A professor from a business school in India once stated that employee retention issues are emerging as

the most critical workforce management challenges of the immediate future. Researches have shown
that in the future, successful organizations will be those which adapt their organizational behavior to the
realities of the current work environment where longevity and success depend upon innovation,
creativity and flexibility. In fact, the dynamics of the work environment will have to reflect a diverse
population comprised of individuals whose motivations, beliefs and value structures differ vastly from
the past and from one another. This phenomenon is especially true in light of current economic
uncertainty and following corporate downsizings when the impact of losing critical employees increases
exponentially. (Sinha, C., 2012)

In addition, Agrela, et al (2008) states the need to focus on the factors that affects retention leading to
growth and success of organizations. Studies suggests that retention strategies, which effectively satisfy
the needs of all employees consequently enhances the ability for companies to adapt more effectively to
ongoing organizational change. Research shows that trends redefining modern retention strategies go
beyond the traditional salary and benefits package or compensation embracing employee motivation, as
one of the key factors to cater to the diversity and long stay of the workforce in the organization.
Retention factors incorporating the needs and desires of employees at any age enhance levels of
individual job satisfaction, loyalty, and commitment at work.

Moreover Braja, D., stated that according to employee retention statistics, 83 % of employers believe
attracting and retaining talent is a growing challenge. (Allegis Group) And 66 % of millennials expect to
leave their organization by 2020. The top reasons given by employees for leaving their jobs include (1)
lack of career development (22%), (2) lack of support with work-life balance (12%), (3) their manager’s
behavior (11%),unsatisfactory compensation and benefits (9%), (4) and poor well-being (9%). Therefore
addressing these issues can solve the problem.
Many studies suggest a relationship among employee motivation, engagement and job satisfaction with
the intent of the employees to stay in their workplace. A survey on the employees’ motivators is
essential. This will serve as a basis in the formulation of retention programs geared them which will pave
the way in retaining workforce of sufficient quantity and quality to create a positive impact on the
organization’s effectiveness.

Garcia, P. (2015),remarked that vital to the achievement of the College goals and objectives are the
competent manpower whose functions are integral and their quantity, competence and effectiveness
impact the educational institutions productivity and efficiency. As cited in the study of Surbhi (2013), no
academic institution can really ensure sustainability and quality in the long run without commitment.
This therefore makes it critically important to retain this intellectual staff. It is apparent that preserving
great employees in the organization is indispensable to uphold the undertakings of any academic
institutions. These institution employ measures to retain competent employees. However, the adequacy
and suitability of the said actions are constantly an uncertainty. Job retention and turnover in the arena
of higher education are still a global concern.

Furthermore, De Ocampo, R.et.al (2018) cited that demographic factor variables that have been found to
have constant relationship with retention and turnover intentions are age, gender, tenure, education,
and income levels. These have influenced employee retention and turnover overtime. Several studies in
which demographic factors have been employed to investigate job satisfaction and job attitudes have
shown that they are strong predictors of turnover intentions. They also addes that organizations’ pay
level is a potentially important direct influence on voluntary turnover. Employees are satisfied with
existing pay system if they believe that rewards or incentives are paid based on fairness, seniority and
performance evaluation of all employees. It is also found that employee leaves the job due to work
environment and organizational justice (distributive justice and procedural justice). It also plays pivotal
role in employee retention, it is revealed from study that, if organization want to retain their power
employees, organization must follow fairness formula. In line with this, the overall working environment
of the organization should be favorable to employees and the organization working environment which is
not conducive to most of the employees it contributed to employee turnover.Having identified the
determinants of labor turnovers, these will prepare the management when it comes to employees
retention.