Global Journal of Management and Business Research, A: Administration and Management, Volume 23 Issue 7

offers from competing employers, leading them to transition voluntarily to other companies (Business Insider, 2016). This demonstrates that, while a conducive environment is vital, external factors and competitive offers can also influence retention decisions. g) Superior-Subordinate Relationship Jasper (2007) emphasized that the superior- subordinate relationship stands as another pivotal factor impacting employee retention. This relationship delineates the connection between supervisors and employees. According to Pitts et al. (1990), the perception employees hold about the organization is significantly shaped by their rapport with their supervisors. A robust relationship with open commu- nication between employees and their supervisors fosters engagement and paves the way for employee commitment, thereby elevating retention levels (Landsman, 2008). A fragile superior-subordinate relationship can lead to demotivation among employees, prompting them to seek alternative job opportunities elsewhere (Kooker et al., 2007). When employees feel valued, recognized, and embraced within the organization, they become actively invested in achieving business goals and objectives, resulting in heightened productivity and increased retention rates (Mathis and Jackson, 2010). This dynamic also establishes a foundation of trust between employees and their supervisors. Nevertheless, in certain countries, a high-power distance culture prevails, often associated with autocratic leadership and centralized control (Sheridan, 1992). Organizations in such societies tend to adopt an autocratic or top-down management approach, potentially leading to a dearth of the superior- subordinate relationship. For instance, as noted by Newman et al. (2012), a high-power distance culture in China contributed to a lack of significant relationship between superiors and subordinates, which consequently impacted employee retention negatively. In contrast, Ghapanchi and Aurum (2011) further underscored the significance of the superior- subordinate relationship. Consequently, organizations that fail to appreciate employee commitments, neglect engagement, focus solely on faults, blame the wrong individuals, set unrealistic goals and deadlines, and disregard the importance of a strong bond between supervisors and subordinates will likely struggle in maintaining effective relationships, leading to lower retention levels (Mehta et al., 2014). h) Salary or Wages Compensation stands as a pivotal and vital determinant significantly impacting job satisfaction, particularly in terms of the salary's adequacy and equity. An employee's commitment to dedicating time and effort to their role often hinges on the compensation package they receive. As pointed out by Oshagbemi (2000), salary stands out as a primary contributor to an organization's operational costs. The correlation between salary size and job satisfaction remains a subject of debate, with some asserting an absence of a clear link. Herzberg's (1964) analysis includes salary as one of the hygiene factors influencing job satisfaction. Conversely, contrasting views from theorists like Locke and Porter (1976) suggest that when an employee's salary surpasses their expectations, their satisfaction level tends to rise, while the inverse is also true. i) Working Hours When there's an unstable equilibrium between individual expectations and demands, employees may encounter conflicts. Discomfort with one's work contributes to the accumulation of such conflicts. The conflict within roles can be linked to various factors, including frequent overtime and unsuitable working hours. The connection between working hours and employee satisfaction stems from the substantial time employees invest in their jobs. As discovered by Pors (2003), working hours impact an individual's quality of life, relationships with family and friends, and subsequently, their overall job satisfaction. j) Supervision Effective management is pivotal in shaping employee satisfaction. Granting employees the autonomy to voice their ideas fosters loyalty among them. Employee perspectives highlight the significance of fairness within the workplace. An integral determinant influencing employee satisfaction and behavior is the rapport shared between coworkers, supervisors, and colleagues. Especially when it comes to relationships, equity should be a central consideration, as emphasized by Chen (2001). Relationship between employee work motivation and employee productivity k) Benefits Employee performance can be influenced by benefits in numerous ways. Benefits often receive less frequent assessment, making them a cost-effective strategy for employers in the market (Baughman R, Dinardi D, Holtz-Eakin D, 2003). This cost-effectiveness implies that more affordable benefits could potentially boost employee performance. Moreover, benefits can serve as an alternative to salary. Research has examined how employers adjust compensation by reducing salaries while providing various benefits to individuals over time (Baughman R, Dinardi D, Holtz- Eakin D, 2003). Employees often perceive benefits and salary as interchangeable, with individuals willing to trade salary for additional benefits. While benefits are often studied as a significant component of employee compensation (Kalleberg AL, 1977), they are frequently addressed separately from the core analysis. Literature has also emphasized the role of rewards in shaping an Role of Motivation in Employee Retention: A Study on Readymade Garments Manufacturing Company in Bangladesh 20 Global Journal of Management and Business Research Volume XXIII Issue VII Version I Year 2023 ( ) A © 2023 Global Journals