BUILDING BRIDGES TO COMMITMENT:

INVESTIGATING EMPLOYEE RETENTION

PRACTICES AND ITS INFLUENCE ON
EMPLOYEES’ RETENTION INTENTION

PSYCHOLOGY AND EDUCATION: A MULTIDISCIPLINARY JOURNAL

2023
Volume: 9
Pages: 554-566
Document ID: 2023PEMJ770
DOI: 10.5281/zenodo.8013383
Manuscript Accepted: 2023-6-6
Psych Educ, 2023, 9: 554-566, Document ID:2023 PEMJ770, doi:10.5281/zenodo.8013383, ISSN 2822-4353
Research Article

Building Bridges to Commitment: Investigating Employee Retention Practices and Its

Influence on Employees’ Retention Intention
Janine M. Pinca*
For affiliations and correspondence, see the last page.
Abstract
This study aims to explore various personnel retention practices and its influence on employees’ retention
intention. This mainly focuses on identifying the effective employee retention practices that managers utilize in
retaining key people in the organization. This study employed the usage of correlation-quantitative descriptive
research method with convenient selection of participants. The primary gathering tool was a modified survey
questionnaire. The data obtained from the survey questionnaire were analyzed and interpreted using an interval
data measurement scale, specifically a Likert scale ranging from 1 to 5. The study discovered that employee
retention practices such as giving financial rewards, coaching and mentoring programs, telling clearly what is
expected of employees, personalized voice mails/ messages from management team, fair overtime practices,
employee empowerment and engagement, listening well and showing interest to employee’s ideas, and fair
employee treatment were noted to have a significant influence on the retention intentions of employees. It was
highlighted that the influence of personnel retention strategies to employees’ retention intention was in great
extent. The result of Pearson r correlation coefficient shows that there is a statistically significant relationship
between these two variables. Consequently, implementing these retention strategies may lead to attaining
productivity benchmarks, retaining skilled and productive employees, and fostering the desired behaviors.These
strategies should be applied consistently across all employees, regardless of their position, to ensure fair and
impartial management practices. It is expected that the results of this study may help managers in taking
proactive measures encouraging employee retention.

Keywords: employee retention, job satisfaction, employee motivation, employee turnover,

personnel retention practices

Introduction turnover enhancing personnel retention. Voluntary or

Managing employee turnover is considered to be an
important task in dealing with today’s competitive
business world. Employees serve as the lifeblood of an
organization and contribute effectively to its overall
success and profit making. The employees’ knowledge
and skills are essential elements to any organization to
be economically competitive. Employee retention
strategies refer to the applied management techniques
to help the employees stick to the organization for a
maximum period of time. According to Lazzari
(2022), “Employee turnover” takes place when the
organization’s work force terminates employment,
ends relationship with the management, and requires
replacement. Turnover occurs when an employee
intends to leave the organization and has to be
replaced. For these reasons it is particularly frustrating
for managers when valuable employee ceases to be a
member of an organization. However, this most likely
represents controllable and uncontrollable turnovers.
Voluntary turnover means an employee decides to end
the relationship with the employer by choice while an
involuntary turnover occurs when management
decides to terminate its relationship with an employee
(An, 2019). Most organizations have been successful
because of their ability in managing employee
involuntary employee turnover is certain to have
positive or negative effects on the organization.
Successful organizations in this area the ones whose
managements have employee engagement and put in
place measure such as compensation, rewards,
employee benefits, growth prospects, and other forms
of motivation to encourage the employees to stay for a
longer period of time and to work wholeheartedly
towards the attainment of group goals and objectives.
Thus, the management play a significant role in
employee satisfaction and eventually in retaining the
talented employees who are familiar with the working
conditions of the organization and perform effectively.
A healthy relationship with the management can be a
reason for the employees to retain and perform their
jobs at optimum levels of productivity. However,
employees’ performances could be maximized through
considering the different management strategies and
measures.
One of the major concerns encountered by most of the
businesses is retaining their intellectual assets in
today’s growing competitive global economy.
Igbinoba (2022) asserted that lack of proper retention
strategies is having an adverse effect on organizations,
as recruiting and replacing key employees are
disruptive, expensive, time consuming and even

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Research Article

threaten the sustainability of an organization. Thus, 1. What is the profile of the respondents in terms of:
employees are seeking for career advancement 1.1 Education level
opportunities and stability for self-development 1.2 Length of service in the organization
leading to job satisfaction and retention. In addition, 2. What are the strategies that managers utilize in
the research of Davis (2013) highlighted that employee keeping employees satisfied encouraging retention
compensations is the major determinant of employee intention?
turnover. The results revealed that forty-five percent 2.1 Competitive salary and incentives
(45%) of the respondents believed that better 2.2 Training and development opportunities
compensation packages help in the retention of 2.3 Effective communication and regular feedback
employees and motivate them to perform standardized 2.4 Performance recognition and appreciation
tasks. However, 30% of participants confirmed that 2.5 Promoting work/life effectiveness
lack of competitive pay system makes employees 2.6 Good Working Condition, Environment, and
dissatisfied resulting to decreased productivity and Organizational Culture
eventually quitting their jobs. Moreover, the costs 2.7 Creating a management style and culture
associated with the departure of employee include understanding employee needs
direct costs and intangible costs. Direct costs refer to 2.8 Creating an environment of trust and fairness
the expenses that are easy to quantify or can be 3. What are the effects of these employee retention
measured, whereas intangible costs refers to the costs practices to employees’ retention intention?
that cannot be foreseen. According to Knight et al. 4. Is there a significant relationship between employee
(2013), personnel costs, demoralization, operational retention practices and employees’ retention intention?
disruption, and decreased social integration are some
of the potential negative consequences of employee
Literature Review
turnover within the organization. Moreover, satisfied
employees are more dedicated and always put their
effort toward their work in improving the Human Resource Management
organizational customer’s satisfaction. Carter (2019)
mentioned that the issue of salary scale is the most Human Resource Management is defined as the
common reasons that affects worker’s performance process of establishing and maintaining a desirable
and tend to leave the organizations because of the working environment among all the members of an
management’s poor retention strategies and appraisals. organization by recognizing and satisfying individual
needs and group goals, dividing organizational tasks,
However, there are other concepts to be explored. As offering opportunities for employees’ advancement,
observed from some of the related studies, the and the effective control of manpower (Vaghela,
researchers keep on enumerating the potential 2015). This involves motivating employees to perform
consequences of an employee turnover affecting the quality work while maintaining a specified level of
organizational productivity and costs. Now, we are productivity and maintaining a satisfied workforce.
aiming to identify the influence of personnel retention This is an area of concern for both manager and
practices on employees’ retention intention that could employees to enable them to assess individual training
be modified in a way which would enhance personnel needs and provide the necessary investment in
retention among selected businesses in Caloocan City. upgrading skills. Higher productivity means fewer
Thus, the researchers will determine the effective employees and lower costs. In the same way, Munish
management actions or strategies in retaining key and Agarwal (2017), and Elnaga and Imran (2013)
people. This study focuses on the reasons, why asserted that adequate training and development
minimized level of performance occurs, and to identify improve employee morale and develop a sense of
effective retention strategies that managers utilize in teamwork to secure individual and group integration
keeping employees satisfied encouraging employee within the organization which is primarily concerned
retention intention among selected businesses in with human resources. Human Resource Management
Samson Road, Caloocan City. applies personnel retention strategies to increase
optimum productivity and reduce employee turnover
Research Questions as it deals with manpower. Moreover, Nguyen and
Duong (2021) observed that incorporating professional
This study is an attempt to investigate the influence of training and development opportunities reduces
employee retention practices on employees’ retention employee turnover within the organization.
intention among selected local businesses in Samson
Road, Caloocan City. According to Al-Suraihi at al. (2021), an effective

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Research Article
manager will provide all of the support required to
maximize employees’ performances. Various
organizations apply retention strategies for the purpose
of reducing employee turnover in the workplace. It is
important to maintain management actions which may
enhance retention of competent, productive, and
experienced employees are offered. Similarly,
Traquina (2011), competitive compensation and
benefit packages, skills training and promotion
opportunities, reasonable performance expectation, fair
treatment of employees, regular performance feedback
and constructive criticism, and performance
recognition and appraisal system are some of the
strategies that managers may utilize in keeping
employees satisfied encouraging personnel retention in
the organization. Increased productivity or maintaining
a high level of productivity is assured when the
workers are satisfied with their working conditions. In
manufacturing, people produce goods in the needed
number and quality while avoiding the wastage of
materials. Moreover, employees become dissatisfied
and demotivated when the compensation that they
received are not competitive enough. The employees
want the opportunity to develop and apply all of their
skills in the performance of their work.
Employee Retention Practices
In the study conducted by Sequeira (2012), the skills
required to perform the job must be defined to
effectively guide performance. Higher productivity
means fewer employees and lower costs. An important
quality needed to attain high performance is the effort
or willingness of the employees to perform their tasks.
Moreover, the existence of adequate training and
development improve employee morale and develop a
sense of teamwork to secure individual and group
integration within the organization which is primarily
concerned with personnel retention. Kossivi et al.
(2016) viewed skills training and development,
professional growth, increase in salary, creating work-
life balance, incorporating participative leadership
style, conducive work environment, flexible workload
decisions as contributing factors to employee retention
and the improvement of employee loyalty. Investing in
skills training and development facilitate the life of
employees for the enhancement of their work
performance. Employees are most likely stay in an
organization where there is sustainable learning and
professional or personal development. Gicho (2015)
mentioned that employees want to feel that they are
truly engaged to work and are recognized by their
excellent performance. This can be achieved through
constructive and regular feedback. The driving forces
behind performance productivity include the
Janine M. Pinca
confidence of the employees in performing their jobs,
the performance recognition and incentives given,
clear and reasonable performance expectations, and a
positive work climate. Employees want and crave to
know what and how they’re doing. In the quantitative
study conducted by Chikumbi (2011), 77.5% of the
respondents highly believed that clearly communicated
due dates and targets lead to positive work
performance. Moreover, the implementation of
Employee Value Proposition (EVP) is vital in
retaining talents because employees tend to visualize
career progression and opportunities for advancement
in the organization. The statistics confirmed that
providing intrinsic and extrinsic rewards have positive
impact on employee retention. This revealed that
employees are looking forward in getting recognized
for favorable work results and promoting conducive
work climate.
Gnepp (2020) affirmed that feedback given frequently
creates opportunity for communication and improves
performance maximization. An effective manager
never failed to reward superior work so that employees
may feel appreciated and are treated fairly. The more
comfortable employees are, the more productive they
would be. Employees are seeking for appreciation, but
the working climate and environment, work
relationships (Ahmad & Azumah, 2012), and
advancement opportunities (Thwin et al., 2023) lead
the way in making employees want to stay. Moreover,
there are many ways to hone the skills and abilities of
the workforce, such as constructive and regular
feedback (Rony et al., 2020), job enrichment, job
rotation, cross-training, coaching, mentoring
(Neupane, 2015), regular staff meetings, open-door
policy, and communications (Akalp, 2022). Employees
must be well informed so they would know what’s
going on to understand organizational values and
strategic goals. The managers, as the one responsible
for the work performance of workforce, must assist
employees with performance improvement and
provide training to encourage learning. A good
manager always remembers that people are ultimately
the most important assets of the organization and these
particular assets are human beings so they must be
treated accordingly. Effective performance coaching is
used to analyze and improve performances (Kamunya
& Nzulwa, 2020). Managers must accurately identify
and describe in detail the alternative solutions in
eliminating performance discrepancies leading to
organizational obstacles. Managers should initiate
professional socialization which includes preparatory
education and training to develop realistic performance
expectation. In this stage, employees will become
more competent and can contribute to the achievement
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of organizational goals. Employees must be well
informed so that they know both why they are doing
things and what they are doing. This can only be
achieved if the employees are aware of the goals of the
organization. They should understand how the efforts
of the work group are needed to meet the goals. The
success of any coaching depends on the effort and
commitment of both the manager and the employees.
Coaching and mentoring employees help them learn
and develop new skills relevant to the job. Feedback
on performance should be given throughout the
appraisal period. Furthermore, an effective
performance appraisal system will identify
performance discrepancies between the perspectives of
the manager and the employee being appraised. The
performance appraisal should involve mutual
discussion of the employee’s performance.
A research conducted by Kukano (2011) revealed that
positive work relationship and performance
recognition are important factors that can influence
employees’ decisions toward job retention. Thus, it
was also concluded that maintaining a competitive pay
system and incentives in the workplace make
employees satisfied and motivated in performing their
job. Similarly, Tran et al. (2018) affirmed that positive
workplace relationship directly affects employees’
intention to stay in the organization. However,
conflicting roles and responsibilities negatively affects
employees’ commitment to the organization.
Improvements to organizational practices lead to
employees’ positive evaluation of work atmosphere.
This is congruent with the study conducted by Kossivi
et al. (2016) asserting that managers utilize different
strategies such as giving competitive compensation
and benefits, regular feedback, and effective
communication to minimize employee turnover. It was
highlighted that effective management of human
resources will result in high productivity. An important
quality needed to attain high performance productivity
is effort. The manager’s job is to create the condition
and apply retention strategies which will increase the
chances of employees choosing to work hard and stay
with the company for a longer period of time.
Methodology
Research Design
This study applied the usage of quantitative research
method with a convenient selection of participants.
The objective of a quantitative research design is to
systematically and empirically examine specific
phenomena using statistical, numerical, or
Janine M. Pinca
computational techniques. This research method
involves a systematic approach to transforming
collected data into numerical form (Kruger, 2003).
Statistical analysis is essential for gaining a deeper
understanding and detailed insights into the variables
under investigation. This study adopts an exploratory
or interpretive approach, which is considered the most
effective in addressing the research questions and
identifying significant factors or variables. For data
collection, the researcher utilized a survey
questionnaire. The quantitative method and descriptive
research design was helpful in investigating the
influence of various personnel retention strategies on
employees' retention intention.
Participants/ Respondents
In this research, the respondents consisted of 150
employees and managers from selected businesses in
Samson Road, Caloocan City. The respondents’
educational qualifications can be in any level or
possession, such as primary school, secondary school,
post school certificate or diploma, national diploma,
and bachelor degree. They can be male or female of
different age as long as they have the capacity to
answer voluntarily the prepared questionnaire. These
respondents must be aware of the various employee
retention strategies, which this study aims to
investigate.
Instruments of the Study
Survey questionnaire is the primary method in
collecting relevant data. This research employed
quantitative research method using survey
questionnaire. According to Roopa and Rani (2012), a
questionnaire is a set of inquiries presented to
individuals with the purpose of gathering statistically
significant information about a particular subject.
When appropriately designed and ethically conducted,
questionnaires serve as a crucial tool for making
statements about specific groups, individuals, or even
entire populations. They serve as a valuable means of
collecting diverse data from a substantial number of
individuals, commonly known as respondents. The
questionnaire was composed of three main parts
namely: demographic profile of the respondents,
personnel retention practices and employees’ retention
intention.
Procedure
In this study, a survey questionnaire was developed
which contains the lists of arranged questions to be
answered by the participants. The survey questionnaire
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Table 2. Length of Service in the Organization

served as a tool in gathering data and information to
provide answers to the research questions. The
questions was categorized according to the subject
area, and then a pilot testing was conducted by giving
a sample questionnaire to the chosen participants.
Then the researcher verified if the questionnaire was
able to answer the research problems. Once all issues
in the survey questionnaire have been addressed, the
data gathering instruments are now ready for large-
scale testing. In this study, the interconnecting Table 2. Length of service in the organization of the
relationships between the coded data and the different respondents. One hundred seven (71%) of the
categories was analyzed in order to arrive at some respondents are working for less than five years,
interpretation and conclusion. Pilot testing ensures the followed by forty respondents (27%) who are working
accuracy and proper wording of the questionnaire, as for six to ten years. Moreover, three (2%) of the
well as conducting pretesting, are essential for the respondents are working for eleven to fifteen years. It
overall success of the research. Piloting the shows that majority of the respondents are working for
questionnaire involves administering it to a subset of less than five years in their respective organizations.
respondents who represent the target research sample.
The data collected from this pilot phase is then Employee Retention Practices And Its Influence On
subjected to statistical analysis and feedback, which Employee Retention Intention
helps in refining the questionnaire by reducing the
number of items to a manageable level (Wadood et al., Table 3. Competitive Salary and Incentives
2021

Result

Table 1. Education Level

Table 3 shows the contributing factors of competitive

Table 1. Education level of the respondents. Twenty-
four (16%) of the respondents attained High School
education level, followed by thirty-six (24%)
respondents with Associate Degrees, and seventy-eight
(52%) of the respondents who are Undergraduate or
with Bachelor’s Degree. Twelve (8%) of the
respondents attained Postgraduate Degree. It shows
that majority of the respondents are Undergraduate or
with Bachelor’s Degree.
salary and incentives as personnel retention strategies.
It clearly reveals that item 1 (Financial rewards) got
the highest mean of 4.82 interpreted as ‘Great Extent’.
Competitive salary and incentives motivate employees
toward higher productivity and increase retention
capabilities of organizations. These serve as a way to
encourage employees to do their best in achieving the
desired outcome and increased level of satisfaction.
This measure must be put in place to reward
employees and retain skilled performers. Competitive
compensation and benefit packages are contributing
factors to employee retention. This probably means

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that employees are more likely intend to stay in an
organization where their efforts and performances are
compensated equitably and reasonably. A competitive
benefit packages motivate employees to put more
effort in their performances.
This result is supported by the study of Mehta et al.
(2014) asserting that most of the employees are
satisfied and intrinsically motivated when there is a
presence of competitive compensation and benefits in
the workplace. These retention strategies help in
motivating workers to use their skills efficiently in
attaining company’s goals and objectives. Managers
typically describe valuable employees as effective,
efficient, and highly motivated. These employees who
are intrinsically motivated display competitiveness in
performing their tasks productively. Thus, a sense of
competence can only be fostered by a manager who
makes sure that employees have the appropriate skills,
compensated reasonably, and support needed in
achieving a high level of competence in the workplace.
Soundarapandiyan and Ganesh (2015) asserted that
competitive benefits and incentives are the personnel
retention strategies that managers may utilize in
keeping employees highly satisfied and intrinsically
motivated in performing their job while maintaining
their highest level of productivity. Giving monetary
incentives and better retirement plan are some of the
driving factors that could motivate people to perform
quality work while maintaining their optimum
productiveness. Similarly, Swanepoel et al. (2003) and
Ford (2018) asserted that compensation is primarily
the key strategy in attracting, retaining, and motivating
employees to perform quality work.
Table 4. Training and Development Opportunities
Table 4 shows the contributing factors of employee
training and development as personnel retention
strategies. It clearly reveals that item 8 (Create
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coaching and mentoring programs) got the highest
mean of 4.91 interpreted as ‘Great Extent’. Coaching
and mentoring programs help employees adjust, adapt
to the structure and culture of an organization, and
provide knowledge that is essential to actual business
practices. Moreover, coaching is a commonly short
term and session-based program that includes training,
development, and improvement of job-related skills.
Mentoring is a long term relationship-based program
that includes career development, sharing of
knowledge, and honing employees leadership skills.
According to the study of Samuel and Chipunza
(2009), better training opportunities and development
are the personnel retention strategies that are crucial in
retaining the valuable assets in an organization. The
performance of the employees can be tied to
performance of the organization because personnel
development is an important factor towards job
satisfaction, performance productiveness, and retention
of employees. According to Nosse and Friberg (2009),
upgrading skills, career ladders, and skills training and
development are all opportunities which the manager
can create to meet higher level performance needs.
Personnel retention strategies are important to both the
organization and the employees. Maximum utilization
of employees’ skills can influence the “success” of the
organization and employees alike. Moreover,
Henschke (2011) stated that coaching and mentoring
are powerful tools for the improvement of
performances. Establishing personnel retention
strategies and giving employees the opportunity to
experience success increase their sense of self-efficacy
and give them greater expectancy of success,
engagement, and empowerment which will boost into
their sense of competency and control. Furthermore,
when employees perceive that there are coaching and
mentoring programs within the system, these factors
influence them to stay in the current work situation
and meet higher level needs (Hammerberg, 2002). The
manager and employee must mutually agree on the
actions to be taken. The manager must gain the
employee’s commitment to the plan resulting to
effective performance coaching.
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Table 5. Effective Communication and Regular
Feedback
Table 5 shows the contributing factors of effective
communication and regular feedback as personnel
retention strategies. It clearly reveals that item 1 (My
immediate supervisor tells me clearly what is expected
of me) got the highest mean of 4.85 interpreted as
‘Great Extent’. Maintaining effective communication
and regular constructive feedback with employees
create a feeling that they are truly engaged to work and
contribute substantially to the organizational progress
(Doh, 2011). Employees must be well informed so that
they know both why they are doing things and what
they are doing. The goal is to help employees make the
connection between their efforts and the success of the
organization. This can only be achieved if the
employees are aware of the goals of the organization.
They should understand how the efforts of the work
group are needed to meet the goals
This strategy helps employees to determine what series
of actions must be taken and can be worked upon
further for efficiency. The organization must identify
the personnel retention motivators in order to retain
top performers (De Vos & Meganck, 2009).
Employees want and crave to know what and how
they’re doing. This reveals that employees are looking
forward in getting feedback from their managers to
improve themselves in a smarter way. The employees
should never receive negative feedback for speaking
out. That does not mean that a manager cannot use
feedback to shape “how” an employee communicates
or that a manager has to agree to everything that is
said. This does not mean that employees must be given
the latitude to raise any issue they believe to be
important in relation to the performance of the work
group. Employees must be able to see that their
contributions are considered important and make a
Janine M. Pinca
difference over time.
Table 6. Performance Recognition and Appreciation
Table 6 shows the contributing factors of performance
recognition and appreciation as personnel retention
strategies. It clearly reveals that item 3 (Personalized
voice mails/ messages from management team) got the
highest mean of 4.83 interpreted as ‘Great Extent’.
Performance recognition and appraisal system are
important motivational reinforcements in encouraging
productivity in the workplace. Employees are not
intrinsically motivated when they feel that their efforts
are not highly valued and recognized by the
organization, which lead to voluntary employee
turnover.
This result is supported by Nosse and Friberg (2009)
stating that improving the manager’s ability to
motivate and recognize employees’ performances
optimistically with a drive to do better, the response to
negative feedback may be worse performance. Thus,
positive reinforcement is a way of rewarding
employees for a job well done. It can be used to shape
behaviors toward desired activities to be most
effective, positive reinforcement should be specific to
a particular situation, it should as close in time to the
occurrence of the desired behavior as possible. The
manager should treat everyone equally and fairly.
Rewards in terms of achievement recognition,
personalized voice mails and messages from
management team and prestige lead to an increase in
job satisfaction (Lambert et al., 2001; Morrison, 2014).
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Table 7. Promoting Work/ Life Effectiveness
Table 7 shows the contributing factors of promoting
work/ life effectiveness as personnel retention
strategies. It clearly reveals that item 2 (Fair overtime
practices) got the highest mean of 4.93 interpreted as
‘Great Extent’. Fair overtime practices play a
significant role in an individual’s decision on dealing
with challenges and keep working on them for
completion. A satisfied and motivated employee feels
that he can change the environment enthusiastically
and such changes bring a feeling of satisfaction when a
desirable outcome occurs. Moreover, employees
became more productive when given reasonable
overtime practices because it enhances their
motivation and puts forth more effort in an activity.
Thus, challenging employees to new and difficult tasks
help them in making the most of his potential work
performance.
This result is supported by the study of Arshad et al.
(2012) affirming that equal employee treatment
establishes a friendly workplace while decreasing the
negative factors that usually lead to voluntary
turnover. It has been found that maintaining equity
among workers is a planning strategy in the retention
of employees and considered to be the effective way in
reducing organizational grievances. Fair employee
treatment helps in solving work-related grievances by
acting upon immediately leading to various
improvements in both productivity and performance.
This retention strategy results to a reasonable
performance expectation that should be meaningful,
Janine M. Pinca
understandable, consistent, fair, and achievable by the
people responsible in doing the assigned tasks and
responsibilities. Performance expectation may affect
an organization’s ability to respond in rapid changing
organizational conditions. Establishing a clear and
reasonable performance expectation reduces error rates
and performance discrepancies. An effective
performance appraisal system contributes in the
analysis and resolution of discrepancy.
Table 8. Good Working Condition, Environment, and
Organizational Culture
Table 8 shows the contributing factors of good
working condition, environment, and organizational
culture as personnel retention strategies. It clearly
reveals that item 7 (Employee empowerment and
engagement) got the highest mean of 4.76 interpreted
as ‘Great Extent’. Employee engagement and
empowerment lead to various improvements in both
productivity and performance. An increase in job
responsibility implies that employees are significant
and valued in the organization. This shows that an
employee is capable and highly skilled to perform
tasks and responsibilities
Buhai et al. (2008) affirmed that establishing flexible
working condition helps employees to be intrinsically
motivated leading to higher job satisfaction levels.
Reasonable number of working hours has benignant
effects on performance productivity and quality
output. Moderate workload creates and decreases job
stress, low self-esteem, and prevents intention to quit.
In addition, an inspiring leader and a challenging work
environment provide employees the freedom to make
their workplace (Nappinnai & Premavathy, 2013) and
perform tasks in an interesting manner (Ongori, 2007).
A challenging work climate offers a competent
learning and professional growth. This practices result
to a flexible and a stress-free work environment.
Discretionary effort provides employees a sense of
passion, and creates a feeling of belonging and greater
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commitment to the organization.
Table 9. Creating a management style and culture
understanding employee needs
Table 9 shows the contributing factors of creating a
management style and culture understanding employee
needs as personnel retention strategies. It clearly
reveals that item 1 (Listening well and showing
interest to employee’s ideas) got the highest mean of
4.84 interpreted as ‘Great Extent’. The organization
that listens to and implements workers’ ideas most
likely to have a satisfied work force and motivate
workers to consistently achieve high levels of
productivity. The goal of the manager is to tap into the
full potential of each worker through the development
of their abilities. They should be fully involved in the
control and direction of their activities. Additionally,
showing importance to employees through listening in
what they are saying leads to job satisfaction and
employee retention because they are afforded the
opportunity to utilize their abilities to the fullest.
According to Vasquez (2014), listening well and
showing interest to employees’ ideas inspire
professional development and positive work
relationships. An effective leader knows how to listen
attentively. The employees who are given chances to
know their feedback and suggestion on what they are
thinking about could result to harmonious relationship
and breed loyalty. It is essential to build a solid
relationship among employees in the workplace
because this results to employee engagement and
enthusiasm. The study revealed that relaxed posture,
focusing attention to the speaker, maintaining eye
contact, head nodding, noting body gestures, and
asking queries for clarification are the qualities
attributed to listening effectively. However, a conflict
Janine M. Pinca
occurs whenever the manager cannot fulfill equally
their duty toward all those to whom they have a
responsibility. An individual or organization must
establish an atmosphere of listening well and showing
interest to employee’s ideas in the workplace that
fosters desirable behavior and employees’
performances.
Table 10. Creating an environment of trust and
fairness
Table 10 shows the contributing factors of creating an
environment of trust and fairness as personnel
retention strategies. It clearly reveals that item 1 (Fair
employee treatment) got the highest mean of 4.81
interpreted as ‘Great Extent’. Treating everyone
equally and fairly encourages personnel retention and
cultivates high quality relations with co-workers. Most
employees stay away from the organizations who play
favorites. Managers should build interpersonal
relationships of a work group with equitable treatment
of its members. Thus, favoritism in the workplace can
result in resentment, envy, and sabotage of the group
effort.
This result is supported by a research conducted by
Fujishiro (2005) affirming that fair treatment of
employees make them feel that they are properly
treated and are given importance by the organization,
which make them feel wanted and retain their job.
Moreover, fair employee treatment is a tool exercised
by organizations in keeping employees satisfied and
dedicated to their work. It is essential to establish
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fairness or equity in the workplace because this leads
to various improvements in both productivity and
performances. Modeling behavior of fairness implies
that employees are significant and valued in the
organization. This shows that employees are treated
and recognized with moral responsibility. Similarly,
Kumar (2022) mentioned that treating employees
fairly lead to an intrinsically motivated individual. For
example, an intrinsically motivated employee wants to
finish a specific task not because of the associated
incentive, but because that he feels a personal sense of
accomplishment in doing the task to the best of his
abilities. The more the employees challenged, the
more motivated intrinsically they would be. Therefore,
manager should give equal opportunities among
employees and avoid showing favoritism because what
applies to one should be apply to all.
Employees’ Retention Intention
Table 11. Employees’ Retention Intention
Table 11 shows the perceived influence of personnel
retention strategies on employees’ retention intention.
It clearly reveals that item 1 (Work is accomplished
quickly and accurately, and productivity standards are
met) got the highest mean of 4.93 interpreted as ‘Great
Extent’ followed by item 8 (Retention of competent
and motivated employees) got a mean of 4.91
interpreted as ‘Great Extent’. Moreover, item 7
(Occurrence of desired behavior and consistently
motivated about going to work) got a mean of 4.89
interpreted as ‘Great Extent’. These implies that the
application of sound personnel retention strategies help
employees accomplish their tasks quickly, lead to the
Janine M. Pinca
occurrence of desired behavior, and retention of
competent and motivated people.
These results are supported by a study conducted by
Domfeh (2012) asserting that retention strategies
empower employees to meet productivity standards.
The goal of any organization is to maximize the
productivity of its human resources while maintaining
the quality of their output. To set productivity
standards which are specific to the organization the
manager can choose from three methods. First, if the
data base exists, the manager can use information
about past operations to establish expectations for
future performances. This method assumes that there
has been little change in business operation over time.
It also assumes that past productivity has been at an
acceptable level. Second, the manager can use time
studies that measure and evaluate actual practices.
Based on the outcome of time studies, practice can be
modified and standards set to maximize productivity.
Third, when no historical or current information exist,
such as in the start-up of a new practice, the manager
must estimate standards. The estimated standards
would be evaluated and revised as soon as actual
operating information is available.
Byerly (2012) mentioned that unrealistic performance
expectation leads to employee turnover. Employees
intend to leave the organization when the performance
demands are inconsistent with the abilities of the
people doing the work. No matter what the level of
motivation, employees cannot perform tasks for which
they have been inadequately prepared. Based on the
interview conducted by the researchers, reasonable
performance expectation influences employees’
decision to retain their job. Therefore, to be effective
there must be a shared belief between the manager and
the employee that the position performance criteria
define reasonable and achievable expectations. For
each performance indicator the employee will have a
current performance level based on the appraisal
system and clear description of what needs to be done
to perform at the next highest level.
Kossivi et al. (2016) asserted that personnel retention
strategies result to retention of competent and
productive employees. For this reason, various
organizations are implementing strategies to retain
their workforce and encourage job satisfaction toward
work performances. Retention programs focus on the
relationship between management and their workers.
Employees are more inclined to remain with a
company that fulfills the promises made when their
employment offer was extended. They are more likely
to remain employed with their organization when
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employees enjoy what they do and the atmosphere in
which they work. This increases company morale and
give employees a sense of pride in what they do.
Moreover, employee retention practices help support
an organization’s productivity. Recruiting and training
new employees takes time. An unfilled position means
work is not getting done. Taking the necessary steps to
keep current workers satisfied with their roles will
ensure productivity is not interrupted.
According to Cardon and Stevens (2004), managers
can employ motivational theory and reinforcement
tools to motivate employees and increase efficiency.
Motivating employees is a primary responsibility of
management, as motivational management enables
higher outputs and job satisfaction from employees. A
lot of people need a strong sense of involvement with
the business in which they work. They feel that a lack
of information is a disincentive to put their hearts and
mind into their work. Employees like to be a part of
the organization with the opportunity to voice their
opinion and add their ideas. Moreover, most
employees enjoy belonging to a team and participating
in teamwork which ables to create a sense of
obligation to the other members of the team. It
obviously pays to recognize and create teamwork
because of the contribution to staff retention. The
application of these management actions is likely to
encourage employees’ occurrence of desirable
behaviors.
Table 12. Pearson-r Correlation (Personnel Retention
Practices and Employees’ Retention Intention)
Table 12 shows the Pearson r test results between the
personnel retention practices and employees’ retention
intention, the value of r is 0.951 at 0.000 level of
significance, the computation gave a result of 0.951
interpreted as ‘Very Strong Correlation’. The
relationship of variables personnel retention practices
and employees’ retention intention are highly
Janine M. Pinca
statistically significant. Therefore, if one variable
increase, the second variable will also be affected.
Conclusion
Based on the research findings, it came to light that
effective management of human resources will result
in high productivity. An important quality needed to
attain high performance productivity is effort. The
manager’s job is to create the condition and retention
strategies which will increase the chances of
employees choosing to work hard and stay in the
company. The organization should provide employees
with potentially competent retention strategies for
motivating employees to perform quality work while
maintaining a specified level of productivity.
Regardless of their title, these strategies are intended
to ensure fair and equitable management of all people
employed. Therefore, various organizations tend to
apply retention strategies for the purpose of reducing
employee turnover in the workplace.
This research concluded that giving financial rewards,
coaching and mentoring programs, telling clearly what
is expected of employees, personalized voice mails/
messages from management team, fair overtime
practices, employee empowerment and engagement,
listening well and showing interest to employee’s
ideas, and fair employee treatment were noted to have
a significant influence on the retention intentions of
employees. The effects of personnel retention
strategies to employees’ performances were in great
extent. Thus, implementing these retention strategies
may lead to attaining productivity benchmarks,
retaining skilled and productive employees, and
fostering the desired behaviors.
In the future research in a similar field of study, it is
recommended that other researchers should
incorporate different variables to assess the actual
influence of various employee retention practices on
employees' retention intention. It is suggested that
future researchers employ alternative variables and
utilize real data alongside an integrated survey
questionnaire.
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Affiliations and Corresponding Information
Janine M. Pinca
Technological Institute of the Philippines
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