Aguenza, B. B., & Som, A. P. M. (2018). Motivational factors of employee retention and
engagement in organizations. IJAME.
This article mainly addresses the retention and engagement of the employees in the
organizational activities. Retention refers to the physical keeping of the employee as a member
of the organization. Employees' retention and engagement/participation/involvement are one of
the critical fundamentals leading to organizational success. The article depicts that in a
globalized environment, employee involvement and retention is the significant challenge for
organizations, especially during the times of high rate of turnovers. Nevertheless, even in a
situation where employees have engaged in matters the organization, sometimes the employees
get dissatisfied with the organizational performance outcome. As a result, it influences such
employees to look for greener pastures elsewhere.
Based on this claims, this technical article examines motivational factors that are likely to
encourage the retention of the employees in an organization. Additionally, the paper investigates
the effects of these motivational factors on both the employees and the organization. The article
claims that motivational factors are key players in the retention of the organizational employees.
The report has discussed several prospect motivational factors that influence employee retention
and involvement. These factors include financial rewards, employee recognition, organization's
management, and leadership structure, job description/characteristics, work, and life balance
allowance and personal and professional development opportunities.
Retention and involvement of employees in an organization is a critical factor since
employees are the organizational engine that drives development and achievement of the
organizational goals and purpose. Retention and engagement are evident at an early stage of the
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employee recruitment process. Employee retention and involvement is a continuous process
since it influences almost every aspect of the employee-employer relationship. These concepts of
employee engagement and retention critically influence highly productive and effective
After scrutiny of this journal article, I have realized that the primary concern for any
focused organization is a determination to retain and engage its employees. Despite that some
factors are fundamentally influential in the formulation of the employees' decision to quit the
organization, the significance of other influential drivers ought not to be miscalculated in the
process of retention policy formulation. Any organization should relentlessly focus on
provisional strategies that increase the retention and engagement of the employees. For example,
the organization can opt to develop an appealing employee value proposition, structure a reward
program that incorporates beyond employees' compensation, the regular providence of
constructive perspective on employees' performance, implementation of flexible work-life
programs, building an engaging organizational culture and developing management and
leadership structures that are effective.
The information in this article can be used in various organizations. The information can
be employed by most of the business organization such as multinational corporations and
business institutions. Applying the knowledge in this article, both multinational corporations, and
business institutions are supposed to relentlessly focus on provisional strategies that increase the
retention and engagement of the employees. It is always advisable that employers embrace their
employees and treat them with dignity. "Take away my factories, my plants; take away my
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railroads, my ships, my transportation, take away my money; strip me of all of these but leave
me my key employees, and in two or three years, I will have them all again” (Pg. 88).
The journal contains highly valuable information about the approaches of increasing
employee retention and engagement. The study is a revelation of successful business and
organizational management, leadership behavior which is the crucial driver to employee
retention and engagement and innovative/creative environment which in turn affect positively
the relation of the employees work performance. The practical and theoretical implications
which are well presented in this journal are very relevant in the current organizations.