A Study of Employee Engagement, Retention, and Performance in India’s Public Sector Undertakings

Anannya¹ and Sajid Parwez² (Department of Management, Sona Devi University, Ghatsila, Jharkhand¹ and Department of Psychology, Sona Devi University, Jharkhand²)

In the contemporary business environment, characterized by intense globalization and a knowledge-based economy, organizations are locked in a relentless “war for talent”. The ability to attract and, more critically, to retain high-performing individuals has become a prime requisite for achieving and sustaining a competitive advantage. Businesses are increasingly confronting the major issue of retaining their “core employees”-those individuals who are central to the primary functions and success of the organization, possessing invaluable tacit knowledge. While the concept of a “boundary-less job opportunity” has augmented this challenge, prompting organizations to invest in effective talent management practices, a singular, universally applicable strategy for retention remains elusive. Existing literature reveals that different categories of employees possess diverse perceptions and needs, and factors such as age and job title have a varying effect on an employee’s decision to leave an organization. Furthermore, the instrumental factors for retention can vary significantly depending on the nature of the business, the employee’s level, and their specific responsibilities. This complexity highlights that a one-size-fits-all retention strategy is not a viable solution and necessitates a deeper, more nuanced investigation into what truly motivates employees to remain with an organization.