Main Article Content


This review examines the relationship between career development, employee engagement, and employee retention in organizational settings. Recognizing the pivotal role of the workforce as an organization's most valuable asset, the paper contends that any organization's long-term sustainability and competitive advantage hinge on effective human resource management strategies. Career development catalyzes optimal performance, enhanced employee engagement, and increased retention. The review establishes that organizations striving for a competitive edge in the global economy must prioritize employee retention as a strategic priority. It posits that career development, employee motivation, incentives, and talent management collectively foster a positive work environment. Pursuing professional advancement is a crucial driver for employees, creating a positive relationship between them and their employers. Empirical evidence supports the assertion that training plays a pivotal role in the career development process, with a constructive approach emphasizing the active involvement of employees. Employee retention is presented as mutually beneficial for both the organization and employees, as it leads to cost savings, competitive advantages, and the preservation of institutional knowledge. The paper explores the intricacies of employee turnover, distinguishing between voluntary and involuntary turnover, and highlights the multifaceted factors influencing such decisions. Personal and organizational factors influencing turnover, such as career development, family considerations, and external job offers, are discussed. Furthermore, the review underscores the positive correlation between employee engagement and retention. Employee engagement is characterized by physical, psychological, emotional, and cognitive dimensions, contributing to a committed and involved workforce. Strategic career development program implementation is a potent means to increase engagement, retain high-performing employees, and enhance overall productivity. The concept of career development is explored from both organizational and individual perspectives. Tailoring career development programs to diverse individual needs is emphasized, recognizing organizations' variability in demands, career stages, and hierarchical levels. The paper also addresses challenges to career development, including organizational structure, individual factors, political influences, and social considerations. These challenges underscore the complexity of fostering effective career development initiatives.


Career Development Employee Engagement Employee Retention Human Resource Management Talent Management

Article Details

How to Cite
Aziedjo, A. (2024). The Impact of Career Development on Employee Engagement and Retention . International Journal of Multidisciplinary Studies and Innovative Research, 12(2), 1776–1784.


  1. Abadi, M., Barhate, B., Dirani, K.M., & Garza, R.C. (2020). Leadership competencies and the essential role of human resource development in times of crisis: a response to Covid-19 pandemic. Human Resource Development International, 1 (1), 380-394.
  2. Ali, Z., & Mehreen, A. (2019). Managing organizational effectiveness through talent management and career development: The mediating role of employee enagement. April.
  3. Alias, N. E., Nor, N. M., & Hassan, R. (2016). The relationships between talent management practices, employee engagement, and employee retention in the information and technology (IT) organizations in Selangor. AiCoBM 2014, 101-115.
  4. Aman-Ullah, A., Aziz, A., & Ibrahim, H. (2020). A Systematic Review of Employee Retention: What’s Next in Pakistan? Journal of Contemporary Issues and Thought, 10 (2), 36–45.
  5. Baruch, Y. (1996). Organizational career planning and management techniques and activities in use in high-tech organizations. Career Development International, 1 (1), 40–49.
  6. Beardwell I, Holden L. & Claydon T. (2004). Resource Management: A contemporary approach, 4th Edition, Essex: Prentice Hall.
  7. Bhattacharya, Y. (2015). Employee engagement as a Predictor of seafarer retention: A study among Indian Officers. Asian Journal of Shipping and Logistics, 31 (2), 295–318.
  8. De Vos, A., & Meganck, A. (2009). What HR managers do versus what employee’s value: Exploring both parties’ views on retention management from a psychological contract perspective. Personnel Review, 38 (1),45–60.
  9. Dwomoh, G., & Frempong, E. O. (2017). Factors Influencing employee’s retention in the banking industry of Ghana. Review of Public Administration and Management, 05 (03), 1–8.
  10. Foday, A. (2014). Perceived relationship between career development and employee retention at Deloitte. A dissertation submitted in partial fulfillment of the requirements for the award of the degree of Master of Business Administration, School of Businss 5–58.
  11. Ghani, B., Zada, M., Memon, K. R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A., & Araya-Castillo, L. (2022). Challenges and strategies for employee retention in the hospitality industry: A review. Sustainability (Switzerland), 14 (5), 1–26.
  12. Graham, H. T., & Bennett, R. (1995). Human Resources Management, 8th Edition, The M & E Handbook Series. London: Longman Group UK Ltd.
  13. Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87 (2), 268–279.
  14. Hassan et al. (2013). The Effect of Training on Employee Retention The Effect of Training on Employee Retention Strictly as per the compliance and regulations of. Type: Double Blind Peer Reviewed International Research Journal Publisher: Global Journals Inc, 13 (6), 17–20.
  15. Hayward, D., Bungay, V., Wolff, A. C., & MacDonald, V. (2016). A qualitative study of experienced nurses’ voluntary turnover: Learning from their perspectives. Journal of Clinical Nursing, 25 (9-10), 1336-1345. doi:10.1111/jocn.13210
  16. Herr, E. L. (2001). Career development and its practice: A historical perspective. Career Development Quarterly, 49 (3), 196–211.
  17. Lahkar Das, B., & Baruah, M. (2013). Employee retention: A review of Literature. 14(2), 8–16.
  18. Kahn, W. (1990). Psychological conditions of persnal engagement and disengagement at work. Academy of Management /Ournal, 33 (5), 692–724.
  19. Khan, M. A. (2010). Effects of human resource management practices on organisational performance - an empirical study of oil and gas industry in Pakistan. European Journal of Economics, Finance and Administrative Sciences, 24, 158-175.
  20. Kyndt, E., Dochy, F., & Michielsen, M. (2009). Employee Retention: Organisational and Personal Perspectives. 195–215.
  21. Kamalaveni, M. S., Ramesh, S., & Vetrivel, T. (2019). A review of literature on employee retention. International Journal of Innovative Research in Management Studies (IJIRMS), 4 (4), 1–10.
  22. Keir, M. Y. A. (2016). Staff perceptions of how human resource management practices influence organisational performance: Mediating roles of organisational culture, employees’ commitment and employee retention in Bahrain Private Universities. June, 1–241.
  23. Lahkar Das, B., & Baruah, M. (2013). Employee retention: A review of literature. IOSR Journal of Business and Management (IOSR-JBM), 14 (2), 8-16.
  24. Mita, M., Aarti, K., & Ravneeta, D. (2014). Review Paper – Study on employee retention and commitment. International Journal of Advance Research in Computer Science and Management Studies, 2, 154-164.
  25. Mullins, J. L (2005). Management and organizational behavior, 7th Edition, Financial Times, London: Prentice Hall.
  26. Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2003). Human resources management: Gaining a competitive advantage (4th ed.). New York: McGraw-Hill Higher Education.
  27. Nzuve, S. M. (2007). Elements of organizational behavior, (first published in 1999). Nairobi: University of Nairobi Press,
  28. Prince, J. B. (2005). Career-focused employee transfer processes. Career Development International, 10 (4), 293–309.
  29. Robbins, S. P. (2005). Essentials of organizational behavior, 10th Edition. New Jersey: Pearson Education Inc.
  30. Salanova, M., & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between job resources and proactive behavior. International Journal of Human Resource Management, 19 (1), 116–131.
  31. Singh, J., & Arumugam, T. (2021). Retention of employees through career development, employee engagement, and work-life balance: An empirical study among employees in the financial sector in Djibouti, East Africa.
  32. Sitohang, N. (2019). Relationship of career development with employee performance in Pt Hondamotor Indonesia. International Journal of Research, 7 (9), 268–280.
  33. Sugiarti, E. (2021). The Influence of training, work environment, and career development on work motivation has an impact on employee performance at PT. Suryamas Elsindo Primatama in West Jakarta. International Journal of Artificial Intelligence Research, 6 (1).
  34. Tharenous, P., Latimer, S., & Conroy, A. (1994). D “How to make it to the top? An examination of influences on women’s and men’s managerial advancement. Academy of Management Journal, 37 (4), 23 – 46.
  35. Torrington, D. & Hall, L. (1987). Personnel management: A new approach. London: Prentice Hall International.
  36. Wei, L.-Q. (2006). Strategic human resource management: determinants of fit. Research and Practice in Human Resource Management, 14 (2).