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This study explores the effect of local budget retention rate changes (RER) on total factor productivity (TFP) and its components in Vietnam.

The study employs a two-system generalized method of moments (GMM) estimator and data from 2012 to 2019 across all 63 provinces/cities of Vietnam.

The study finds that local budget retention rates significantly influence public investment, affecting scale and allocation efficiency. The reallocation of budgets between regions and from the central government to local levels incurs certain costs, often resulting in economically robust provinces experiencing reductions in their retention rates.

Recognizing the challenges of immediate structural budget changes due to cultural and historical factors, the study suggests a more gradual policy approach. It emphasizes the importance of policy predictability, as abrupt reductions in the retention rate lead to higher costs than gradual reductions, thus implementing budget policies with a clearer timeline. This study provides insight into local budget allocation regimes and their impact on productivity in transitioning countries.

First, the study provides fresh evidence of the impact of retention rate changes on TFP and its components in Vietnam. Second, the study provides insights into the mechanisms of the nexus of increased budget spending, capital efficiency and, most importantly, attaining improvement in education. We also offer further insights into inefficient budget allocation agents in Vietnam, especially in large cities, which should alert scholars to explore this topic further in the future.

This paper analyzes the impact of the perceived ability motivation opportunity (AMO) framework on talent retention via employee engagement, which act as a mediator. Moreover, the study also explores the moderating role of transformational leadership between employee engagement and talent retention.

The survey responses were gathered from 360 frontline employees of five-star hotels in the Indian hospitality industry. Structural equation modeling using SMART PLS-4 was used to test the measurement model, construct reliability and validity, and hypotheses were tested using partial-least square structural equation modeling.

The study results demonstrate that AMO-enhancing HR practices positively affect talent retention. Concerning the indirect effects, results indicate that employee engagement partially mediates the relationship between the perceived AMO framework and talent retention. The moderating effect of transformational leadership on the relationship between employee engagement and talent retention showed a significant interaction effect.

The study results suggest that hospitality organizations must focus on effectively designing and implementing HRM bundles catering to their employees’ abilities, motivation and desired opportunities. Also, industrial practitioners must focus on nurturing the transformational leadership style to ensure higher employee engagement and talent retention.

The paper offers significant implications for the hospitality industry struggling to retain talented professionals. Also, the study provides a comprehensive framework that suggests a positive influence of the AMO framework on talent retention among hospitality employees in the context of developing countries, in which there is minimal empirical research.

Nurse turnover is perceived to be a major challenge for health-care administrators. The turnover is because of various factors like poor working conditions, low salaries, poor work–life balance and international opportunities. The purpose of conducting a bibliometric analysis on “Nurses’ Talent Retention” is to comprehensively analyze the trends, patterns and research contributions related to this area. By synthesizing and analyzing the existing literature, this study aims to identify key areas for nurse retention, thereby providing a foundation for further research, practical interventions and policy implications.

This research investigates talent retention practices in nursing from 1989 to 2023 by analyzing 427 documents from 213 sources sourced through Elsevier Scopus. Using the PRISMA framework, the study uses bibliometric analysis using the R studio’s biblometrix package. Key findings reveal a growing scholarly interest with an annual growth rate of 11.46%, an average document age of 7.93 years and an average citation rate of 43.26. Notably, international collaboration represents 17.56% of co-authorships, indicating the global relevance of the research. The study addresses three main research questions, including factors contributing to nurse retention in the Indian context, and implications for nurse well-being and turnover rates across different health-care contexts and countries.

The bibliometric analysis of nurse retention highlights several key findings. Magnet hospitals, accredited by the ANCC, demonstrate superior work environments, staffing levels and nurse outcomes, emphasizing the significance of nursing leadership and professionalism. The factors such as resilience, influenced by perceived competence, collaboration and coping strategies, highlight the importance of addressing psychological well-being in retention efforts. Transformational leadership and supportive work environments are associated with increased intentions for nurses to remain in their roles, suggesting the need for organizational practices fostering positive workplace cultures. Diversity management initiatives promoting inclusivity correlate with positive organizational outcomes, indicating the potential for diverse and inclusive workplaces to enhance nurse retention.

These findings provide substantial implications for health-care organizations and policymakers. Investing in nursing leadership and nurturing supportive work environments can enhance nurse satisfaction and retention. Implementing diversity management in recruitment practices can create inclusive workplaces, positively impacting nurse retention and organizational outcomes. Mandating staffing ratios may also improve nurse retention and patient care quality. Understanding the economic and organizational costs associated with nurse turnover emphasizes the need for effective retention strategies and healthy work environments.

This study contributes to the understanding of nurse retention dynamics by synthesizing findings from the literature. By highlighting the importance of nursing leadership, resilience and diversity management, it provides valuable insights for future research and practice in the field. The study also emphasizes the economic and organizational costs of nurse turnover, enhancing the urgency of implementing effective retention strategies.

An effective firm strategy is key to sustained financial performance, while interactions between strategy, employee retention and top talent retention have been seldom explored. We test hypotheses using New Zealand SMEs which are defined as having up to 250 employees. We initially explore firm strategy using Porters competitive advantage model predicting employee retention (including top talent), with study 1 (n = 208) using firm size as a moderator, finding a direct significant relationship from firm strategy toward employee retention. Next, we explore firm strategy predicting firm performance with employee retention mediating and include firm size as a moderator, testing a moderated mediation model in study 2 (n = 474) and study 3 (n = 300, with time-lagged performance).

There are no open databases holding NZ firms’ performance data and thus data was sourced from a Qualtrics survey panel. Such panels have become more common (e.g. Haar et al., 2021a, b) and a recent meta-analysis by Walter et al. (2019) showed that this type of panel data was no different from data sourced through conventional means (i.e. mail survey). We focused on NZ private sector SMEs using senior managers across a range of industries and geographic locations. Because the influence of firm strategy on employee retention remains unknown in the literature, we conducted study 1 (n = 208) to test the initial part of our overall model. Study 2 (n = 474) and study 3 (n = 300) tested the full model (with organizational performance), with study 3 having organizational performance time-lagged by one month.

All direct effect hypotheses are supported, although firm size interacted significantly with firm strategy showing smaller not larger-sized firms leverage firm strategy to achieve superior retention benefits. This was against hypothesis 5a in all three studies. Studies 2 and 3 supported the moderated mediation hypothesis, with firms of larger size having a stronger indirect effect from firm strategy on firm performance while employee retention mediated the influence of firm strategy on firm performance. Finally, dominance analysis found that a quality differentiation strategy was the key strategy across all studies and outcomes. We discuss the implications for organizations.

The first managerial implication from the study is that small and medium sized firms would benefit both from developing a deeper understanding of the strategic alternatives open to them and placing a greater emphasis on the implementation of their selected strategic approach. A second managerial implication relates to findings indicating that retention generally, and top talent retention specifically, is positively related to firm strategy and firm performance. Given the importance and challenges of staff retention, particularly in the current environment where there are significant skill shortages, these results suggest that small and medium sized business would benefit from considering how strategy can create an organizational environment that is attractive to employees and support stronger retention outcomes as a mechanism for driving both retention and performance.

The study makes three major contributions. First, it examines firm strategy and extends the focus on firm performance by including not only employee retention but also top talent retention, responding in part to the call to develop and refine performance measures (Lieberman, 2021). Second, beyond using retention as a mediator, firm size is included as a moderator and a moderated mediation model is ultimately tested. Third, we conduct dominance analysis to identify the key firm strategy that influences firm performance and retention. Ultimately, this paper asks: what is the role of firm strategy on New Zealand SME performance, and what influence does retention and relative firm-size play.

This study examines the impact of physical environmental factors on customer retention in fast-food restaurants/cafeterias. Furthermore, this study examines the mediating effect of customers’ positive emotions on this relationship.

In this study, the stimulus-organism-response model developed by Mehrabian and Russell (1974) is applied within the context of the fast-food restaurant/cafeteria industry. Data were collected from a sample of 250 consumers who have patronized establishments within this industry. The assessment model entailed employing the Partial Least Squares Structural Equation Modeling (PLS-SEM) approach, which involved a two-stage procedure: measurement model and structural model evaluation.

The study’s results underscore the key role of customer positive emotions in influencing customer retention. Notably, physical environmental factors, encompassing elements like table setting, layout, and service staff, emerge as significant determinants in shaping these positive emotions. Furthermore, the findings indicate that these physical environmental factors exert a direct influence on customer retention, with customer positive emotions acting as mediator role in the relationship between these factors and retention.

This study is the first to use physical environment, customer emotions and customer retention variables together in the fast food restaurant/cafeteria industry.

This research study investigates the relationship between management practices and young employee retention in the hospitality and tourism industry in Lebanon. Besides, it examines the moderating role of the workplace context in the relationship between management practices and employment retention in the industry.

Non-probability purposive sampling method was used to collect 421 questionnaires through a survey of young employees. Exploratory factor analysis (EFA) and Cronbach's alpha test are conducted to test the construct validity, reliability, and internal consistency of collected data. Descriptive statistics are used to interpret the data. Zero-order correlations, multiple regression analysis and Fisher's Z-test are applied to assess the interrelations of the various groups of variables and the determinants of young employee retention.

The findings show that management practices tested in this study have significant relationships with young employee retention in the hospitality and tourism industry in Lebanon. Further, the findings reveal that the workplace context moderates the relationship between three management practices (participation in decision-making, training, and performance recognition) and young employee retention.

The findings suggest that managers in hospitality and tourism businesses must improve their management practices and promote a positive workplace context to retain young employees.

Finally, this study is the only one that tests the moderating role of the workplace context in the relationship between five selected management practices (participation in decision-making, training, performance recognition, remuneration and job continuity) and young employee retention. Previous studies used fewer variables.

This study aims to explore the holistic context of organisational staff retention in small, medium and large organisations. It also aims to identify the factors affecting the retention of organisations of different sizes.

The study implements an empirical test of a model created during previous research with the participation of 511 employees. The responses to the online questionnaire and the modelling were analysed using the partial least squares structural equation modelling method. The models were tested for internal consistency reliability, convergent and discriminant validity, multicollinearity and model fit.

Two models were tested by organisation size, which revealed a total of 62 significant correlations between the latent variables tested. Identical correlations were present in both models in 22 cases. After testing the hypotheses, critical variables (nature of work, normative commitment, benefits, co-workers and organisational commitment) were identified that determine employees’ organisational commitment and intention to leave, regardless of the size of the organisation.

As a result of this research, the models developed are suitable for identifying differences in organisational staffing levels, but there is as yet no empirical evidence on the use of the scales for homogeneous groups of employees.

The results show that employees’ normative commitment and organisational commitment are critical factors for retention. Of the satisfaction factors examined, the nature of work, benefits and co-workers have a significant impact on retention in organisations, so organisational retention measures should focus on improving satisfaction regarding these factors.

The readers of the journal would appreciate the work, which highlights the significance of employee psychology and retention for organisational success.

The study is based on primary data and, to the best of the authors’ knowledge, is one of the few studies that take a holistic approach to organisational staff retention in the context of the moderating effect of organisational size. This study contributes to a comprehensive understanding of the phenomenon of employee retention and in contrast to previous research, examines the combined effect of several factors.

This study explores the mediating effects of relationship marketing orientation (RMO) and service quality orientation (SQO) on market orientation, selling orientation, and policyholder retention in non-life insurance services. Additionally, it offers important recommendations for non-life insurers in Taiwan for policy development and improving policyholder retention.

Data were collected from a sample of policyholders belonging to the top five non-life insurance companies in Taiwan. The data were then analyzed with structural equation modeling.

RMO and SQO mediate the effects of the salesperson’s market orientation on policyholder retention. Thus, RMO and SQO are key factors influencing policyholder retention. Consequently, high levels of market orientation should be maintained to increase RMO and SQO, strengthening the retention rate of non-life insurance policyholders.

The main limitation of this study is its cross-sectional nature. In the future, researchers should collect data from other countries and service industries (e.g. banks, securities, and other financial institutions), expand to different insurance contexts (e.g. life insurance), and conduct longitudinal studies or experimental research.

The results of this study can act as a guide for providers of non-life insurance services. Based on the research results, we recommend decision-makers pay increased attention to increasing policyholder retention rates by strengthening their firm’s RMO and SQO.

Few studies have investigated the relationships among market orientation, selling orientation, RMO, SQO, and policyholder retention in non-life insurance services within Asian contexts in general and specifically in Taiwan. Thus, this study’s theoretical contributions, managerial implications (especially for decision-makers), and the proposed future research directions represent timely and valuable additions to the literature.

Literature and research are emerging in an effort to contribute to strategy development and implementation to address these challenges. Currently, there is no readily identified study that combines examination of both academic and grey (i.e. media, government, and non-government reports) literature in a recent time frame (2019–2023) focused specifically on identification of the factors that influence attrition and retention rates; or detailed studies that have evaluated the implementation of strategies to address these challenges within the law enforcement and policing employment field. The study presented in this article seeks to add to the body of knowledge informed by recent (2019–2023) literature and in parallel offer insight into the critical areas of influence to be considered by police and law enforcement decision-makers.

The study utilised the PRISMA-P concept for systematic reviews as a general guide for identifying appropriate literature which revealed a total of 37 academic peer-reviewed articles and 21 grey literature documents contributing to identification of five overarching areas influencing attrition and retention.

The study identified the following factors contributing to attrition and retention: Job satisfaction and organisational factors; Supervision; Work-life balance; Recruitment, Training and Officer expectations; Financial compensation and job alternatives. There are differences in factors between this study and previous studies, i.e. recruitment strategies related to officer expectations was identified as a contributing factor. These additional factors offer a further contribution to future policy and strategy deliberations and implementations to address the workforce levels within police agencies.

Future research endeavours may include examining the outcomes of strategic endeavours addressing the five core influencing factors for retention of law enforcement and police officers.

The identification of these five factors drawn from the literature review offers potential direction/areas of concentration for law enforcement and policing agencies to direct their efforts in addressing retention and attrition of staff.

Currently, there is no readily identified study that (a) combines examination of both academic and grey (i.e. media, government and non-government reports) literature in a recent time frame (2019–2023) focused specifically on identification of the factors that influence attrition and retention rates; or detailed studies for addressing these challenges within the law enforcement and policing employment field. The study presented in this article seeks to address this gap in the literature and in parallel offer insight into the critical areas of influence to be considered by police and law enforcement decision-makers.

This research is designed to explore the relationship between social media addiction, student engagement and student retention. Social media addiction is dealt with as an independent variable student engagement acts as a mediating variable and student retention as a dependent variable.

This is a cross-sectional and quantitative research. Primary data are collected from 600 respondents (university students) with the help of a structured questionnaire. Multistage sampling techniques, i.e. simple random sampling and judgment sampling, are used for the selection of respondents.

Results indicate that for direct relationships, social media addiction has a significant positive impact on student engagement and student retention, respectively, while student engagement is partially mediating the relationship between social media addiction with student retention.

In the future, these kinds of research may also be conducted on students of different universities in Pakistan, which are located in other cities of Pakistan besides Lahore. This research provides a practical framework for the higher authorities of the universities of Pakistan and explains how the use of media positively fosters the levels of student retention directly and indirectly through the path of student engagement. It is commonly believed that media addiction is bad but the result of this research indicates that anything is not dangerous but depends upon its use, media addiction itself is not bad but if someone uses this for a good purpose in limitation then it has better outcomes. The result indicates that the media addiction of students has a positive impact on student retention. This means that if someone uses media for a positive purpose then he/she will use it as a supporting tool for success. Longitudinal research on these variables will also help to check the status after a specific interval of time.

The current study will help the practitioners or policymakers (Managers) of higher education institutions by providing practical insights into the positive use of media by students for increasing their knowledge and grades. This research can also help practitioners or policymakers to focus their students on the positive use of social media for fostering the levels of student retention.

To the best of the researcher’s knowledge, no previous study has been done to incorporate social media addiction and student engagement in a single model in the Pakistani cultural context. Similarly, the relationship of variables social media addiction with student engagement is rarely checked empirically because the research of Wang et al. (2011) proposed that social media addiction has a relationship with student engagement so that is why this is the rationale of the research is to check this empirically. Moreover, this study is an initial effort to check the mediating effect of student engagement in the relationship between social media addiction and student retention. This research is also proposing the framework of social media addiction, student engagement and student retention based on the social exchange theory (SET).