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Stream/Area:
-
Subject:
-
Paper ID:
IJSREM67236
Volume:
10 |
9 |
Sep 2026
Pages:
1-12
Publication Frequency:
Monthly (12 issues per year)
License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.
Department of Management Studies,
Visvesvaraya Technological University-Belagavi, Centre for Post-Graduation Studies, Muddenahalli, Chikkaballapur, India
Department of Management Studies,
Visvesvaraya Technological University-Belagavi, Centre for Post-Graduation Studies, Muddenahalli, Chikkaballapur, India
Employee attrition in apparel manufacturing carries costs that extend well beyond recruitment expenditures. This study examines the organisational and HR-related determinants of employee retention at Silver Spark Apparel Ltd., Hosakote, Karnataka a subsidiary of the Raymond Group and a significant manufacturer of men’s formal garments. Using a descriptive research design, primary data were collected from 150 employees through a structured questionnaire (5-point Likert scale) with simple random sampling, supplemented by secondary data from company HR reports and peer-reviewed sources. Statistical analysis, conducted in SPSS v26.0, included percentage analysis, mean score analysis, correlation, and multiple regression. Career development opportunities (Mean = 4.10), leadership support (Mean = 4.15), compensation (Mean = 4.20), and organisational culture (Mean = 4.05) emerged as the strongest predictors of retention intent. Work-life balance (Mean = 3.85) scored lower, indicating a priority area for intervention. The regression model explained 71.4% of variance in retention intent (R² = 0.714, F = 57.28, p < 0.001). The findings support a multi-dimensional HR strategy integrating competitive compensation, structured career pathways, supportive leadership, and inclusive culture to reduce attrition and sustain workforce stability in labour-intensive manufacturing environments.
KEYWORDS
Employee retention in apparel manufacturing is a multi-dimensional phenomenon driven by interconnected organisational factors rather than any single variable. This study examined the determinants of retention at Silver Spark Apparel Ltd., Hosakote, through an empirical investigation of 150 employees using multiple regression analysis and a conceptual framework grounded in established HR theory. Career development opportunities, organisational culture, compensation, and leadership support emerged as the primary predictors of retention intent, collectively explaining 71.4% of variance. Work-life balance, while currently moderate in impact, represents the most significant opportunity for improvement particularly as workforce expectations around flexibility evolve in the post-pandemic employment landscape. All five alternative hypotheses were supported, establishing statistically significant positive relationships between each examined HR factor and employee retention. These findings have direct practical implications for HR strategy, workforce planning, and leadership development. Silver Spark Apparel Ltd. is well-positioned to translate these insights into meaningful HR reforms. The organisation’s established brand, stable ownership structure, and operational scale provide a strong foundation for investing in employee development, recognition, and wellbeing programmes that will yield measurable retention improvements over the medium to long term. By adopting a data-driven, multi-dimensional approach to retention rather than relying on compensation alone the organisation can build a more engaged, stable, and high-performing workforce capable of sustaining its competitive advantage in the global apparel market. Future research should extend this framework through longitudinal designs, qualitative follow-up studies exploring the lived experiences of employees at risk of exit, and multi-site comparative studies across Indian garment manufacturing hubs to identify sector-wide retention patterns and best practices.
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Publication Date
9/13/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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