagement significantly mediates the relationship between TFL and employee retention, whereas it showed an insignificant relationship between TSL and employee retention.

Based on the findings and the literature support, it can be postulated that an appropriate leadership style, especially TFL, that drives employee engagement can influence employees to stay with the organization longer. The study recommends that managers and leaders comprehend the importance of leadership and its appropriateness to retain valued employees by ensuring high workplace engagement.

The study would provide a unique insight into TFL and TSL practices and their impact on the pharmaceutical industry’s employee retention. This study also extends the research on employee engagement as a mediator between TFL and TSL and employee retention.

This research study investigates the relationship between management practices and young employee retention in the hospitality and tourism industry in Lebanon. Besides, it examines the moderating role of the workplace context in the relationship between management practices and employment retention in the industry.

Non-probability purposive sampling method was used to collect 421 questionnaires through a survey of young employees. Exploratory factor analysis (EFA) and Cronbach's alpha test are conducted to test the construct validity, reliability, and internal consistency of collected data. Descriptive statistics are used to interpret the data. Zero-order correlations, multiple regression analysis and Fisher's Z-test are applied to assess the interrelations of the various groups of variables and the determinants of young employee retention.

The findings show that management practices tested in this study have significant relationships with young employee retention in the hospitality and tourism industry in Lebanon. Further, the findings reveal that the workplace context moderates the relationship between three management practices (participation in decision-making, training, and performance recognition) and young employee retention.

The findings suggest that managers in hospitality and tourism businesses must improve their management practices and promote a positive workplace context to retain young employees.

Finally, this study is the only one that tests the moderating role of the workplace context in the relationship between five selected management practices (participation in decision-making, training, performance recognition, remuneration and job continuity) and young employee retention. Previous studies used fewer variables.

This paper aims to explore the role of retention strategies and psychological contract (PC) factors in private hospitals.

The current study is an empirical research. The study was conducted by receiving responses from a sample size of 190 respondents who participated in the Doctors and Nurses’ survey.

The study results show the relationship between PC and the retention strategies of employees in hospitals. The research found that employees try to be committed to the hospital due to the image of the hospital and career development opportunities. Creating a sense of commitment among the employees towards their job and organisation, making to feel pride in the job, creating an attitude among the employees, a willingness to advocate the benefits and advantages and satisfaction among the employee towards the job and organisation.

With a population of more than one million employees (Doctors and Nurses) in the Indian health-care sector, the sample needs to be more adequate. However, these limitations present scope for future studies on this topic bearing on the aspiration for generalisation of the findings on the entire population.

The study has strong practical implications in strengthening the relationships by identifying the factors of PC and influencing the retention strategies of health-care professionals in the hospital.

This research explores the changing dynamics of the Indian health-care sector. Health-care professionals may perceive and react differently to the retention strategies and policies of the HR system in the health-care sector and have more expectations of PC fulfilment that enhance their capability to use professional skills and resources in the realisation of their organisational goals.

As the new emerging workforce, Generation Y (Gen Y) is said to be demanding, influential and possessing strong bargaining power. This study examines the impact of corporate social responsibility (CSR) on employee retention among Gen Y in the accounting profession. CSR is widely researched subject due to its applicability in multidisciplinary fields and industries. This research intends to investigate the nexus between CSR and human capital disciplines. It employs Carroll's pyramid of CSR as the main theoretical framework to establish its relationship with talent retention among Gen Y employees. This study has a threefold aim: (1) to determine the level of CSR awareness, (2) to determine the relationship between CSR dimensions and talent retention and (3) to examine the effect of CSR dimensions on talent retention.

The paper opted for an exploratory study using the structured questionnaire. A total of 377 Gen Y accountants who are currently working in accounting firms located in Klang Valley, Malaysia, were involved as respondents. Data were analyzed using descriptive, correlation and regression analyses to answer the research objectives.

The paper provided empirical insights about the impact brought by CSR practices in financial-based firms on employee retention. It was found that all CSR elements, as suggested by Carroll, have a significant relationship with employees’ retention. The interaction between the CSR elements and employee retention accounts for 16% of the research model. Based on the multiple regression analysis, it was found that only two CSR elements are the significant predictors of employee retention among Gen Y in the case of financial-based firms in Malaysia.

This research covers Gen Y employees in accounting firms; thus, generalization is not applicable to other generations. Besides, the predictors of the research study utilize Carroll’s pyramid of CSR. Therefore, future research studies are encouraged to validate the research model into other sectors. Other models of CSR could also be used.

This paper includes implication for the organization to understand employee retention practices on Gen Y who are currently dominating the workforce.

This paper fulfills an identified need to study how CSR practices could enhance employee retention among Gen Y in the organization.