Table 1 Key factors affecting employee retention.
From: Examination of HRM practices in relation to the retention of Chinese Gen Z employees
No | Factor | Sources | Mean |
|---|---|---|---|
1. | Job satisfaction | 3.46 | |
2. | Transformational leadership | 3.49 | |
3. | Supportive work environment | 4.38 | |
4. | Career Advancement | 3.54 | |
5. | Work-life balance | (Deery and Jago 2015; Aguenza and Som 2018; Lee et al. 2022) | 3.49 |
6. | Intrinsic motivation | 3.57 | |
7. | Supervisor support | (Halim et al. 2020) | 3.67 |
8. | Pay | (Ghosh et al. 2013; Aguenza and Som 2018; Halim et al. 2020; Acheampong 2021) | 4.22 |
9. | Job empowerment | 3.51 | |
10. | Talent management | (Deery and Jago 2015) | 3.54 |
11. | Role clarity | (Hassan 2013) | 4.11 |
12. | Supportive organizational culture | (Moreno et al. 2022) | 3.63 |
13. | Flexible work arrangement | (Stirpe and Zárraga-Oberty 2017) | 3.59 |
14. | Autonomy | 3.63 | |
15. | Meaningful work | (Farrell and Phungsoonthorn 2020; Pichler et al. 2021; Popaitoon 2022) | 3.54 |
16. | Job promotion | (Woodall et al. 2017) | 3.56 |
17. | Employee commitment | (Ghosh et al. 2013; Perreira et al. 2018; Frye et al. 2020; Halim et al. 2020) | 3.32 |
18. | Manger’s leadership style | 3.62 | |
19. | Organizational trust | 3.37 | |
20. | Training and development | (Ghosh et al. 2013; Aguenza and Som 2018; Bibi et al. 2018; Acheampong 2021; Xuecheng et al. 2022) | 4.29 |
21. | Job enrichment | 3.49 | |
22. | Excellent leader performance | (Moreno et al. 2022) | 3.36 |
23. | Work engagement | 3.31 |
