International Journal For Multidisciplinary Research

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A Conceptual Paper on Determinants of Employee Retention in Oman Context

Author(s) Sheikha Alkhalil AL-kharusi, Nik Hasnaa Binti Nik Mahmood
Country Oman
Abstract High-quality human resource management increases workplace loyalty and boosts productivity in the public sector to unprecedented levels and encourage employees to keep retaining to the organization. Oman like other countries faces issues in retaining employees. This paper aims to develop a conceptual framework of the determinants of employee retention specific context of Oman. The methodology used for this paper is based on the comprehensive review of the current body of literature on determinants of employees retention in Oman context. The comprehensive literature analysis revealed that human resource practices such as career development, recruitment and selection, and performance appraisal systems are the primary factors that significantly determine employee retention in Oman's public sector. Moreover, based on the thorough literature review it was found the social exchange theory and resource based view the most theory used to discuss this issue. Further exploration of employee retention is needed to better comprehend this concept in other sectors such as tourism, banking and manufacturing industry in Oman. This paper proposes a basis for developing conceptual framework of determinants of employee retention in public sector in Oman context. This paper helps the public sector to become familiar with the determinants that could enhance employee retention in Oman context.
Keywords Keywords: Career Development, Recruitment and Selection, Performance Appraisal System, Employee Competency and Employee Retention
Field Business Administration
Published In Volume 6, Issue 5, September-October 2024
Published On 2024-10-20
Cite This A Conceptual Paper on Determinants of Employee Retention in Oman Context - Sheikha Alkhalil AL-kharusi, Nik Hasnaa Binti Nik Mahmood - IJFMR Volume 6, Issue 5, September-October 2024. DOI 10.36948/ijfmr.2024.v06i05.29036
DOI https://doi.org/10.36948/ijfmr.2024.v06i05.29036
Short DOI https://doi.org/g8np8b
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