The Antecedents Affecting Employee Retention at Shopping Malls: An Analysis of Compensation and Benefits, Training and Development, Working Environment, Reward and Recognition

Wan Aliyah Wan Abd Aziz and Nor Lela Ahmad

Information Management and Business Review, 2025, vol. 17, issue 3, 120-138

Abstract: Employee retention is a crucial factor for organizations seeking long-term competitiveness. This paper examines how compensation and benefits, training and development, working environment, and reward and recognition influence employee retention. The objective is to explore the relationship between these independent variables and retention, offering insights into effective human resource management (HRM) practices. Reliability analysis, descriptive analysis, correlational analysis, and regression analysis are applied to measure the strength and direction of these relationships. Questionnaires were distributed to employees working in selected shopping malls in Klang Valley using a quantitative approach with a convenience sampling technique. Data were analyzed through multiple regression using SPSS version 29. Maslow’s Hierarchy of Needs and Alderfer’s ERG Theory provide the theoretical foundation for understanding retention drivers. The findings indicate that the working environment is the most influential factor, followed by compensation and benefits, and training and development. However, reward and recognition show no significant effect on retention. This study contributes to existing literature by addressing the Malaysian context and offering practical implications for HRM practitioners. It highlights the importance of strategic HRM practices in designing effective retention programs tailored to employees’ needs. By focusing on the working environment alongside fair compensation and development opportunities, organizations can foster higher satisfaction and reduce turnover. Ultimately, the study suggests actionable approaches for organizations to create sustainable HR strategies that balance employee well-being with organizational growth.

Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:rnd:arimbr:v:17:y:2025:i:3:p:120-138

DOI: 10.22610/imbr.v17i3(I).4698

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