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Stream/Area:
-
Subject:
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Paper ID:
IJSREM66590
Volume:
10 |
8 |
Aug 2026
Pages:
1-14
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.
MANAGEMENT STUDIES
GEETHANJALI COLLEGE OF ENGINEERING AND TECHNOLOGY HYDERABAD, TELANGANA, INDIA
MANAGEMENT STUDIES
GEETHANJALI COLLEGE OF ENGINEERING AND TECHNOLOGY HYDERABAD, TELANGANA, INDIA
This study examines the relationship between employee engagement and employee retention in an Indian information-technology services setting, using evidence from 100 employees of Quadrant Technologies India Pvt. Ltd., Hyderabad. The paper converts an organization-specific management project into a focused empirical research article and develops a stronger analytical interpretation of the reported survey results. A descriptive research design was used, supported by percentage analysis, weighted-mean analysis, Pearson correlation and a chi-square test of association. The engagement construct was assessed through job satisfaction, communication, managerial recognition, training and development, work-life balance, compensation and benefits, career growth, and employee motivation. Retention was assessed through reasons for staying and intention to continue with the organization. The results indicate a moderate-to-high overall engagement mean of 3.65 on a five-point scale. Employee motivation (3.88) and internal communication (3.82) emerged as the strongest dimensions, while work-life balance (3.45) and career growth opportunities (3.48) were the weakest. Seventy-two per cent of respondents expressed a positive intention to continue, but 28% remained uncertain or negatively inclined, representing a meaningful retention-risk segment. The reported correlation between engagement and retention was strong and positive (r = .78). The contingency table also produced a significant chi-square statistic, χ²(1) = 16.67, p < .001, with Cramer’s V = .41, indicating a practically meaningful association. Employees in the high-engagement group were twice as likely to show high retention as those in the low-engagement group. The paper concludes that retention is influenced not only by compensation but also by growth, recognition, communication, managerial support and work design. A priority-based managerial framework is proposed to convert engagement strengths into sustainable retention outcomes.
KEYWORDS
The study demonstrates that employee engagement is closely connected with retention at Quadrant Technologies India Pvt. Ltd. Employees generally report positive motivation, communication, job satisfaction, recognition and compensation. Nevertheless, career growth and work-life balance remain comparatively weak, and 28% of respondents are uncertain or negatively inclined about continued employment. The statistical evidence indicates that high engagement materially improves retention likelihood. The practical conclusion is that sustainable retention requires more than isolated engagement activities. It requires an integrated employment system in which employees can understand organizational direction, perform meaningful work, receive recognition, manage demands, build relevant skills and see a credible future inside the organization. When these conditions reinforce one another, engagement becomes not merely a positive attitude but a durable source of workforce stability and organizational performance.
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Publication Date
8/6/2026
Peer Review Type
Double-Blind Peer Review
Review Rounds: 2
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The authors declare no conflict of interest related to this research work.
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