Abstract

Employee engagement and retention are critical priorities for organizations seeking to maintain a competitive advantage in an increasingly dynamic and talent-driven marketplace. This meta-analytical review synthesizes empirical findings from over two decades of research to identify and evaluate the key factors that influence employee engagement and their subsequent impact on retention outcomes. Drawing from a comprehensive analysis of peer-reviewed studies conducted between 2000 and 2024, the review categorizes influencing factors into six primary domains: organizational culture, job characteristics, compensation and benefits, work environment, managerial support, and employee psychological attributes. This applies established theoretical frameworks—including the Job Demands-Resources (JD-R) model, Social Exchange Theory, and Herzberg’s Two-Factor Theory—to interpret how structural and psychological workplace elements interact to influence engagement and turnover intentions. Quantitative synthesis reveals that transformational leadership, job autonomy, perceived organizational support, and recognition programs consistently demonstrate strong positive correlations with engagement and retention. Moreover, mediating variables such as job satisfaction and organizational commitment significantly enhance the predictive power of engagement in retention models, while moderating factors such as age, industry, and cultural context shape the strength of these relationships. The review also highlights the emergence of flexible work arrangements, inclusion practices, and employee voice mechanisms as increasingly important in the post-pandemic context. Practical implications suggest that engagement-enhancing strategies must be embedded in organizational design, leadership development, and employee experience initiatives to be effective in reducing voluntary turnover. Finally, the study identifies research gaps in longitudinal assessments and digital engagement technologies, recommending further exploration of AI-enabled HR tools and generational workforce differences. This review offers both scholars and practitioners an integrated evidence base to inform strategic talent management policies and reinforces the centrality of engagement in driving sustainable retention outcomes.