The Role of Organizational Culture and Employee Engagement in Reducing Turnover: Evidence from Liugong India Pvt Ltd
1Sonakshi Yadav, 2Dr Pooja Chaturvedi
1Research Scholar, Department of Electronics and Communication Engineering, Rabindranath Tagore University, Bhopal, Madhya Pradesh.
2Research Guide, Department of Electronics and Communication Engineering, Rabindranath Tagore University, Bhopal, Madhya Pradesh.
Mail Id: Sonakshiyadav3010@gmail.com1*
Abstract
Employee turnover remains one of the most persistent challenges in the manufacturing sector, particularly in labor-intensive and skill-dependent environments such as Liugong India Pvt. Ltd. The study investigates how organizational culture and employee engagement influence turnover intention among employees in the Pithampur facility. Using a mixed-methods design, data were collected from 170 employees through a structured questionnaire and analyzed using descriptive statistics, correlation, regression, ANOVA, and reliability testing. The demographic distribution indicates a diverse workforce across age, tenure, and education levels. Reliability analysis shows excellent internal consistency (Cronbach’s Alpha = 0.918), ensuring measurement accuracy. Regression analysis reveals that work environment, resource availability, pay satisfaction, and fairness collectively explain 11.4% of turnover variance (R² = 0.114), while ANOVA confirms the model’s significance (F = 5.327, p = 0.000). Findings indicate that cultural elements such as safety, communication, recognition, and supervisory support shape employee attitudes and commitment. Engagement factors including meaningful work, support, and job satisfaction significantly reduce turnover intention. The study concludes that enhancing organizational culture and engagement practices can substantially improve retention, offering actionable insights for HR managers in manufacturing contexts.
Keywords: Employee turnover, organizational culture, employee engagement, job satisfaction, retention, manufacturing.
