2.1.1.

Research Gap
It could be observed that researchers has come-up with the various employee retention-
influencing factors although their influence varying from high to low. This implies that there is
no agreement in fixing a right mix of human resource practices as to how to keep an employee
loyal to the organization. This is also depends on the employer’s emphasis and choice of factors
that best suits her/his organization; yet, all begins with recruitment to create a strong committed
work force with a real task to retain them. (Mita et. al., 2014). Bringing this to the Ethiopian
context, where few or no studies on shelf particularly on Lion International Bank S.C.
conducting a study in one of the major financial sector, banking, is essential to determine the
determinants of employee retention. To back-up this gap, this study therefore, investigates and
put forth its findings on employee retention focusing on the Lion International Bank S.C.

2.2. Proposed Theoretical/ Conceptual Framework

Employee retention is affected by numerous factors. But for the purpose of this study, the
researcher concerned on employee compensation, training and development, career development
and succession planning, and employee compensation based on the conceptual framework
adopted by Ng‘ethe, J.M.,Iravo,M.E.,&Namusonge, G.S.(2012) .
Figure 2.1; Conceptual framework

Employee
Compensation

Training and
Development

Employee
Retention
Career Development
and Succession Plan

Work-life
Balance
Source:-Ng‘ethe, J.M.,Iravo,M.E.,& Namusonge, G.S.(2012) and some arranged by the
researcher.