Employees Loyalty, Engagement, and Job Satisfaction in the Furniture Retail Sector

This study aimed to determine the extent of employee loyalty, employee engagement, and job satisfaction and to examine their differences and relationships among employees of selected furniture retail sector. A quantitative descriptive-comparative-correlational research design was employed. The respondents consisted of 120 employees selected from a total population of 172. The sample size was determined using Cochran’s formula, while stratified random sampling was employed to ensure the appropriate representation of employees from each group. Data were gathered using an adapted and validated structured questionnaire administered through an online survey. Before data collection, permission was secured, and ethical principles related to informed consent, voluntary participation, confidentiality, anonymity, and data privacy were strictly observed. Mean and standard deviation were used to determine the extent of employee loyalty, engagement, and job satisfaction. The Mann–Whitney U test, independent-samples t-test, one-way analysis of variance, and Kruskal Wallis test was used to determine significant differences, while Spearman rank-order correlation was employed to examine the relationships among the variables. Results revealed that employee loyalty and employee engagement were rated very high, while job satisfaction was rated high. No significant differences were found in employee loyalty, engagement, and job satisfaction when respondents were grouped according to age and sex. However, significant differences were found when respondents were grouped according to years of service. Employee loyalty was significantly related to both employee engagement and job satisfaction, whereas employee engagement and job satisfaction were not significantly related. The findings indicated that employees demonstrated strong commitment, active involvement, and favorable satisfaction toward their work and organization. The results also showed that employees’ years of service influenced their workplace perceptions and experiences. It was recommended that management sustain inclusive leadership, employee recognition, and supportive communication practices. Furthermore, career development, job enrichment, mentoring, retention, wellness, work–life balance, stress management, and psychological support programs should be strengthened, particularly for mid- and long-tenured employees, to promote workforce stability, employee well-being, and organizational performance.

Business Administration, Human Resource Management, Employees’Loyalty

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