The 5C Model of Employee Retention: Aligning Organizational Practices with Evolving Workforce Expectations
DOI:
https://doi.org/10.31305/rrjiks.2024.v1.n2.007Keywords:
Employee Retention, 5C Framework, Commitment, Compensation, Career Growth, Organizational CultureAbstract
In an era of increasing workforce mobility and evolving employee expectations, organizations across sectors face mounting challenges in retaining skilled talent. Traditional retention models often emphasize isolated factors or lack practical applicability, prompting the need for a more integrated and actionable framework. This conceptual paper introduces the 5C Framework for Employee Retention, a holistic model that consolidates five interrelated dimensions—Commitment, Compensation, Career Growth, Culture, and Communication—as core components influencing an employee's decision to stay with an organization. Grounded in behavioural and organizational theory, the framework simplifies complex retention dynamics into manageable, interconnected elements that reflect both individual motivators and systemic enablers. The paper explores the interrelationships among the 5Cs, highlighting their synergistic effects on employee satisfaction, engagement, and organizational loyalty, while also addressing potential conflicts and the importance of strategic balance. Practical implications for HR managers and organizational leaders are discussed, including the design of retention strategies aligned with the 5Cs, integration into HR policies, and customization across diverse industries and cultural contexts. Actionable strategies are proposed for each component, supported by a call for continuous improvement and adaptive leadership. The study concludes that the 5C Framework offers a comprehensive, adaptable, and results-driven approach to employee retention. It empowers organizations to align human resource practices with workforce expectations, thereby enhancing stability, performance, and long-term success.
References
Choudhary, S. and Joshi, R. (2024), "Unveiling the power of employer branding: enhancing talent retention through organizational advocacy", Asia-Pacific Journal of Business Administration, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/APJBA-04-2024-0225 DOI: https://doi.org/10.1108/APJBA-04-2024-0225
Cropanzano, R., & Mitchell, M. S. (2005). Social Exchange Theory: An Interdisciplinary Review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602 DOI: https://doi.org/10.1177/0149206305279602
Deshmukh, S., Joshi, A., Shinde, S., & Sharma, M. (2023). Role of HR in Talent Acquisition and Recruitment: Best Practices for Hiring Top Talent. European Economic Letters. https://doi.org/10.52783/eel.v13i5.909 DOI: https://doi.org/10.52783/eel.v13i5.909
Durai D., S., Rudhramoorthy, K. and Sarkar, S. (2019), "HR metrics and workforce analytics: it is a journey, not a destination", Human Resource Management International Digest, Vol. 27 No. 1, pp. 4-6. https://doi.org/10.1108/HRMID-08-2018-0167 DOI: https://doi.org/10.1108/HRMID-08-2018-0167
Egan, T. M., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human Resource Development Quarterly, 15(3), 279–301. https://doi.org/10.1002/hrdq.1097 DOI: https://doi.org/10.1002/hrdq.1104
Govaerts, N., Kyndt, E., Dochy, F., & Baert, H. (2011). Influence of learning and working climate on the retention of talented employees. Journal of Workplace Learning, 23(1), 35–55. https://doi.org/10.1108/13665621111097245 DOI: https://doi.org/10.1108/13665621111097245
Hausknecht, J. P., Rodda, J., & Howard, M. J. (2009). Targeted Employee Retention: Performance-Based and Job-Related Differences in Reported Reasons for Staying. Human Resource Management, 48(2), 269–288. https://doi.org/10.1002/hrm.20279 DOI: https://doi.org/10.1002/hrm.20279
Hattangadi, V., & Shinde, S. (2025). The interplay of energy and ego: understanding human development through chakras and Erikson’s theory. IOSR Journal of Business and Management, Volume 27(Issue 2), Ser. 6. https://doi.org/10.9790/487X-2702062229
Jayathilake, H.D., Daud, D., Eaw, H.C. and Annuar, N. (2021), "Employee development and retention of Generation-Z employees in the post-COVID-19 workplace: a conceptual framework", Benchmarking: An International Journal, Vol. 28 No. 7, pp. 2343-2364. https://doi.org/10.1108/BIJ-06-2020-0311 DOI: https://doi.org/10.1108/BIJ-06-2020-0311
Kundu, S.C., Mor, A. and Gahlawat, N. (2021), "Strategic human resource management and employees' intention to leave: testing the moderated mediation", International Journal of Productivity and Performance Management, Vol. 70 No. 4, pp. 834-858. https://doi.org/10.1108/IJPPM-04-2019-0161 DOI: https://doi.org/10.1108/IJPPM-04-2019-0161
Marinakou, E. and Giousmpasoglou, C. (2019), "Talent management and retention strategies in luxury hotels: evidence from four countries", International Journal of Contemporary Hospitality Management, Vol. 31 No. 10, pp. 3855-3878. https://doi.org/10.1108/IJCHM-10-2018-0862 DOI: https://doi.org/10.1108/IJCHM-10-2018-0862
Mishra, R. K., Sarkar, S., & Kiranmai, J. (2014). Green HRM: innovative approach in Indian public enterprises. World Review of Science, Technology and Sustainable Development, 11(1), 26-42. https://doi.org/10.1504/WRSTSD.2014.062374
Mishra, R. K., Sarkar, S., & Kiranmai, J. (2014). Green HRM: innovative approach in Indian public enterprises. World Review of Science, Technology and Sustainable Development, 11(1), 26-42. DOI: https://doi.org/10.1504/WRSTSD.2014.062374
Naim, M.F. and Lenka, U. (2018), "Development and retention of Generation Y employees: a conceptual framework", Employee Relations, Vol. 40 No. 2, pp. 433-455. https://doi.org/10.1108/ER-09-2016-0172 DOI: https://doi.org/10.1108/ER-09-2016-0172
Naim, M.F. and Lenkla, U. (2016), "Knowledge sharing as an intervention for Gen Y employees’ intention to stay", Industrial and Commercial Training, Vol. 48 No. 3, pp. 142-148. https://doi.org/10.1108/ICT-01-2015-0011 DOI: https://doi.org/10.1108/ICT-01-2015-0011
Ng, T. W. H., & Feldman, D. C. (2010). The relationships of age with job attitudes: A meta-analysis. Personnel Psychology, 63(3), 677–718. https://doi.org/10.1111/j.1744-6570.2010.01185.x DOI: https://doi.org/10.1111/j.1744-6570.2010.01184.x
Pandita, D. and Ray, S. (2018), "Talent management and employee engagement – a meta-analysis of their impact on talent retention", Industrial and Commercial Training, Vol. 50 No. 4, pp. 185-199. https://doi.org/10.1108/ICT-09-2017-0073 DOI: https://doi.org/10.1108/ICT-09-2017-0073
Rousseau, D. M. (1989). Psychological and Implied Contracts in Organizations. Employee Responsibilities and Rights Journal, 2(2), 121–139. https://doi.org/10.1007/BF01384942 DOI: https://doi.org/10.1007/BF01384942
Sandeepanie, M.H.R., Gamage, P., Perera, G.D.N. and Sajeewani, T.L. (2024), "Towards the conceptualization and the operationalization of the construct of talent management", Management Research Review, Vol. 47 No. 7, pp. 1052-1076. https://doi.org/10.1108/MRR-03-2023-0164 DOI: https://doi.org/10.1108/MRR-03-2023-0164
Sarkar, J., Jena, L.K. and Sahoo, K. (2023), "Mediating role of need satisfaction on total reward management towards retention: a conceptual framework", Vilakshan - XIMB Journal of Management, Vol. 20 No. 2, pp. 210-222. https://doi.org/10.1108/XJM-03-2021-0083 DOI: https://doi.org/10.1108/XJM-03-2021-0083
Shuck, B., & Reio, T. G. (2014). Employee Engagement and Well-Being: A Moderation Model and Implications for Practice. Journal of Leadership & Organizational Studies, 21(1), 43–58. https://doi.org/10.1177/1548051813494240 DOI: https://doi.org/10.1177/1548051813494240
Tett, R. P., & Meyer, J. P. (1993). Job Satisfaction, Organizational Commitment, Turnover Intention, and Turnover: Path Analyses Based on Meta-Analytic Findings. Personnel Psychology, 46(2), 259–293. https://doi.org/10.1111/j.1744-6570.1993.tb00874.x DOI: https://doi.org/10.1111/j.1744-6570.1993.tb00874.x
Vigoda-Gadot, E. (2007). Leadership Style, Organizational Politics, and Employees’ Performance: An Empirical Examination of Two Competing Models. Human Resource Management, 46(2), 291–310. https://doi.org/10.1002/hrm.20158 DOI: https://doi.org/10.1002/hrm.20158
Zainal Badri, S.K. and Ngo, M.S.M. (2024), "Is job crafting beneficial for millennial employees? A moderated mediation model of affective organizational commitment, turnover intention and entrepreneurial leadership", Journal of Management Development, Vol. 43 No. 6, pp. 881-895. https://doi.org/10.1108/JMD-06-2024-0202 DOI: https://doi.org/10.1108/JMD-06-2024-0202
