




































AMERICAN INTERNATIONAL JOURNAL OF BUSINESS AND MANAGEMENT STUDIES 4(1) (2022), 22-29 

 
22 

 

        Business and Management Studies 

                                                              AIJEFR VOL 4 NO 1 (2022) P-ISSN 2641-4937  E-ISSN 2641-4953 
                                                  

                                                                                                                        Available online at www.acseusa.org      

                                                                                                                                    Journal homepage: https://www.acseusa.org/journal/index.php/aijbms 
                                                                                                                                         Published by American Center of Science and Education, USA 

PRIORITIZATION AND IDENTIFICATION OF FACTORS AFFECTING 

BANK EMPLOYEES RETENTION AND ITS INFLUENCE ON 

PRODUCTIVITY: A CONCEPTUAL FRAMEWORK     
                

   Fatema Tuj Johra Tania (a)1   Sakib Uddin Kowser (b)     
  

    (a)  Mohammadpur Kendriya College, National University, Gazipur, Dhaka, Bangladesh; E-mail: fatematujjohratania@gmail.com 
    (b) Electronic &Telecommunication Engineering, International Islamic University, Chittagong, Bangladesh; E-mail: sakibuddinkowseropu@gmail.com 
 

 
A R T I C L E I N F O 
 

 

Article History: 

 

Received: 19th October 2022 

Revised: 30th November 2022 

Accepted: 19th December 2022 

Published: 30th December 2022 
 

Keywords: 

Employee Retention, Productivity, Training  

and Development, Employee Voice,  

Attractive Compensation, Job Satisfaction,  
Career Development 

 

JEL Classification Codes:  

 

M10, M12  
 

 
A B S T R A C T 

 
Employee retention is vital for every organization, especially in the banking sector, for a nation's 

growing economy. Banking institutions are the platform for the economic growth of a country. The main 

objective of this study is to find out the influencing factors of employee retention and its impact on 

employee performance in the financial sector of Bangladesh.  This research is qualitative and 

exploratory in nature, where data have been collected from secondary sources like published articles 

and renowned journals, including Scopus Database, Springer, ABS, Google Scholar, Emerald, and 

research gate. From extensive literature, it is assumed that career development, training and 
development, job satisfaction, attractive compensation package, employee voice, and transformational 

leadership positively impact employee retention, and employee retention has a significant relationship 

with employee performance. The organisation's management can make policies and redesign the work 

on the basis of the factors presented in this paper, which would lead to a happy workforce. This study 

will be of value to anyone seeking a better understanding of employee retention to improve employee 

performance and organizational productivity. 

 
 

© 2022 by the authors. Licensee ACSE, USA. This article is an open-access article distributed under 

the terms and conditions of the Creative Commons Attribution (CC BY) license 

(http://creativecommons.org/licenses/by/4.0/).                           

 

INTRODUCTION 

Nowadays, the banking sectors are regarded as the indispensable area of every country that play significant role to grow 

economy of a nation. On the other hand, it is called life blood of the economy of a country. This sector is growing rapidly 

with competition for providing attractive services to the customers in the market. Basically, the demand of the customers 

‘are changing day by day based on modern technologies which is an alarming for rate of every financial institution in this 

competitive market. Also, today’s market is very competitive where the banks are facing difficulties to maintain services to 

the consumer’s demands. In this regard the (Ali et al., 2020; Ali et al., 2021) employees are the key essential source of 

competition to stay in the competitive market. However, employees are considered as the paramount resources of every 

organization and their retention is highly crucial of every organization to provide services to the customers according to 

their demand (Akhter, Karim, Jannat, & Islam, 2022). The performance of employees is related with the performance of 

organization, so employee’s performance is crucial regarding better services to the consumers in the marketplace. 

Employee’s retention t means to keep the workers through providing opportunities to in working environment (Rahaman & 

Taru, 2020). Moreover, retention creates inspiration of the employees to work enthusiastically that assist to grow their 

performance which support to provide good-looking services to the consumers of the banks. Therefore, the management of 

every organization should give chance to engage the employees in activities regarding enhancing their performance that aid 

to achieve goals of the organization (Rahaman, 2020a). From the extensive literature review numerous studies have been 

showed on some influencing factors of employee retention but a few research has been conducted on bank employee’s 

retention and their productivity. So, there is no prior research on bank employee’s retention and their performance based on 

some factors like training and development, employee voice, attractive compensation, job satisfaction, career development. 

This study responds to determine the influencing factors of employee retention and its impact on employee productivity of 

                                                      
1Corresponding author: ORCID ID: 0000-0003-0134-4633  

© 2022 by the authors. Hosting by ACSE. Peer review under responsibility of ACSE, USA.  

https://doi.org/10.46545/aijbms.v4i1.281   
 

To cite this article: Tania, F. T. J., & Kowser, S. U. (2022). PRIORITIZATION AND IDENTIFICATION OF FACTORS AFFECTING BANK 

EMPLOYEES RETENTION AND ITS INFLUENCE ON PRODUCTIVITY: A CONCEPTUAL FRAMEWORK. American International Journal of 
Business and Management Studies, 4(1), 22–29. https://doi.org/10.46545/aijbms.v4i1.281  

http://creativecommons.org/licenses/by/4.0/)
http://creativecommons.org/licenses/by/4.0/)
https://doi.org/10.46545/aijbms.v4i1.281
https://orcid.org/0000-0003-0134-4633
https://orcid.org/0000-0002-0443-5170


   Tania & Kowser, American International Journal of Business and Management Studies 4(1) (2022), 22-29

  

23 
 

banking sector in the context of Bangladesh. Also, this study retorts the research gap through finding manipulating 

determinants of employee retention and its effect on productivity.  

The main objective is to find out the necessary influencing factors of employee retention and its effect on 

employees’ productivity in the organization, especially in banking sector in the context of Bangladesh.  

 

LITERATURE REVIEW 

Based on extensive literature review several factors have been found to affect employee retention that have directly impact 

on productivity. A few studies have been conducted on them. This study responds the following significant factors of 

employee engagement:  

 

Career Development 

Career development is regarded as the motivation factor that helps to engage employees in working place which grow their 

knowledge, skills, and abilities. On the other hand, career development process assists to retain qualified employees in the 

organization and it also provides various opportunities of employees (Ali, 2021; Chowdhury et al., 2020; Chowdhury et al., 

2021a; Chowdhury et al., 2021b). However, career development is considered as the global factor of employee engagement 

which grow the performance of employees in an organization (Bhatnagar, 2007). Previous studies also recommended that, 

career development inspires to engage employees in working environment that help to develop employee performance in 

an organization (Rahaman, 2016). Career development basically offers the opportunity of employees to stay in the 

organization for future brightness that undoubtedly impact on employee retention which support to enrich employee 

performance in productivity (Rahaman, 2021a; Iqbal et al., 2021; Kader et al., 2019; Kader et al., 2021a). Another study 

also suggested that career development influence on employee retention and retention impact on employee productivity 

(Avery et al., 2007; Ali, Haque, & Nahar, 2022). 

 

Training and Development   

Training is regarded as learning motive which increase knowledge, skills and abilities of employees that help to expand 

performance in an organization (Rahaman, Hassan, Asheq, & Islam, 2022). Besides, training means to learn new ideas from 

the trainer and it is related with the performance of employees (Gazi et al., 2021; Kader et al., 2021b; Kabir et al., 2021; 

Nayeen et al., 2020). On the other hand, training and development opportunities brings motivation among the workers to 

work willingly, as a result the organization can obtain feedback timely and effectively from the employees. Moreover, 

development means to grow facilities of employees in the working sector which expand employee engagement and 

employee performance (Rahaman & Uddin, 2022; Nahar et al., 2021; Rahman et al., 2021a; Rahman  et al., 2021b; Shahriar 

2021a). However, training and development provides facilities to teams, individuals, communities, organizations and it also 

support to organizational opportunities which enrich economic development of a nation. Henceforth, training and 

development is a crucial source of employee engagement which grow the performance of employees of an organization and 

prior study also explained that training should be part of every organization that creates attractiveness among the employees 

(Yuan et al., 2022; Shahriar 2021b; Zayed et al., 2021a; and Zayed et al., 2021b). Moreover, previous study also said that, 

training and development emphasized on employee retention in the financial sector of an organization especially in the 

context of banking sector of Bangladesh (Aktar & Pangil, 2018; Latif & Karim, 2019; Ahmed et al., 2022; Al-Quraan et al., 

2022).  

 

Compensation Package  

Employees are the big assets of every organization for achieving goals within a specified time, so attractive compensation 

package is highly essential in every institution (Rahaman, 2021b; Faisal-E-Alam et al., 2022; Mia et al., 2022). Moreover, 

pay and benefits always generate positive thinking among the employees that engage themselves in the organization that 

produce their performance in work (Ali, Rana, Nahar, Tesha, & Jabir, 2022). Likewise, previous study also recommends 

that attractive pay and benefits always create intention to engage in the working place that help to expand their performance. 

Therefore, there are three monetary benefits for creating retention tendency among the employees in an organization 

specially in banking sector like cash bonuses, pay and stocks (Barnes & Collier, 2013). On the one hand, compensation lead 

to greater engagement among the employees which is related with performance of employees (Rahaman, Hassan, Asheq, & 

Islam, 2022). Another study also postulates that, pay and benefits is regarded as the indispensable factor of employee’s 

motivation that creates retention tendency t among the workers which has a significant relationship with employee 

performance (Ali & Dahana, 2021; Rahaman, 2020b; Rubi et al., 2022; Zayed et al., 2021a; Zayed et al., 2021b). 

  

Job Satisfaction 

Job satisfaction is regarded as the stepping stone of employee engagement which create mental satisfaction and self –efficacy 

of employees and it has positive relationship with employee performance (Rahaman et al., 2022; Zayed et al., 2022a; Zayed 

et al., 2022b). However, job satisfaction is considered as the satisfaction of employees regarding job, compensation, extra 

benefits, promotion, bonus, working environment etc. those are directly impact on employee retention in the organization 

specially in banking sector (Andrew & Sofian, 2012; Rahaman, Luna, Kejing, Ping, & Taru, 2021). Besides, job satisfaction 

brings happiness among the employees where the organization can easily retain qualified and talented employees for 

organization performance and these facilities boost the performance of employees in an organization (Prajapat et al., 2022). 

Previous study also recommended that, job satisfaction has a significant relationship with higher engagement of employees 

and engagement has positive relationship with employee performance (Sawang, 2012; Islam et al., 2022).  Another research 

is claim that job satisfaction has a positive and significant effect on employee retention (Mamoon, Taru, & Atikur, 2021; 



   Tania & Kowser, American International Journal of Business and Management Studies 4(1) (2022), 22-29

  

24 
 

Zayed et al., 2022c; Zayed et al., 2022d; Bhuiyan et al., 2022; Shayery et al., 2022). 

 

Employee Voice 

Employee voice is a significant factor of retention which is essential to grow performance of employee. Besides, it is 

regarded as the involvement and interaction of employees regarding job opinions and ides which help to achieve the 

organizational objectives and target (Van Dyne & LePine, 1998). However, employees’ voice is the essential source of 

information which provides pleasures to develop individuals and organization performance (Detert & Burris, 2007; Ai et 

al., 2022). Moreover, employee voice is considered as the opportunity to express views, opinions, and ideas with the 

management of an organization which directly impact on employee performance. Therefore, employee voice generates the 

motivation among the workers to work without feeling hesitation and frustration that arises performance of employees 

regarding achieving target of the organization (Islam et al., 2014). Previous study also recommends that, employee voice 

has a positive and significant effect on employee retention that enhance the employee’s performance in banking sector 

(Mamoon & Rahaman, 2021; Akhter, Karim, & Islam, 2022). 

 

Transformational Leadership 

Transformational leadership is defined as the democratic leadership style where this leader provides facilities and 

encourages of employees or followers to work willingly (Chen et al., 2022b). Besides, transformational leadership refers to 

a leader who influence and motivate the employees or followers through works and interaction that expand knowledge, 

skills and abilities among the employees in the working place (Sudha et al., 2016). Prior research is assumed that, there is a 

relationship between both senior management and employee line manager and employee voice has a relationship with 

employee engagement and performance (Rahaman, Gupta, Ali, Ali, & Taru, 2021). Based on the extensive literature 

transformational leadership is related with employee involvement which has positive and significant effect on employee 

retention (Chen et al., 2022a).  

 

Conceptual Framework  

There are some significant factors such as career development, training and development, attractive compensation package, 

transformational leadership and employee voice directly effects on employee performance of an organization. Based on the 

prior studies the determining factors of employee retention and its impact of employee productivity are given below through 

a conceptual model in this research. 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

  Figure 1. The Conceptual Framework 

 

MATERIALS AND METHODS  

In this study purpose secondary data have been collected from various sources like Scopus Database, Springer, ABS, Google 

Scholar, Emerald, and research gate. Also, his study is qualitative and exploratory in nature. This study is responded based 

on the topic of determining influencing factors of bank employee’s retention and its impact on productivity in an 

organization. Also, the data have been collected from published articles and renowned journals.   

 

RESULTS AND DISCUSSIONS 

The main objective of this study is to find out the influencing factors of employee retention and its impact on employees’ 

productivity. From the literature review it is assumed that training and development, career development, attractive 

compensation package, employee voice, transformational leadership, job satisfaction has positive impact on employee 

engagement in every organization especially in banking sector in the context of Bangladesh. Basically employees are the 

great resource of every organization where they want to get empowerment and engagement in various activities with 

attractive pay and benefits. As a result, they can work enthusiastically based on their willingly intention in work. In other 

words, the more highly engaged the employee, the more likely he or she will be to say positive things about the organization. 

There are various factors of employee engagement but in this study responds some crucial factors which assist to engage 

employee in an organization. On the other hand, the credit or performance of an organization depends on employee 

performance. In this study it is said that, career development CD), training and development T&D), attractive compensation 

Career Development (CD) 

Training and Development (TAD) 

Compensation Package (CP) 

Job Satisfaction (JS) 

Employee Voice (EV) 

 

Transformational Leadership (TL) 

 

Employee 

Productivity (EP) 
Employee Retention 

(ER) 



   Tania & Kowser, American International Journal of Business and Management Studies 4(1) (2022), 22-29

  

25 
 

(AC), transformational leadership (TL), job satisfaction (JS) has positive effect on employee engagement and employee 

engagement has highly impact on employee performance. From the conceptual model it can be assumed that some of the 

suggestions in this paper include different employee engagement approaches for new employees like strong induction 

programs, rigorous training and development programed, certification programme and giving them a realistic job preview 

in the organization which creates better performance of employees. Therefore, the management needs to give highly 

concentration regarding engagement of employees and their performance for creating right jobs to the employees in the 

organization. Besides, teamwork and support also creates more engagement in the work of employees. Also, good job leads 

to higher motivation to stay in the organization. Sufficient levels employee development via skills, training and learning can 

result in making employees more engaged with respect to the job and the organization.  

 

CONCLUSIONS 

Employees are regarded as the great resources of every organization where the organizational performance basically depends 

on qualified employee performance and their retention. Employee retention is long term activities that is possible to 

determine influencing factors like career development, training and development, pay and benefits, employee voice, 

transformational leadership, and job satisfaction in the working place. However, emphasis should be given employee 

opinions and opportunities should be provided to them to be heard. Transparency from the senior leadership will also make 

the organization culture. The main objective of this study is to determine the influencing factors of employee retention and 

that impact on employee performance and productivity. From literature review in this study responds that, career 

development, training and development, pay and benefits, transformational leadership, and job satisfaction has positive 

effects on employee retention which assist to develop employee performance and this performance brings happiness between 

both employee and employer in the organization especially in banking sector in Bangladesh. In this case the top management 

can also take necessary steps to create better retention and prevent attrition among employees. For example, organizations 

need to take advantage of their leaders' transformational style to boost engagement among staff for achieving objectives in 

their specified time. On the other hand, Organizations can improve retention rate by maintaining decision-making, 

commitment, opportunity thinking and enhancing employee’s motivation. Based on this study we suggest that the 

management of the organization should determine influencing factors from time to time to increase more retention process 

of employees and appropriate training programmers should ensure to build up correlation among the workers of employees 

in the working place.  

  

 
Author Contributions: Conceptualization, F.T.J.T. and S.U.K.; Methodology, F.T.J.T.; Software, F.T.J.T.; Validation, F.T.J.T.; Formal Analysis, 

F.T.J.T.; Investigation, F.T.J.T.; Resources, F.T.J.T.; Data Curation, F.T.J.T.; Writing – Original Draft Preparation, F.T.J.T. and S.U.K.; Writing – Review 

& Editing, F.T.J.T. and S.U.K.; Visualization, F.T.J.T. and S.U.K.; Supervision, F.T.J.T.; Project Administration, F.T.J.T.; Funding Acquisition, F.T.J.T. 

and S.U.K. Authors have read and agreed to the published version of the manuscript. 

Institutional Review Board Statement: Ethical review and approval were waived for this study, due to the fact that the research does not deal with 

vulnerable groups or sensitive issues. 

Funding: The authors received no direct funding for this research. 

Acknowledgement: Not applicable.  

Informed Consent Statement: Informed consent was obtained from all subjects involved in the study. 

Data Availability Statement: The data presented in this study are available on request from the corresponding author. The data are not publicly available 

due to restrictions. 

Conflicts of Interest: The authors declare no conflict of interest.                                                                                                                                                                                                                                   

 

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