Abstract:
The basic motivation of present study is to empirically investigate the relationship of employee
retention strategies (compensation, training and development, job characteristic, supervisor
support and career development opportunities) on employee career commitment towards the
employee performance in telecom sector of Pakistan and employee career commitment as
mediator of this relationship. A framework is proposed to link the relationship between employee
retention strategies, employee performance and employee career commitment. This investigative
study works to enhance academic knowledge by being part of a very limited collection of studies
available till now that links the concept of retention strategies and employee performance with
employee career commitment as a mediating factor.
The current study has been conducted in the context of telecom sector of Pakistan; This sector is
specifically chosen because the demand for high technology employees, increase in turnover and
the shortage of qualified candidates existed in this sector. Because of this shortage, it has become
vital to retain skilled employees in telecom sector of Pakistan. Primary data is collected through
a structured questionnaire from the sample of 300 respondents which included the higher, middle
and lower managersusing liner and multiple regression and Baron and kenny (1986) model of
mediation in SPSS (20). The present study focused on the inclusion of employee retention
strategies, offering some suggestions to discover potential crises due to absence of retention
strategies and to improve the influence of employee retention strategies on career
commitment of employees towards the employee performance.
The present study finds that employee retention strategies are positively related to employee
performance and employee career commitment. However, job characteristics are not found to
have positive relationship with employee performance or employee career commitment. These
IMPACT OF EMPLOYEE RETENTION STRATEGIES ON EMPLOYEE PERFORMANCE 12
findings of study supports the oriented culture along with job content or design of work and also
proved that supportive culture of an organization is important and employees cannot perform
high with varied skills and freedom without the supportive culture of workplace. This study
developed a model of employee retention for an organization that wants to improve their
employee performance with respect to employee retention and career commitment.
