1.

Pohan (2010) in his book Be Smart a Leader explained that retention is an effort to
prevent employees from moving to the other organizations. The right way to prevent the
release of employees are compensation, rewards, promotion, participation in decision
makers, balanced living, work environments, the employee development and leadership
training.
2. According to Kotler (2002) the perceived impact of the release of employee is on the
front office which in this section is dealing directly with customers. In addition, retention
problems will arise when the best employee resigns when the company gets a new
project, while other employees are not ready to replace the previous employee's position
or the company is not able to find a suitable new employee.
3. According to Das & Baruah (2013) Employees are the life-blood of any business
establishment. Even though virtually all organization are nowadays technologically
driven in modern business management, human resources are still relevant and most
desirable resources of the organization. The essential values of human resources stem
from the fact that, apart from other resources employed in the course of production
(Land, capital, technology etc.) which are passive, employees are endowed with
discretionary decision-making powers and thus have competitive advantage over the
other resources.
4. Abegglen (1958) found during the study of Japanese workers that employment features
like job security lead to high commitment, job satisfaction, as well as retention of
employees in an organization.
5. Adegoke,2013 Employee retention is "a systematic endeavour by management to create
and foster a workplace that encourages current employees to remain employed by having
policies and practices in place that address their distinct needs”.
6. Das and Baruah (2013) has viewed retention as a procedure in which the employees are
animated to remain with organization for the maximum period of time.
7. Haider et al. (2015) were of the view that "employee retention consists of processes
through which employees are encouraged to become part of the organization for a longer
period of time until he/she gets retired or until the project gets completed".
8. Barney (1991) affirmed this in his contribution that factors affecting talent retention
ranges from lack of orientation and talent development, job insecurity, lack of
remuneration, lack of good working condition, lack of educational subsidies and
recompense, and recommend enhancement of the factor for growth and survival of the
firm.
9. As per the model given by Bidisha and Mukulesh (2013), job satisfaction is directly
proportional to employee retention and negatively correlated to employee turnover. The
model suggests that if the organization takes good care of the above given retention
factors, it will not only help in retaining the existing talent but obviously will attract new
talent into the organization.
10. Jeen Dorance Batty S. (2014), aimed to the factors which may be the possible reasons
for an employee to leave an organization. Employee’s turnover intention and its impact
on organizational outcomes were analyzed .
11. Kanwal and Muhammad (2013), focused on the retention of employees in banks in
Pakistan. Research focused on the factors that are in relevance to the bonus and rewards,
satisfaction of employees with the job, training as a career exposure management team
work, are the major contributors towards the employee retention in an organization. It
was found that training and development had a significant impact on the employee
retention.
12. Fitz-enz (1990) recognized that employee retention is not influenced by a single factor,
but there are hosts of factors which are responsible for retaining employees in
anorganization.Management need to pay attention to factors such as compensation &
rewards, job security, training & developments, supervisor support culture, work
environment and organization justice etc.
13. According to Osteraker (1999), the employee satisfaction and retention are the key
factors for the success of an organization. The Retention factor can be divided into three
broad dimensions, i.e., social, mental and physical. The mental dimension of retention
consist of work characteristics, employees always prefer flexible work tasks. The social
dimension consists of the contacts that the employees have with other people, both
internal and external. The physical dimension consists of working conditions and pay.
14. Harvard Business Essentials (2002) defined retention as the converse of turnover being
voluntary and involuntary. Retention activities may be defined as a sum of all those
activities aimed at increasing organizational commitment of employees, giving them an
overall ambitious and myriad of opportunities where they can grow by outperforming
others.
15. Mak and Sockel (2001) noted that retaining a healthy team of committed and productive
employees is necessary to maintain corporate strategic advantage. Hence, organizations
must design appropriate strategies to retain their quality employees.
16. Meudell & Rodham, (1998) have explained that factors such as competitive salary,
friendly working environment, healthy interpersonal relationships and job security were
frequently cited by employees as key motivational variables that influenced their
retention in the organizations.
17. Samuel and Chipunza (2009) noted that the main purpose of retention is to prevent the
loss of competent employees from leaving the organization as this could have adverse
effect on productivity and profitability.
18. Taylor (1997) pointed out that in order to retain employees, organizations must offer
career advancement opportunities, failing which they may find it difficult to retain
qualified employees.
19. Casper and Buffardi (2004) stated that the availability of organizational work–life
benefits, supportive supervisor and a favourable organizational climate play a pivotal role
in attracting and retaining human resources.
20. (Rhoades & Eisenberger, 2002; Dixon & Sagas, 2007)Work-life quality was found to
be a significant predictor of job satisfaction, commitment and longer stays.
21. Moon (2004) noted that a diversity of employee retention methods have been employed
in both the public and private sectors. However, non-profit sector leaders must realize
that some of the strategies used by the private sector are ineffective for non-profit
employees.
22. (Ban et al., 2003; Lynn, 2003)Retention of non-leadership staff in non-profit
organizations needs special attention since the loss of such staff is expensive in terms of
cost of new recruitment, training and development of new joiners, cost of making stop
gap arrangements, and decreased employee morale.
23. Prasad (2009) examined that in order to attract and retain talented employees, some of
the social enterprises create opportunities for their employees to participate in
conferences and workshop within and outside the organization so that they could develop
themselves for effective performance on the job as well for career growth.
24. According to Kreisman, Barbara J. (2002), the meaning of retention varies from the
mechanical (reduce the employee turnover figure to an acceptable level) to the abstract
(about the culture and value).
25. Muhammad Irshad after 2009 The article described the relationship between human
resource practices and employees retention. The researchers identified elements of HR
practices that influence employee retention. After analysed Some of th recommendations
they suggested to management to manage employees towards successful attainment of
organizational goals are: 1.Improvements in organizational culture,2.Exit interview
system,3.Turn over based HR Policies,4. Fair Appraisal System, 5.Employee talent
Recognition, 6.salary hikes and promotions, 7.Employee Retraining, 8.Employee
Counselling 9.Career Development Opportunities etc.
26. Hendricks (2006) notes that employees with scarce skills are in great demand by the
South African government and becoming difficult to source. When these categories of
employees are eventually sourced, they become even more difficult for government to
retain. It is not only, government that is finding it difficult retaining highly skilled
employees.
27. Jane in the year (2004) has conducted the study on Trainer as retention Agent. The
findings suggested that a strategic focus on the importance of a strategic focus &
delivered training program should be made in order to enhance the organization s ability
to attract & retain the best employees leading to the success of the firm.
28. Bender‟s in the year (2000) has conducted the research on the topic transfer of
knowledge and the retention of expertise the containing need for global assignment. The
findings suggest that it presents a general overview of knowledge management & discuss
the transfer of knowledge and expertise throughout organizations operating on a global
scale. A particular emphasis is placed on the importance of global assignment in
transferring knowledge & furthermore of HRM practices to ensure the successful &
effective retention of expertise.
29. (Mercer-report, 2003), (Perrin, 2003) highlight the relationship between reward and
retention of staff, and show insights into what employers are doing, how they feel, and
what employees talk about reward issues. These studies continue to reinforce the belief
that a well-rewarded program will support the management of talent employees.
30. Wells & Thelen (2002) cited on (Nema & Nougriaya, 2015),  “organizations which
have generous human resource policies, have a very good chance to satisfy and retain
employees by providing them an appropriate level of privacy and sound control on work
environment which enhances the motivation levels to commit with the organization for
the long term”
31. According to (Herman, 2005) cited on (Kossivi, 2016), there is a direct correlation
between career development or opportunities for growth and job retention.
32. Kroon and Freese (2013) are emphasis that participative leadership style plays an
important impact in employee retention.
33. Johnson (2000) retention is the ability to hold onto those employees you want to keep,
for longer than your competitors. The analysis of retention should be considered at more
then just a single level because the influences of retention can arises at multiple levels
34. Moncarz and Zhao (2008) of US lodging properties organizational practices on
employee turnover and retention. The findings reveal that corporate culture, hiring and
promotions and training practices influence non management employee retention. At the
same time, hiring and promotion practices impact management retention, as well.
35. Abeysekera (2007) in a study evaluated the HR practices like realistic information about
job, job analysis, work life balance and career opportunities, supervisor support and
compensation and their impact on employees’ intentions to leave which resulted that
compensation and job analysis have positive impact on employee turnover.
36. Cardy and Lengnick-Hall (2011) conducted a study on retention of employees, which
emphasizes more on customer-oriented approach. Employee equity model is the method
followed in this research. This study explores more regarding employees’ values rather
than external factors which have effects on the employees whether to stay or to leave. In
other words, this study was concentred towards internal factors which makes the
employees to stay or leave.
37. Chitra Devi and Latha (2011) conducted a research on employee retention in IT sector.
The main aim of the research is to identify why employees are migrating one from
companies to another i.e. reasons for migration and to analyse the retention benefits.
Discriminate analysis tool was used and resulted that the sector has to focus on
compensation, job satisfaction and job security as these were some of the important tools
used for retention of employees in organizations.
38. Oracle white paper (2012), it is discussed that recruiting the right person in the first
place would be the best practices for retention of employees.
39. Horwitz et al., (2003) explored in a research that an important factor of retention is
personal as well as professional growth and it is the promotion opportunities which
enhance commitment of the employees and in turn results in employee retention.
40. Deery (2008) suggested that one of the ways to improve retention and commitment is
providing on the job training opportunities to workforce.
41. Sarah Leidner et al., (2013) in this study, it is highlighted that for promoting employee
devotion to the organization HR practices play an important role. It is found in this study
that providing better training to workers leads to employee loyalty.
42. Fitz-enz (1990) found in a research that employee commitment and retention cannot be
determined by a single issue and it is determined by many factors.
43. Goulet and Frank (2002) conducted a research in which organizational commitment in
public, non-profit and profit sectors were studied and it was discovered that the workers
from the profit sector was the most committed to their organization and next committed
was non-profit and finally the public sector employees. Due to extrinsic and intrinsic
motivation, the employees from the public & non-profit sectors were anticipated to have
high organizational commitment but the study resulted against the expectation.
44. Hemsley and Fraser (2008) cited that higher employee engagement leads to low
turnover of employees’ i.e. high retention, high productivity and profits and return on
investments.
45. Vijayalakshmi V (2012) discussed in the study that employees-the bases of a company
and hence human resource department must focus on them by identifying why
employees are voluntarily leaving in an organization and what are all their needs relating
to their growth, education and personal life. This approach would create a positive impact
in employee retention in organizations.