CoChat
Sign Up
Cited by 15Employee Performance and ManagementJob Satisfaction and Organizational BehaviorHuman Resource and Talent Management

Investigating The Impact of Organizational Culture on Employee Retention: Moderating Role of Employee Engagement

Open access
·2023·Journal of System and Management Sciences
DOI 10.33168/jsms.2023.0429
Open this paper in CoChat — free account

Abstract

The purpose of current study is to examine the moderating effect of employee engagement on the relationship between organizational culture (OC) (Shared values, Organizational structure, Communication, Leadership, Teamwork and Adaptability) and employee retention from perspective of all employees within industrial organizations operating in the state of Kuwait.The method employed to reach the main aim was the quantitative methodology, and a survey was distributed on a sample of (371) employees within industrial organizations operating in the state of Kuwait.SPSS was used so as to realize aim through primary data and results indicated the acceptance of the hypotheses arguing that there is a positive relationship between organizational culture and employee retention through the moderating role of employee engagement, it meant that positive organizational culture can make employees more engaged in their work which leads to better retention and more intention to stay in their organization for longer time.Study recommended creating a strong sense of purpose and a set of guiding principles can help employees feel more connected to the organization and its goals, and feel like they are part of something meaningful.Further recommendations were presented in the study.

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.33168/jsms.2023.0429

Cites

1 of 1 references verified0 citation errors · 0 not checkable

Statistics

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

  • Businesses integrating employee welfare into their core strategy are more resilient in economic downturns and industry disruptions.

    “Studies indicate that businesses integrating employee welfare into their core strategy are more resilient in economic downturns and industry disruptions (Almerri, 2023).”

    From Evaluation of the Sustainability of Organizational Welfare and Human Resources to Improving Long-Term Performance (2025) · cites this paper as Almerri, 2023

    The Employee Retention section says that compensation, benefits, and professional development can help retain employees, and the Drivers of Employee Retention section links prioritizing engagement to business outcomes. Neither section establishes that businesses making employee welfare a core strategy are more resilient during economic downturns or industry disruptions. (LLM, conf=0.78)

    Experimental — accuracy not yet measured

  • High employee turnover leads to increased recruitment and training costs, disrupts operational efficiency, and weakens organizational culture.

    “High employee turnover leads to increased recruitment and training costs, disrupts operational efficiency, and weakens organizational culture (Almerri, 2023).”

    From Evaluation of the Sustainability of Organizational Welfare and Human Resources to Improving Long-Term Performance (2025) · cites this paper as Almerri, 2023

    Section 2.2, “Employee Retention” (page unavailable), says recruiting and training replacements can be costly and that high turnover can disrupt the workplace and impede productivity. It does not say that turnover weakens organizational culture; the paper chiefly discusses the reverse relationship, in which culture influences retention. (LLM, conf=0.88)

    Experimental — accuracy not yet measured

  • These findings are consistent with Almerri (2023), who emphasized that an organizational culture prioritizing employee well-being is crucial in enhancing employee retention and reducing turnover rates.

    “These findings are consistent with those of Almerri (2023), who emphasized that an organizational culture prioritizes employee well-being is crucial in enhancing employee retention and reducing turnover rates.”

    From Evaluation of the Sustainability of Organizational Welfare and Human Resources to Improving Long-Term Performance (2025) · cites this paper as Almerri (2023)

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Cites

Flagged first, then by citations

Research works printed but not linked: 53

  1. Alhmoud, A., & Rjoub, H. (2019). Total rewards and employee retention in a Middle Eastern context. SAGE open, 9(2), 2158244019840118.
  2. Al-Rifai, N. & Hashem, T. (2012). The impact of the prevailing organizational culture on the adoption of green marketing in chemical-industry companies in three Arab states in west Asia. E3 Journal of Business Management and Economics, 3(1). 010-025
  3. Aman-Ullah, A., Aziz, A., & Ibrahim, H. (2020). A systematic review of employee retention: what's next in Pakistan? Journal of Contemporary Issues and Thought, 10, 36-45.
  4. Arif, S., Zainudin, H. K., & Hamid, A. (2019). Influence of Leadership, Organizational Culture, Work Motivation, and Job Satisfaction of Performance Principles of Senior High School in Medan City. Budapest International Research and Critics Institute-Journal (BIRCI-Journal), 2(4), 239-254.
  5. Asbari, M., Purwanto, A., Ong, F., Mustikasiwi, A., Maesaroh, S., Mustofa, M., ... & Andriyani, Y. (2020). Impact of hard skills, soft skills and organizational culture: lecturer innovation competencies as mediating. EduPsyCouns: Journal of Education, Psychology and Counseling, 2(1), 101-121.
  6. Biason, R. S. (2020). The effect of job satisfaction on employee retention. International Journal of Economics, Commerce and Management, 8(3), 405-413.
  7. Book, L., Gatling, A., & Kim, J. (2019). The effects of leadership satisfaction on employee engagement, loyalty, and retention in the hospitality industry. Journal of Human Resources in Hospitality & Tourism, 18(3), 368-393.
  8. Byrne, Z. S. (2022). Understanding employee engagement: Theory, research, and practice. Routledge.
  9. Chanana, N. (2021). Employee engagement practices during COVID-19 lockdown. Journal of public affairs, 21(4), e2508.
  10. Dubey, R., Gunasekaran, A., Childe, S. J., Roubaud, D., Wamba, S. F., Giannakis, M., & Foropon, C. (2019). Big data analytics and organizational culture as complements to swift trust and collaborative performance in the humanitarian supply chain. International Journal of Production Economics, 210, 120-136.
  11. Fidyah, D. N., & Setiawati, T. (2020). Influence of organizational culture and employee engagement on employee performance: job satisfaction as intervening variable. Review of Integrative Business and Economics Research, 9(4), 64-81.
  12. Hashem, T. & AlQirem, A. (2019). The Impact of Quality Culture On Competitive Advantage In Financial Services Companies. IJRRAS 38 (1),72-79
  13. Helmreich, R. L., & Merritt, A. C. (2019). Culture at work in aviation and medicine: National, organizational and professional influences. Routledge.
  14. Heslina, H., & Syahruni, A. (2021). The influence of information technology, human resources competency and employee engagement on performance of employees. Golden Ratio of Human Resource Management, 1(1), 01-12.
  15. Hom, P. W., Allen, D. G., & Griffeth, R. W. (2019). Employee retention and turnover: Why employees stay or leave. Routledge.
  16. Homsi, D., N. Hashem, T., & Mohammed Freihat, S. (2020). How can entrepreneurial marketing promote the entrepreneurship culture in an organization: Case of banking sector in Jordan. Innovative Marketing, 16(1), 29-42. https://doi.org/10.21511/im.16(1).2020. · DOI
  17. Isensee, C., Teuteberg, F., Griese, K. M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944.
  18. Joseph, O. O., & Kibera, F. (2019). Organizational culture and performance: Evidence from microfinance institutions in Kenya. SAGE open, 9(1), 2158244019835934.
  19. Kamalaveni, M., Ramesh, S., & Vetrivel, T. (2019). A review of literature on employee retention. International Journal of Innovative Research in Management Studies (IJIRMS), 4(4), 1-10.
  20. Khan, M. A., Ismail, F. B., Hussain, A., & Alghazali, B. (2020). The interplay of leadership styles, innovative work behavior, organizational culture, and organizational citizenship behavior. Sage Open, 10(1), 2158244019898264.
  21. Kim, J., Milliman, J., & Lucas, A. (2020). Effects of CSR on employee retention via identification and quality-of-work-life. International Journal of Contemporary Hospitality Management, 32(3), 1163- 1179.
  22. Kosmajadi, E. (2021). The Impact of Human Resources Development and Organizational Culture on Employee Performance. Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social Sciences, 4(2), 2227-2233.
  23. Kurdi, B., & Alshurideh, M. (2020). Employee retention and organizational performance: Evidence from banking industry. Management Science Letters, 10(16), 3981-3990.
  24. Kwon, K., & Kim, T. (2020). An integrative literature review of employee engagement and innovative behavior: Revisiting the JD-R model. Human Resource Management Review, 30(2), 100704.
  25. Lee, D., & Ng, P. M. (2021). The role of organizational culture, capabilities, and adoption of e- marketing on nonprofits' organizational performance. Journal of Philanthropy and Marketing, 26(2), e1688.
  26. Lee, J. Y., Rocco, T. S., & Shuck, B. (2020). What is a resource: Toward a taxonomy of resources for employee engagement. Human Resource Development Review, 19(1), 5-38.
  27. Lemon, L. L. (2019). The employee experience: How employees make meaning of employee engagement. Journal of Public Relations Research, 31(5-6), 176-199.
  28. Meng, J., & Berger, B. K. (2019). The impact of organizational culture and leadership performance on PR professionals' job satisfaction: Testing the joint mediating effects of engagement and trust. Public Relations Review, 45(1), 64-75.
  29. Meng, J., & Berger, B. K. (2019). The impact of organizational culture and leadership performance on PR professionals' job satisfaction: Testing the joint mediating effects of engagement and trust. Public Relations Review, 45(1), 64-75.
  30. Murtiningsih, R. S. (2020). The Impact of Compensation, Training &Development, and Organizational Culture on Job Satisfaction and employee Retention. Indonesian Management and Accounting Research, 19(1), 33-50.
  31. Narayanan, A., Rajithakumar, S., & Menon, M. (2019). Talent management and employee retention: An integrative research framework. Human Resource Development Review, 18(2), 228-247.
  32. Oyemomi, O., Liu, S., Neaga, I., Chen, H., & Nakpodia, F. (2019). How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach. Journal of Business Research, 94, 313-319.
  33. Paais, M., & Pattiruhu, J. R. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. The Journal of Asian Finance, Economics and Business, 7(8), 577-588.
  34. Pathiranage, Y. L., Jayatilake, L. V., & Abeysekera, R. (2020). A literature review on organizational culture towards corporate performance. International journal of management, accounting and economics, 7(9), 522-544.
  35. Pham THI, T. D., Ngo, A. T., Duong, N. T., & Pham, V. K. (2021). The influence of organizational culture on employees' satisfaction and commitment in SMEs: A case study in Vietnam. The Journal of Asian Finance, Economics and Business, 8(5), 1031-1038.
  36. Prasetyo, I., Aliyyah, N., Rusdiyanto, R., Utari, W., Suprapti, S., Winarko, R., ... & Kalbuana, N. (2021). Effects of organizational communication climate and employee retention toward employee performance. Journal of Legal, Ethical and Regulatory Issues, 24(1), 1-11.
  37. Riyanto, S., Endri, E., & Herlisha, N. (2021). Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement. Problems and Perspectives in Management, 19(3), 162.
  38. Roscoe, S., Subramanian, N., Jabbour, C. J., & Chong, T. (2019). Green human resource management and the enablers of green organisational culture: Enhancing a firm's environmental performance for sustainable development. Business Strategy and the Environment, 28(5), 737-749.
  39. Sahni, J. (2019). Role of quality of work life in determining employee engagement and organizational commitment in telecom industry. International Journal for Quality Research, 13(2), 285.
  40. Saks, A. M. (2019). Antecedents and consequences of employee engagement revisited. Journal of Organizational Effectiveness: People and Performance, 6(1), 19-38.
  41. Saks, A. M. (2022). Caring human resources management and employee engagement. Human Resource Management Review, 32(3), 100835.
  42. Samanta, A. K. (2021). Organizational culture and employee engagement: A review of selected studies. Asian Journal of Management, 12(2), 201-204.
  43. Sapta, I., Muafi, M., & Setini, N. M. (2021). The role of technology, organizational culture, and job satisfaction in improving employee performance during the Covid-19 pandemic. The Journal of Asian Finance, Economics and Business, 8(1), 495-505.
  44. Shrotryia, V. K., & Dhanda, U. (2019). Content validity of assessment instrument for employee engagement. Sage Open, 9(1), 2158244018821751.
  45. Silva, M. R. A., de Amorim Carvalho, J. C., & Dias, A. L. (2019). Determinants of employee retention: A study of reality in Brazil. In Strategy and superior performance of micro and small businesses in volatile economies (pp. 44-56). IGI Global.
  46. Singh, D. (2019). A literature review on employee retention with focus on recent trends. International Journal of Scientific Research in Science and Technology, 6(1), 425-431.
  47. Soomro, B. A., & Shah, N. (2019). Determining the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee's performance. South Asian Journal of Business Studies.
  48. Spicer, A. (2020). Organizational culture and COVID-19. Journal of Management Studies, 57(8), 1737- 1740.
  49. Sun, L., & Bunchapattanasakda, C. (2019). Employee engagement: A literature review. International Journal of Human Resource Studies, 9(1), 63-80.
  50. Sunarsi, D. (2019). The analysis of the work environmental and organizational cultural impact on the performance and implication of the work satisfaction. Jurnal Ilmiah Ilmu Administrasi Publik: Jurnal Pemikiran dan Penelitian Administrasi Publik, 9(2), 237-246.
  51. Turner, P., & Turner, P. (2020). What Is Employee Engagement? (pp. 27-56). Springer International Publishing.
  52. Wang, C.-H. (2019). How organizational green culture influences green performance and competitive advantage. Journal of Manufacturing Technology Management, 30(4), 666-683. https://doi.org/10.1108/jmtm-09-2018-0314 · DOI
  53. Elsafty, A., & Oraby, M. (2022). The Impact of Training on Employee Retention: An Empirical Research on the Private Sector in Egypt. International Journal of Business and Management, 17(5), 58- 74.

Cited by

Sorted by citations

Venue
Journal of System and Management Sciences
Publisher
Hong Kong Success Culture Press
Published
2023-08-02
Volume
14
Issue
4
ISSN
  • 1816-6075 (ISSN-L)
  • 1818-0523
DOI
10.33168/jsms.2023.0429
OpenAlex
W4387424976
Cited by
15
References
1
Citations by year
2026: 1 · 2025: 3 · 2024: 10 · 2023: 1
FWCI
14.87
Type
journal article
Language
en
Open access
Locations
Journal of System and Management Sciences (publishedVersion)
Topics
  • Social Sciences › Human Factors and Ergonomics › Employee Performance and Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
Keywords
organizational culture, employee retention, employee engagement, moderating effect, shared values, organizational structure, leadership, teamwork, organizational adaptability, industrial organization, Kuwait

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review