LITERATURE REVIEW

1. Carol Hall Ellenbecker ( 2004), A theoretical model of job retention for home health
care nurses. Journal of advanced nursing. Described a theoretical model of job
retention for home health care organization. The theoretical model identifies
antecedents to job satisfaction of home health care nurses. The theoretical model is an
integration of the findings of empirical research related to job satisfaction and
retention. The model also proposes that job satisfaction is directly related to retention
and indirectly related to retention though intent to stay. Individual nurse
characteristics are indirectly related to retention through intent to stay. The job
satisfaction component of the theoretical model has already been used to guide
development of the Home Health Care Nurses Job Satisfaction Scale .

2. Lerner, D., Adler, D. A., Chang, H., Lapitsky, L., Hood, M. Y., Perissinotto, C., ... &
Rogers, W. H. (2004). Unemployment, job retention, and productivity loss among
employees with depression. Psychiatric Services, Comprehensively assessed the work
outcomes on employees with depression. They had gathered data from six-months
follow up survey of 229 employees with depression and two employee comparison
groups: a group of healthy patients for the control group and a group with rheumatoid
arthritis . At the six-month follow-up, persons with depression had more new
unemployment-14 percent for persons in the dysthymia group, 12 percent for persons
in the major depression group, and 15 percent for persons in the group with both
dysthymia and major depression, compared with 2 percent for persons in the control
group and 3 percent for persons in the rheumatoid arthritis group. Among participants
who were still employed, those with depression had significantly more job turnover,
presenteeism, and absenteeism .

3. Beverly A. Perrachione (2008), Rosser, V. J., & Petersen, G. J. (2008). Why Do They
Stay? Elementary Teachers' Perceptions of Job Satisfaction and Retention
Studied and identified intrinsic and extrinsic variables that influence teacher job
satisfaction and retention. The researcher took a survey of 300 school teachers with

21
 more than 5 years of work experience and got the suggestion that three intrinsic
motivators personal teaching efficacy, working with students, and job satisfaction
were perceived to significantly influence satisfaction and retention, while two
extrinsic motivators low salary and role overload did not have any effect. The findings
show that teachers who experienced satisfaction at their school or satisfaction with the
profession of teaching were more likely to remain. No relationship was found
between satisfaction with the job of teaching, suggesting that retention was
determined by teacher satisfaction with the profession and not with work-related
duties.

4. Madiha Shoaib, Ayesha Noor, Syed Raza Tirmizi, Sajid Bashir (2009) Determinants
of employee retention in telecom sector of Pakistan. This research has been conducted
to study the impact of career development opportunities, supervisor support, working
environment, rewards and work-life policies on employee retention in Telecom sector
of Pakistan. The data collected through questionnaire from 130 respondents and result
reveals the positive relationship of career development opportunities, supervisor
support, working environment, rewards and work-life policies with employee
retention. The results reveal that the contribution of career opportunity plays an
imperative role in retaining employees and increased supervisor support results into
higher employee retention and also in the entire Telecom industry of Pakistan,
supervisor support is the most influential variable in deciding the employee retention.

5. Izidor Nwokocha and E.B.J. Iheriohanma (2012), Emerging trends in employee

retention strategies in a globalizing economy: Nigeria in focus. Explored the emerging
trend in employee retention strategies in globalizing economy, with a focus on
Nigeria. the study shows that the globalization has enhanced the mobility of labor and
has also accelerated the rate of employee turnover in organization in Nigeria. The
study therefore, proposes that organizations in Nigeria should adopt certain critical
sustainable trends in employee retention such as, establishment of strategic retention
plan, involvement of employees in decision-making process, personalized
compensation plan, career planning, training and development and creation of work
flexibility and outsourcing.

22
6. Atif salman , Nawaz Ahmad, Faiq Matin ( 2014) , Factors affecting on employees
retention in banking sector: An investigation from Karachi. Attempts to investigate
the factors of employees retention in the banking sector of Karachi, Pakistan and find
out its impact on the performance of Banks. Employee’s retention is major and vital
issue facing by the banking industry in Karachi because of the shortage of skilled
employment, economic growth as whole and employee turnover. Karachi is a
economic hub and highly depends upon banking activities but banks are facing
difficulties to manage their policies regarding motivation, training and development.
This study concluded that there is a strong relationship between Employees
motivation and employees retention among employees of banking whereas employees
training and development has no relationship with employees retention. It is suggested
that banks should mold their policies regarding employees training and development,
which will help banking sector to retain employees for longer time.

7. Moaz Nagib Gharib , Ahmad Taha Kahwaji, Mohammed Osman Elrasheed

(2017) Factors affecting staff retention strategies used in private Syrian companies
during the crisis. Aims to study and examine elements influencing retention among
employee in private Syrian companies during the crises. The factors are training and
professional development, organizational reward system, job insecurity and job
satisfaction. They carried out surveys for the research and concluded that training and
professional development have no significant impact on the staff retention , while
other variables such as reward system, job security and job satisfaction have
statistically significant effect on staff retention, analysis showed that job satisfaction
has more effect than rewards system and job security on staff retention.

8. Biason, R. S. (2019). The Effect of Job Satisfaction to Employee Retention Analyzed

and reviewed research papers on the effect of job satisfaction on employee retention.
This research paper reviews more then a decade of researches on the antecedents and
outcomes of job satisfaction and employee retention. The relationship between
employee retention and job satisfaction at work has been one of the most researched
areas in the field of management, moreover employee retention is a major concern in
an organization’s as it have impact on the organization efficiency. employers engage
23
 in practices that support good working relationships and benefits, job satisfaction
improves because workers tend to believe that the company is using their skills,
appreciating their services and commitment. In turn, higher job satisfaction generally
results in higher level of employee retention. This research paper concludes that job
satisfaction improves employee retention.

9. Young-Jae-Kim, So-Young Lee and Jeong-Hyung Cho (2020) A study on the job
retention intention of nurses based on social support in the COVID-19 situation.
investigated how social support influences the job engagement and job retention
intention of nurses struggling in the continuing scenes of the COVID-19 pandemic.
They took data from 377 nurses and analyzed it and it results in formation of three
categories. first, in which nurses with high job engagement and job retention
intention, depending on their age and work experience. Seconds, the nurses with
experience nursing patient infected with COVID-19 and nurses working in COVID-
19 divisions had low job retention intention. Lastly, it appeared that there were
differences in job engagement and job retention intention of nurses working on the
frontlines of the COVID-19 situation depend on their social characteristics and social
support.

10. Mark Stuart , David A. Spencer, Christopher J. Mclachlan, Chris Frode ( 2021),
COVID‐19 and the uncertain future of HRM: Furlough, job retention and reform The
article argues that job retention should be a central aim and practice of human
resource management (HRM). Set against the global COVID-19 crisis, theoretical
insights are drawn from strategic HRM planning and the economics of 'labour
hoarding' to consider the potential benefits of workforce furloughing. Furlough has
been supported in the UK by the Coronavirus Job Retention Scheme, which
represents a novel, but temporary, state-led shift from the UK's market-orientated
restructuring regime. Yet, if the crisis is to generate any benefit it must create the
conditions for a more collaborative HRM that delivers for workers as well as
business, with job retention as a core priority. While change in this direction will
mean confronting deep-rooted challenges-such as job security, good work and worker
voice-such change remains vital in creating better and healthier workplaces.

24