would show a high commitment (Yu et al.

, 2019) to their company if they perceived the

company as an ethical actor. As per the study of Alhmoud & Rjoub (2020), the emphasis of

development should be on internal factors that organizations can really influence, and not on

employee characteristics that are beyond their reach (Choi, 2022; Khan et al., 2021; Steiner et al.,

2020).

In any organization, empowerment (Sandhya & Sulphey, 2020), training opportunities

(Upadhyaya & Ayari, 2019), customer incivility, job stress perceived, supervisor support,

perceived, co-worker support / relationship (Chung et al, 2021; Tadesse, 2018), talent

management strategies (Yeswa & Ombui, 2019), work overload, interpersonal tension emotional

labor (Haldorai et al, 2019), task characteristics, knowledge characteristics, work fulfillment

(Vui-Yee & Paggy, 2020), psychosocial (Geisler et al., 2019) and psychological safety,

psychological empowerment (Jha, 2019) workplace guidelines, financial benefits, work-life

balance (Mohapatra & Nayak, 2021)In the public sectors, “service motivation matters” (Bao &

Zhong, 2019; Wu et al., 2020). Public offices are constructed on the knowledge, skill, experience

and loyalty (Yao et al., 2019) of their employees; however, they can suffer when employee

retention rates are low. The higher the workplace motivation for the employee, the higher will be

his productivity and the more efficient will the organization's goals and goals be achieved

(Shatila & Alozian, 2019). Organizational leaders should provide an effective flow of

information between an organization's departments and colleagues. Having a good “internal

communication” (Ikram et al., 2021) drives growth of the institution, improves employee

engagement and helps to build

In any organization, empowerment (Sandhya & Sulphey, 2020), training opportunities

(Upadhyaya & Ayari, 2019), customer incivility, job stress perceived, supervisor support,
perceived, co-worker support / relationship (Chung et al, 2021; Tadesse, 2018), talent

management strategies (Yeswa & Ombui, 2019), work overload, interpersonal tension emotional

labor (Haldorai et al, 2019), task characteristics, knowledge characteristics, work fulfillment

(Vui-Yee & Paggy, 2020), psychosocial (Geisler et al., 2019) and psychological safety,

psychological empowerment (Jha, 2019) workplace guidelines, financial benefits, work-life

balance (Mohapatra & Nayak, 2021), moderating variable, job embeddedness (Shah et al., 2020;

Noordin et al., 2021), work schedule flexibility, health - wellness benefits, personal

development, organizational culture (Velma et al., 2019) , corporate social responsibilities (Hui,

2021) and workplace structures (Sishuwa & Phiri, 2020) are important factors to consider in an

employee retention.

Organizational leaders should provide an effective flow of information between an organization's

departments and colleagues. Having a good “internal communication” (Ikram et al., 2021) drives
growth of the institution, improves employee engagement and helps to build
would show a high commitment (Yu et al., 2019) to their company if they perceived the company as an
ethical actor. As per the study of Alhmoud & Rjoub (2020), the emphasis of development should be on
internal factors that organizations can really influence, and not on employee characteristics that are
beyond their reach (Choi, 2022; Khan et al., 2021; Steiner et al., 2020).