The Synergistic Effects of Psychological and Psychosocial Variables on Employee Retention: A Focused Study on Bulawayo Independent Private Colleges.

The Synergistic Effects of Psychological and Psychosocial Variables on Employee Retention: A Focused Study on Bulawayo Independent Private Colleges.

Ms Vimbainashe Felicity Chigeda, Ms Michelle Danisa Ncube

Lupane State University, Zimbabwe

*Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.908000204

Received: 28 July 2025; Accepted: 02 August 2025; Published: 03 September 2025

ABSTRACT

The current negative Zimbabwean economic situation has greatly affected the capacity of the education sector in general and the Bulawayo independent private college in particular to attract and retain key employees as these have failed to become employers of choice. Private colleges have become an area of interest to the researcher because they are not monitored by a single authority and recent studies on the impact of the massive migration of Zimbabwe teachers have overlooked them. To address this gap, this study addressed the movement of teachers in Bulawayo independent private colleges. The main research objective was to explore the impact of psychological as well psychosocial variables regarding the retention of employees in Bulawayo independent private colleges.

Riding on Equity, Resource based advantage and Human capital theories, quantitative research approach was used. Questionnaires were directed to high-ranking and low-ranking employees of private colleges in Bulawayo. A total of 120 respondents were targeted, however 106 respondents comprising of both high-ranking and low-ranking employees in private colleges took part in this research.  The data collected was summarised and analysed using descriptive and inferential statistical techniques. The findings revealed that psychosocial variables significantly influence employee retention compared to psychological variables which have an Insignificant influence. The significance of the findings was that psychosocial variables have a positive impact on employee retention in Bulawayo independent private colleges. The research therefore, provided a significant discernment pertaining influence of various psychological and psychosocial variables on attracting and retaining valuable employees. This study found that psychosocial variables significantly influence employee retention in Bulawayo independent private colleges, while psychological variables showed insignificant influence. Key findings indicate that motivation, working environment, organizational culture, work-life balance, and work-related stress significantly predict retention. Self-esteem, emotional intelligence, job security, workload, management support and interpersonal relationships do not significantly predict retention.

Keywords: psychological variables, psychosocial variables, employee retention, independent private colleges

INTRODUCTION

Since the year 2000, Zimbabwe experienced socio-economic and political turmoil which led to almost 84% of the country’s population living below the poverty datum line. This clearly indicated that the living conditions in the country were hard and hence this led to quiet a number of teachers in the private sector leaving the country in search for greener pastures. Most Zimbabwe educators relocated to sidestep the indigent circumstances that were paramount within the country. This view is supported by (Chikoko, 2014) who argues that the poor conditions in Zimbabwe encompassed pecuniary as well as governmental tentativeness, high cost of living, and failure of establishment delivery and paucity of basic supplies. Thus, educators in private colleges were also affected by the unprecedented economic decline, as they argued that their salaries were worthless and they demanded salaries in US dollars as it was stipulated in their contracts of employment (Mhandu and Dambudzo, 2016).

It was in 2008 that government employed teachers embarked on a major job action in protest over sub-standard working conditions, low salaries and shortages of basic teaching equipment (Weda, 2012). The unprecedented economic decline saw a massive number of Zimbabwe teachers from the public service commission together with those from exclusive education stratum amounting almost over 45 000 leaving the country in search for better job opportunities (Chivore, 2016). This view is confirmed by the Zimbabwe National Statistics (ZIMSAT) and International Organisation for Migration (2013) that out of 45 000 migrant teachers close to 8200 constituted of total population of the private college’s teachers that eloped to the neighboring countries.  The statistics, indicate that private colleges have had to contend with the problem of employee churn or turnover as employees and or teachers move across colleges in quest of superior employers of choice that value and recognises their individual worth (Chetsanga, 2013). Such a trend, somehow erodes and devalues an organisation’s efforts to offer lucrative rewards towards employee retention.

A survey of extant literature on employee turnover and organisational failure to retain critical human resources reveals that organisations frequently lose employees unnecessarily because of insufficient understanding and scaffolding of pertinent psychological and psychosocial attributes of employees. It is proposed by some scholars that attributes like job security, emotional intelligence, conducive working environment, personal advancement and work-life balance amongst other attributes promote employee resilience in the face of environmental complexity and ambiguity. Hence if this premise is true, organisations operating in an economically dysfunctional environment like the one prevailing in Zimbabwe stand to benefit by harnessing knowledge about psychological and psychosocial factors to boost their employee retention.

As a result, unraveling this relationship affords scholars and human resources practitioners alike the opportunity to further introspect on the utilisation of psychological and psychosocial variables on employee retention.  Moreover, it reinforces the theoretical foundation of employee retention strategies with regards to the utilisation of psychological and psychosocial variables.

LITERATURE REVIEW

Conceptualisation of employee retention

Organisations have the prerogative to retain skilled, talented and competent employees in order to moderate staff renewal rates as well as boost performance, efficiency as well as effectiveness. Thus, the employee’s exit from the organisation could cause detrimental effects on the service delivery and efficiency of the organisation. Today, organisations are more involved in keeping valuable employees while valuable employees are getting tougher to retain due to environmental dynamism (Barreiro and Treglown, 2020). With a dynamic global economy, organisations must comprehend and make use of key notions concerning employee retention. If organisations do not adapt, they could face some negative findings which include cost of employee turnover. Kaplan and Kaplan (2018) indicate that attracting and retaining knowledgeable employees influence the attainment of organisational strategic orientation as well as outwitting rivalries. Thus, employee retention signifies the organized attempts by the organisation to foster a constructive work atmosphere thereby enhancing employee loyalty and commitment (Beer et al, 2015). One of the organisation’s prerogative is to develop retention initiatives that enhance the safeguarding of knowledgeable employees from leaving the organisation. Accordingly, the retention of employees should be regarded as an all-encompassing initiative that contributes towards the current employee’s value proposition in remaining with the organisation for as long as the workplace atmosphere is permitting (Johari, Yean Tan, and Tjik Zulkarnain, 2018).

There has been a growing importance on the retention of strategic resources that are intellectually mature as these contribute towards the attainment of strategic organizational goals Ketkaew, Manglakakeeree and Naruetharadhol, (2020). Organisations therefore, take it upon themselves to consider individual employees as strategic resources that can be utilised to surpass the expectations of the rivalries. (Dessler, 2023). It is, worth noting that retention of employees incorporates strategic human resource development which encompasses the utilisation of unified conventional pursuits to safeguard that the organisation becomes an employer of choice to existing as well as potential employees (Dessler, 2015). Organisations that are strategic foresight concerning their employees, have low staff renewal rates, extensive motivational levels and high-performance work-culture systems are experienced (Torrington et al, 2011).

Definition And Meaning of Terms

Psychological variables

Psychological variables refer to the internal cognitive and emotional states that shape how individuals perceive, interpret, and respond to their work environment, significantly influencing their decisions about staying in or leaving an organization. Rooted in theories such as expectancy theory (Vroom, 1964), these variables determine employees’ motivation and attachment by shaping their appraisal of effort, performance, and valued outcomes. Job satisfaction stands out as a central psychological construct as it encompasses the positive emotional state resulting from an individual’s evaluation of their job experience (Locke, 1976). Meta-analytic reviews confirm that high job satisfaction reduces turnover intentions and fosters retention across sectors (Jogi, Singh, & Dubey, 2024). Psychological empowerment and psychological capital are additional vital components. Psychological empowerment reflects an individual’s sense of meaning, competence, autonomy, and impact in the workplace, promoting intrinsic motivation and engagement (Meng et al., 2015). Psychological capital comprising hope, optimism, resilience, and self-efficacy supports employees in managing stress and enhances organizational commitment (Iqbal & Hashmi, 2015; Luthans et al., 2004). Organizational commitment, particularly affective commitment, describes the emotional attachment and identification with the organization, which strongly predicts employee retention (Matz, Woo, & Kim, 2014).

Equity Theory (Adams, 1963) further enriches understanding of psychological variables by positing that individuals assess fairness by comparing their inputs such as effort, skill and outcomes including pay and recognition to those of others. Perceptions of inequity generate emotional discomfort, reducing job satisfaction and increasing turnover intention. This theory highlights how psychological responses to fairness or lack thereof critically shape retention behaviors. For instance, when employees feel under-rewarded compared to peers, their motivation and commitment decline, often leading to withdrawal or exit. Additionally, the Human Capital Theory (Becker, 1964) provides a valuable lens by framing employees as assets whose skills, knowledge, and capabilities constitute capital that organizations invest in and seek to retain. Psychological variables such as motivation and commitment reflect the employee’s valuation of this capital investment, influencing their decision to stay and contribute. Employees who perceive their human capital is valued and developed tend to reciprocate through greater loyalty and lower turnover. Collectively, these theories and constructs explain how psychological factors operate at the individual level to promote or undermine retention in organizations.

Psychosocial variables

Psychosocial variables, represent the social and organizational context of work, encompassing interpersonal relationships, organizational culture, social support systems, and perceptions of fairness and justice. These variables are grounded in social exchange theory (Blau, 1964) and organizational justice theory, emphasizing that employees’ experiences of support, trust, and equitable treatment foster reciprocal loyalty. Supportive supervisory and peer relationships reduce stress and promote a sense of belonging, thereby lowering turnover intentions (Stirpe & Zárraga-Oberty, 2017). Perceptions of organizational justice mediate psychological contracts and enhance trust, which is instrumental in retention (Snyman, Coetzee, & Ferreira, 2023). Conversely, psychosocial risks such as excessive workload, low control, and effort reward imbalance that have been linked to increased stress and burnout, raising the likelihood of employee exit (Adams & Nino, 2024). These psychosocial factors interact with psychological variables to shape overall employee experience, underscoring the importance of a supportive and fair work environment for retaining staff.

The Equity Theory again provides critical insight into psychosocial dynamics, highlighting that perceived fairness in interpersonal and organizational interactions strongly affects employees’ emotional responses and retention decisions. For example, when employees believe organizational policies and decision-making processes are equitable and transparent, they experience higher trust and commitment, mitigating the risk of withdrawal. Conversely, perceptions of injustice in resource distribution, recognition, or treatment amplify dissatisfaction and turnover. Moreover, the Resource-Based View (RBV) Theory (Barney, 1991) frames psychosocial variables as part of the organization’s valuable and inimitable resources, particularly its social capital and culture. An organization’s ability to create a supportive and fair psychosocial environment can serve as a sustained competitive advantage by attracting and retaining talented employees. RBV underscores the importance of investing in positive psychosocial conditions to enhance employee well-being and commitment, thus reducing turnover and improving organizational performance. Through this lens, psychosocial variables are critical organizational assets influencing retention not just at the individual level, but strategically for institutional success.

Factors Influencing Employee Retention

Several significant variables persuade the retention of existing as well as potential employees in an organisation. The persuading variables may possibly be classified into two idiosyncratic classifications correspondingly. The two classifications encompass psychological variables as well as psychosocial variables respectively. Other significant variables that influence the retention of knowledge workers comprise of, job stability, organisational ethos, income level and education level. Thus, the cited variables significantly impact the retention of knowledge workers and they are grounded within the conceptual framework supporting the study.

Psychological variables

These are the factors that determines the psychology of an individual that drive his or her actions to seek satisfaction (Armstrong and Taylor, 2023). The psychological variables comprise of self-esteem, emotional intelligence, job security as well as motivation.

Self-esteem

The manner in which employees are treated in the organisation significantly influences their retention as it boosts their self -esteem. As such, fostering self-worth as well as self-possession in individuals empowers them to portray discretionary behaviour when it comes to the execution of their job tasks (Caldwell and Anderson, 2018). Self-worth is a candid requirement when organisations chooses to concentrate on employee retention as it is the principal psychological requirement of employees in a working environment as it boosts their self-worth (Armstrong and Taylor, 2023). Subsequently, various ways are adopted in order to boost and meet employee’s self-esteem needs. This is reinforced by Dessler (2015) who point out that employees develop a sense of belonging when their self-worth is acknowledged in the organisational decision making process as well as empowered to set realistic goals that promote to the accomplishment of organisational strategic orientation. As a result, when employees are appreciated for their deeds, their self-esteem is enhanced thereby leading to high commitment levels (Kaplan and Kaplan, 2018).  Additionally, when employees are appreciated they are more likely to portray discretionary behaviour and become loyal to the organisation through organisational citizenship behaviour. Moreover, when strategic resources are appreciated more often, these in turn recognise as well as appreciate one another in their teams. Thus, social capital role that induces innovation and sharing of various ideas to help the organisation move to greater heights is enhanced. (Barreiro and Treglown, 2020), indicate that when an employer appreciates an employee, it is an indication that the employer is recognising the employee’s worth as a key strategic resource to the organisation, which in turn will boost their self-confidence and self-esteem.

Consequently, it is management’s prerogative to go an extra mile in recognising and acknowledging employees accordingly for their self-worth. Usually, when employees’ potential behaviour or performance is approved particularly in advance, the management and the supervisors are therefore set a precedence for motivating the existing and potential employees to perform exceptionally well when there are executing their various tasks in quest of accomplishing strategic organisational goals. Moreover, it is of great significance to listen attentively as this a powerful technique to acknowledge employees in the workplace thereby increasing their self-esteem, sense of belonging as well as contributing towards improved social capital role and organisational citizenship behaviour (Bonfield, 2012).

In other words, when employees are ignored they tend to feel that they are devalued, in their own eyes, and in the eyes of their colleagues around them. Henceforth, in most organisations management has a weakness of dominating the conversation most of the time, they have a tendency of interrupting and overlooking employees’ ideas particularly when they are trying to help the organisation grow from strength to strength (Griffin and Moorhead, 2019). The stringent use of power and politics in organisations is straining employment relationships thereby forcing employees to opt for other best employers of choice (Dessler, 2015). Moreover, every time when managers or supervisors withhold or drift their concentration and lend a deaf ear to employees’ ideas, they tend to reduce their self-worth and proves the ideas of the employee to be demeaning to their coworkers (Finnegan, 2011). As a result, this will lead to the creation of a negative downward spiral that will induce dissatisfaction and unhappiness in the organisation.

Job security

A possibility in which an employee is likely to retain employment as well as extensive employment surety is such that an individual employee with the employment would allow an insignificant opportunity of being jobless is known as job security (Finnegan, 2011). This is reinforced by Caldwell and Anderson (2018) who advocated that there are various variables which influence employment security such as the dynamic environment as well as the individual’s peculiar expertise. In essence, employees tend to have extensive employment security particularly when the economy is booming in addition, during recession employment security tends to be low (Lambert, Hogan and Keena, 2015). Usually occupations that are under public service commission comprising of the judicial, education as well as health-sector are deemed exceptionally guaranteed while those in exclusive organisations have occupations that generally provide low employment security as it typically differs across industries that possess employees with varies skills and abilities (Robbins and Judge, 2018). Concurring to Baldwin and Bommer (2016) subjective variables that comprise of competencies, expertise, work practical capacity as well as occupation portray a significant responsibility in regulating an individual’s employment security. Quintessentially, employment security is contingent upon the prerequisite expertise as well as core competencies highly required by organisations contingent on the dynamic environment.

Emotional intelligence

The ability of being cognizant of individual employees’ feelings as well as the capacity to manage interpersonal relationships prudently and benevolently is referred to as emotional intelligence (Torrington, Hall, Taylor and Atkinson, 2011). Emotional intelligence portrays a significant function in an organisation as it influences attitudes as well as behaviors of individuals in the organisations and tends to significantly influence individual employees’ loyalty towards the organisation thus steering extensive retention levels (Finnegan, 2011). Emotional intelligence is premised upon five integral dimensions including self-regulation, self-awareness, and management of individual’s feelings or developing as well as sustaining relations, compassion and enthusiasm Baldwin and Bommer (2016). Additionally, Anari (2012) specifies the discrepancy amongst emotional intelligence and passionate capability in that emotional intelligence is the ability to acquire passionate capability. Pursuit for performance efficacy requires management and supervisors to appreciate the aptitude as well as competency of the individuals that influence organisational efficacy as well as constructive employment assertiveness as well as promoting philanthropic performances that lead to extensive organisational benefits (Bratton and Gold, 2017). Extremely as well as enthusiastically intellectual supervisors should be compassionate, subtle as well as receptive to the demands and emotions of individuals as there is excessive prerequisite for organisations to recognise the poignant status of individuals especially throughout organisational transformation process. Thus, this idea of association with individuals provides room for loyalty and enhanced discretionary behaviour thus enriching employee retention (Fischer, Hyder and Walker, 2020).

Motivation

Sandhya and Kumar (2011) postulate that motivation is a psychosomatic practice that instigates both internally as well as externally extending outside an individual’s state of affairs in order to determine the attitudes and discretionary behaviour that employees portray towards the organisation.  Thus, motivation occurs through external, internal as well as willpower dynamics (Muhammad, Rehman and Safwan, 2012). Willpower dynamics justify employee’s strength, sense of purpose as well as discretionary behaviour portrayed regarding the achievement of strategic goals. Moreover, willpower is gradually recognised as a subset of emotional intelligence, in the sense that an employee may be highly intelligent according to a more conservation, yet unmotivated to use this intelligence to executing certain employment tasks (Muhammad et al., 2012). In essence, motivation is a cardinal driver of individual behaviour and efficiency and it is also an integral component of employee retention.

Psychosocial Variables

These are collaborations concerning an individual and the working environment, working conditions, organisation functions and individual characteristics that may influence a physical health outcome through psychological mechanism of the workplace (Kaplan and Kaplan, 2018). As a result, psychosocial variables include workload, work-related stress, work-life balance, interpersonal relationships, management support, organisational culture as well as working environment.

Workload

The amount of work allocated to or envisaged from an individual employee in a particular period of time and is viewed as of significance that positively contributes to employee retention is known as workload (Bratton and Gold, 2017). Convenient workload has a tendency of inducing sluggishness that cause individual employees to be implicated in power and politics cliques. Thus, influencing their job tasks, career development in their field as individuals have a tendency of getting irked and pursue more prospects particularly when the amount of work is very convenient (Bratton and Gold, 2017). On the contrary, if an individual is burdened with work, probabilities of them becoming dejected are extensive thus principal to demoralization as well as the aspiration to depart the organisation rises when a proposal with low amount of work emanates. In essence, it is of significance to reach an equilibrium concerning the individual employee’s needs as well as those of the employer to avoid conflict of interest that might damage employee retention strategies.

Work-related stress

Occupational stress ascertains disturbing and detrimental corporal reactions that take place when individual’s competencies, knowledge, abilities as well as organisational resources do not complement the employment obligations (Torrington et al., 2011). As a result, workplace stress can be described as a perceptual prodigy emanating from an assessment amid demand placed on individuals contrary to their capability to deal with extensive workload (Lambert, Hogan and Keena, 2015). It is therefore, worth noting that stress emanates from the predicament of divergence among capabilities, skill, expertise as well as facilities through reverence towards hassles and demands of employees. Occupational stress has a tendency of significantly influencing the well-being of an individual employee, thus contributing instabilities in the communal as well as psychological wellbeing of individuals.

Employees are distressed inversely by work requirements enlisted on them. Consequently, there are numerous variables that contribute towards unwarranted workload thereby resulting to occupational stress (Ngirande, 2021). Working environment is amongst the variables, because individuals that are exposed role ambiguity, scanty workplace surroundings as well as lack of strategic resources negatively contributes to occupational stress (Kim and Cho, 2020). Therefore, the minute individuals start executing their tasks for protracted lengthy periods in unsystematic scheduled time arrangements occupational pressure tends to stem thereby reducing employee’s social life. Likewise, if superiors of the organisation exerts extreme workload as well as impossible aims individuals tend to succumb to occupational hazards, with work-related stress being one of the hazards. Therefore, uncontrollable workplace hazards lead to individual’s sluggishness and reduced social capital role particularly towards the accomplishment of superior organisational goals. As a result of this, extensive staff renewal rates become the order of the day (Ngirande, 2021).

The nonexistence of management support leads to elevated occupational trauma between the management and the individuals. However, if individuals are highly empowered to execute their employment tasks then in this case the work pressure stress leading to stress can easily be waned or completely null and void (Lambert, Hogan and Keena, 2015). Therefore, there is need for appointed expert power to individuals such that they administer their day-to-day tasks as well as be at discretion to contribute in verdicts associated with the execution of their daily routine job tasks. Zimbabwe’s economic situation has become a high stress factor as employees has the fear of losing their jobs since most private organisations, including private colleges are being affected by the economic climate and hence this might lead to the reassessment of job positions and departments required in the colleges respectively (Ngirande, 2021).

In most workplaces there is discrimination and harassment in the sense that the workplace atmosphere becomes highly subjective leading to unnecessary work pressures and strains in executing tasks. Therefore, management has a prerogative of ensuring a great place of work for employees as well as the other organisational stakeholders so as to circumvent occupational hazards including stress at all costs. Adequate health and safety training must be availed to all relevant organisational stakeholders particularly employees. All this can be done when there is transparency in information dissemination as well as teamwork practices amongst top management and employees as t they succumb to stress on a daily basis (Ketkaew, Manglakakeeree and Naruetharadhol, 2020). This is due to the fact that stress has influence both individual and organisational performance simultaneously as employees facing higher levels of work-related stress can increase the absenteeism rate thereby leading to high staff renewal rates.

Work-life balance

Johari, Yean Tan and Tjik Zulkarnain (2018) signifies recognising a pleasing equilibrium amongst individual’s social and work life as well as reduced divergence amid the manifold responsibilities one has to accomplish in relation to individuals social as well as work-life. Fischer, Hyder and Walker (2020) reinforce this particular view by highlighting that realizing stability among expert job as well as extra social curricular tends to diminish tension concerning work and social life of individual employees, thereby enhancing effectiveness as well as efficiency of workers. As such, attention on balancing work-life with social life contributes to a relaxed workplace atmosphere particularly when recreational as well as day-care amenities are offered. Individuals thrive for an equilibrium between their work as well as social life in order to accomplish organisational requirements together with accomplishing the social life obligations. Frequently, employees that seize to discover the balance amongst work life as well as social life become disoriented from their jobs thus expanding staff renewal rate (Wheelen and Hunger, 2012).

Sandhya and Kumar (2011) denote that work and social life equilibrium can be enhanced through various initiatives that have the capacity to considerably augment motivation as well as attract and retain potential employees with idiosyncratic capabilities. Moreover, when there is economic recession, achieving an equilibrium between work and social life have an impact on employee value proposition as well as the organisation on it being regarded as an employer of choice. Sandhya and Kumar (2011) strengthen their view, by signifying that the divergence amid these aspects of work-life balance significantly impact employee’s levels of commitment and loyalty to the organisation. Arif and Ilyas, (2013) scrutinized the association amongst staff renewal rates and organisational patronage such as management support as well as flexible working hours among other variables and reckoned that organisational patronage usually leads to reduced staff renewal rates. Extant literature highlights various work-life balance techniques which firms should implement so as to boost employee retention (Armstrong, 2020). Work-life balance techniques comprise of accommodating working hours, availability of recreational facilities to enhance social capital role within the organisation so as to reduce stress levels as well as conflicts of interests between management and individual employees (Bratton and God, 2017).

Interpersonal relationships

Constructive interrelationships should exist between individuals and their superiors so as to foster a positive working environment (Beer et al., 2015).  Moreover, Barreiro and Treglown (2020) signify that there is need for open and transparent communication lines between the employer and the employee so as to ensure and allow better transmission of information. Accordingly, staff renewal rates can be reduced if organisations concentrate on developing affiliations as well as patronage by ways of coming up with initiatives that curb occupational stress, reduce disgruntlement amongst organisational stakeholders as well as boost organisational commitment. Thus, it is imperative to handle staff renewal rates at a very early stage so as to find ways of boosting employee dedication that focus on empowering employees towards the development and achievement of strategic organisational goals (Baldwin and Bommer, 2016).

Usually conflicts of interests are prone in organisations that have strained interpersonal relationships which in turn contributes to organisational brain-drain (Finnegan, 2011). As a result, the affection between the organisation and its clientele significantly influence the retention of valuable employees that contributes towards the attainment of strategic organisational goals. Subsequently, organisations not only require performance appraisal techniques to acknowledge as well as motivate its clientele for accomplishing strategic goals instead the organisation is obliged to create new organisational initiatives that enable it to converge both its interests and those of its individual employees (Gomes Da Costa et al., 2021).

Management support

The affiliation amongst management and individual employees portrays an integral part in staff renewal rates. Thus, management are the employer brand ambassadors of an organisation as the management panache that they depict is contemplated as reciprocally an emotional and psychological factor in employee retention (Armstrong, 2020). Fischer, Hyder and Walker (2020) indicate that workers’ opinions concerning the organisation they are employed at are intensely associated with existence of constructive employment relations. Moreover, the existence of management support as well as constructive feedback tends to reduce the staff renewal rates as individuals are more likely to be loyal towards the accomplishment of strategic organisational goals. Management work together with individual employees so as surpass the rivalries expectations contingent to the dynamic environment.

Staff renewal rates tends to particularly reduce when constructive employment relations are in full existence in an organisation, thereby reducing brain-drain (Bratton and Gold, 2017). Executives should be able to alleviate employee retention strategies in their organisations in order to curb extensive staff renewal rates. This signifies that as soon as individuals are recognised as an integral part of the organisation, management should focus on establishing employees’ loyalty to the organisation as it can be deemed as an employer of choice. This view is reinforced by (Johari, Yean Tan and Tjik Zulkarnain, Z. I. (2018) who indicates that individuals depart from their respective organisations frequently due to strained employment relationships. In other words, extensive staff renewal rates emanate from the dubious employment relations that exist amongst the various organisational stakeholders. In addition, Fischer, Hyder and Walker (2020 insinuate that strong attitudes of individuals are the preliminary stage for organisations to portray extensive employee retention strategies that boost employee value proposition.

Employment relationship positively influence employee retention, as management regulates the principal fundamentals that drive employee engagement. As a result, these fundamentals comprise of rewards and benefits, prospects, acknowledgement as well as conducive atmosphere (Arif and Ilyas, 2013). It is imperative to reckon management responsible for retaining affluent employees as management patronage portrays a substantial influence in retaining intellectually capable employees (Manmohan, 2013). Thus, the dependability as well as affection within the organisation tends to be extensive when management and individual employees have the organisation’s best interests at heart. As a result, these particular organisations are in a position to attract and retain existing as well as potential employees since their individual worth is recognised (Anari, 2012).

The affiliation amongst employees and their superiors enhance the enactment of sound strategic human resource development strategies that boost employee retention levels within various organisations (Arif and Ilyas, 2013). Thus, employees cultivate their robust plans of fully committing to the organisation if the working atmosphere encourages citizenship behaviour in the long-run. According to Manmohan (2013) absence of candidness and appreciating one another in the organisation, usually contributes to extravagance stress on individuals that on the contrary puts a lot of pressure on individuals. Thus, contributing towards deterioration in productivity as well as in achieving strategic organisational objectives. Henceforth, this will ultimately steer reluctance by individuals to share knowledge and contribute towards the achievement of the corporate goals particularly when their superiors’ translucency is not clear to the employees (Barreiro and Treglown, 2020). As a result, productivity, low staff renewal rates and strategic human resource development can be accomplished if there is extensive management support.

Working environment

Working atmosphere is one unique variable that influence the retention of employees in any given organisation. Dessler (2015) contends that the main focus of organisations should be based on providing superior employments with pronounced working atmosphere in order to reduce staff renewal rate. Thus, firms should be capable of establishing the indispensable working atmosphere by converging the prerequisites of existing and potential employees. Bushe (2012) argues that pronounced work atmosphere comprise of a responsive as well as thriving environment with decent paraphernalia and efficient transmission of information across the organisation to enhance efficiency. It is therefore, worth-noting that the strategic tool towards employee retention is by means of fostering a working atmosphere that influences loyalty, commitment, attitudes as well as behaviours of individual employees towards the organisation.

Dessler (2015) asserts that individual employees appreciate working in those organisations that offer encouraging working atmosphere to an extent that they have confidence in influencing the attainment of the superior organisation’s strategic goals as well as persuading the organisation to move from strength to strength. In addition, workplace state of affairs denotes to a workplace atmosphere that stimulates the creative execution of employment duties through adequate and efficient use of resources as well as management support (Beer et al., 2015).  Concurring to Fischer and Walker (2020) the distinctiveness of workplace atmosphere differ in amenities industry as paralleled to manufacturing division as it has to interrelate with the clientele of the organisation on a regular basis. This is reinforced by Kaplan and Kaplan (2018) who highlight that the interaction between employees and clients or customers move from corporal to psychological dimension particularly when the employment atmosphere is relaxing, comparatively subtle in corporal and mental anxiety as well as amenities accomplishment of strategic objectives, that have a tendency to yield extraordinary amounts of fulfillment between the workforce. One can construe that individual employees appreciate associating themselves with organisations that offer constructive workplace atmosphere where they have an ambiance to contribute towards the attainment of organisational strategic orientation through e-spirit de-corpse.

Sound working atmosphere create significant transformations as to how individual employees to the working atmosphere as this hold an insightful influence on individual employees and they have a tendency of being loyal, committed as well as engaged to the organisation as long as their needs and wants are met (Lambert, Hogan, and Keena, 2015). Adaptable hours of work, stimulating employment relations, a perception of determination and reduced conflicts of interests amongst employees and as well as the organisation tend to offer a conducive working atmosphere (Goddard and Melville, 2011). The psychosomatic atmosphere, that offers assistance for the management of various occupational pressures and corporal buttressing arrangements such as those comprising of work-related stress psychotherapists and healthcare facilitators within the organisation so as to stimulate a sense of belonging and employment security to employees (Goddard and Melville, 2011).

Organisational culture

Organisational culture incorporates the ethos, principles as well as shared values. Caldwell and Anderson, (2018), signify that organisational culture comprise of normal beliefs that a distinct clique has inaugurated, revealed or recognised allowing them to solve external anomalies of existence and internal complications of integration. As a result, organisational cultures have different and various effects on employee retention. Bushe (2012) hypothesizes that good organisational cultures should be compatible with the working environment in the organisation thus creating employees who are actively and passionately engaged. This view is reinforced by (Johari, Yean Tan and Tjik Zulkarnain, 2018) who posits that culture influence the morals, principles, practices as well as undertakings of an organisation. Thus, culture builds and supports the vision, mission as well as values of an organisation, and influence organisational growth, communication, risk appetite, creativity together with innovation as well as defining what external stakeholder’s expectations.

One can therefore deduce that, organisational culture entails the candid and unforgettable beliefs that an organisation has, that are demonstrated daily throughout the organisation. This is due to the fact that culture is evident in everything the organisation does, that is, from hiring people who fit the culture to developing product and service all embedded in the culture of the organisation. As a result, the organisational culture drives many variables in an organisation including employee retention. From an organisational culture perspective, employees in an organisation belong to their specific organisational culture and their daily tasks are guided by the organisational culture (Fischer, Hyder and Walker, 2020). The hygiene factor model of motivation comprising of intrinsic and extrinsic motivational variables, indicates that some variables bring about job satisfaction whereas other factors bring about dissatisfaction. This theory is essential to employers in understanding the needs and wants of employees hence it would help organisations in creating the necessary human resource strategies so as to improve the culture of the organisation be it an academic institution or profit-making organisation.

Increased retention levels are experienced in organisations where employees work towards a common goal

(Dessler, 2015). Organisational culture symbolises employee oneness, thus reducing status distinctions which tends to exist in an organisation (Wheelen and Hunger, 2012). In the views of Goddard and Melville ( 2011) organisational culture proffers a collective coordination of values that form the basis for organisational networks as well as communality, thus stimulating peace, harmony and bringing about mutuality of interests and ultimately good working relations. Thus, the organisational culture have to be in full existence in an organisation in order to avoid situation whereby employees become detached from the organisation.

METHODOLOGY

Research philosophy and approach

In quest of conducting the research, the research onion by Saunders, Lewis and Thornhill (2019) was used as a research framework comprising of of research procedures as well as techniques, research tactics, philosophies, choices and time limits. The study adopted positivism philosophy as it was deemed necessary for quantitative research as it provides reviews as well as numerical analysis will be as it is in tandem with epistemology (Neuman, 2017). Thus, hypothesis analysis, advancement of theoretical models as well as the explanation of causal relationships was achieved by applying positivism. Generally, the researchers wanted to test relationships as well as generalize findings which could not be done by means of qualitative findings. The researchers utilized the deductive approach to withdraw the psychological and psychosocial variables that influenced employee retention in private colleges. Deductive approach was deemed appropriate as it had a higher probability of clarifying the fundamental associations between psychological as well as psychosocial variables on employee retention. As such, the concepts were quantitatively measured and the research findings were to be generalized to a certain extent as deductive approach closely followed the path of logic.

Sampling

The selection of a rational subset of respondents for observation in a quantitative manner is referred to as a sampling frame. Thus, specific individual observations are intended to generate constructive outcomes about the research population (Bryman, 2014). The intended sample included teachers, administrative staff, directors as well as the human resource personnel of the private colleges under study. This was deemed as the best target population in order to determine the relevance of psychological as well as psychosocial factors in attracting and retaining employees in private colleges. The main focus of the researchers was conducting a study at all independent private colleges in Bulawayo which had at least one thousand and two hundred employees (1200) but due to some limitations such as time, the researcher carried out the study in thirteen (13) selected independent private colleges with a population of 120 respondents. The researchers employed the unsystematic sampling technique in which the research population subsets were substantively chosen. Examining the entire population of Bulawayo independent private colleges was not viable as time was a major limiting factor. The adoption of random or unsystematic sampling procedure was deemed necessary as the chosen population subset was an actual depiction of the independent private college’s employees. An aggregate of 120 employees was examined, this included 80 teachers, 10 administrative staff, 5 Human resource management staff, 10 directors and 15 ancillary staff members respectively. However, only 106 respondents took part in the research survey.

Data Collection

Sources of Data

Internet, journal articles, primers, as well as other records were employed for obtaining appropriate information concerning the study. For that reason, secondary data was adopted to ensure a reasonable interpretation of the significance of psychological and psychosocial factors in retaining employees in Bulawayo private colleges.

Data collection instruments

The quantitative research strategy has many research instruments with the questionnaire being one of them. A questionnaire is generally a data gathering technique for each and every respondent in a quantitative study by means of comparable questions in a Likert scale manner (Mugenda, 2011). The researchers made use of questionnaires which were deemed appropriate for the collection of extensive data from an immense populace of the independent private colleges. Since the private colleges sector is comprehensive it was unlikely to collect information by means of telephone or face to face interviews from every single respondent.

The survey contained close ended questions that were determined by ordinal Likert scale responses. The responses were classified into both four-point and five-point ordinal Likert scale measures respectively. Additionally, most of the survey questions varied between strongly agree, agree, undecided, disagree as well as strongly disagree. Assessment scales that are used to gather thoughts as well as confidence towards certain survey declarations are referred to as Likert scales (Quinlan, 2011). The purpose of the questionnaire was to gather data to ensure that the respondent’s attitudes as well as interpretations concerning a plethora of issues affecting them in the execution of their tasks was analysed accordingly.

Pilot Study

After gaining access to the properties of the Bulawayo independent private colleges, a questionnaire was administered. It was administered in quest of acquiring various viewpoints from the college’s employees respectively. The main purpose for pilot testing was to permit modification as well as the construction of questions in a questionnaire (Nachmias, 2001). Thus, before conducting the genuine research study pilot testing was done in order to allow the researcher make reasonable amendments. The test was done in order to safeguard that respondents appreciated the nature of the research questionnaire as well as bringing to light any feebleness associate with the instrument. In addition, pre-examination of the questionnaire presented a chance for ascertaining the whole data gathering procedure in advance. As a result, this was done before the commencement of the actual distribution of the questionnaire to specific research population. The reaction from the respondents towards the survey statements during the pre-testing of the questionnaire ascertained the exclusion of certain vague questions that were deemed unnecessary. Subsequently, the entire weaknesses of the research instrument were adhered to prior circulation to all the target population. The use of the authorization memo from university led to extensive response ratios as the discretion of matters was authorised.

Reliability

The degree to which research findings are dependable and constant with an exact interpretation of the total population under scrutiny in the long-run is described as reliability. Consequently, when findings are repeated in a comparable research technique, frequently the research instrument is deemed to be reliable (Kumar, 2005). As such, Cronbach’s alpha consistency test was done in order to ascertain research instruments consistency. The degree to which research findings are dependable over time with an exact depiction of the entire sample under analysis is known as reliability. Consequently, when findings are consistently repeated in a comparable research technique, frequently the research instrument is deemed to be reliable (Kumar, 2005). As such, Cronbach’s alpha reliability test was utilised in testing the research instruments reliability.

Cronbach’s alpha is a coefficient consistency analysis method which involves only a distinct exploration that stipulate an exclusive approximation of consistency for a particular investigation. Bryman (2020), stipulated the subsequent directions for Cronbach’s alpha indicating that when α > 0.9 the test is considered excellent. If α >0 .8 it is regarded as reliable good whereas if the test is α > 0.7 the test is considered acceptable. Moreover when α > 0.6 the test is regarded as questionable and when α > 0.5 the reliability test is considered as poor. Likewise, if α < 0.5 the reliability test is highly unacceptable.  The reliability test measured the internal consistency of eleven scales, namely working environment, workload, job security, emotional intelligence, motivation, management support, job stress, work-life balance, interpersonal relationships, self-esteem, organisational culture and employee retention. Table 1 represents the reliability analysis results.

Table 1: Cronbach’s alpha reliability analysis

Source: Primary data

Table 1, indicates that scales exhibited high reliability scores. Motivation scored an alpha coefficient of 0.939 exhibiting excellent reliability and in addition, work-related stress scored an alpha of 0.922 indicating excellent reliability. In general, working environment, emotional intelligence, management support, interpersonal relationships, self-esteem, organisational culture as well as employee retention scored alpha coefficients above 0.70, indicating that the measures were therefore considered to be consistent as well as reliable.

Validity (Exploratory factor analysis)

The magnitude to which an investigation quantifies what it intended to compute is referred to as validity. Validity is premised upon three principal techniques that comprise of content validity, construct validity as well as criterion-related validity. These techniques are utilised in order to confirm authenticity of assessments as well as measures (Neuman, 2017). The researchers analysed the data for content validity as there was a necessity to establish the extent to which the test items denoted the scope of the characteristic as well as the item quantified. There was random selection of variables from the content in order to precisely signify data in the identified subjects. Application of investigative factor analysis approach permitted the researchers to acquire a set of variables which were a true representative of the content that was measured.

Investigative factor analysis was utilised to quantify rationality of the dependent variable (employee retention) against independent (psychological and psychosocial) variables. For the variables to be deemed valid, the p value should be a lesser total of 0, 05 and a sampling adequacy value ought to be larger than 0, 5 (KMO˃0, 5). An investigative variable analysis was done for both psychological and psychosocial variables as shown in the following tables.

Factor analysis for working environment

Working environment comprised of 10 items reported on a five-point Likert scale, factor analysis for working environment dimensions is summarised in Table 2 as well as in Table 3 accordingly.

Table 2: KMO and Bartlett’s Test for working environment

 Table 3: Factor loadings for working environment dimensions

Source: Primary data

Table 2 as well as table 3 highlight the factor analysis for the working environment variable. The working environment variable scored a KMO of 0.764 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 55. As a result, KMO value greater than 0.5 as well as significant p- value suggests an adequate sample size for investigative variable analysis as shown in the factor analysis Table 3. Additionally, factor loadings higher than 0.5 suggests convergent validity. In the case of working environment there was convergent validity as all the dimensions had matrix component loadings greater than 0.5.

Factor analysis for workload

The workload variable comprised of 5 items. Thus, workload dimensions’ factor analysis is summarised in Table 4 as well as in Table 5.

Table 4: KMO and Bartlett’s Test for working environment

Source: Primary data

Table 5: Factor loadings for workload dimensions

Source: Primary data

Table 4 as well as Table 5 highlight workload variable factor analysis. Thus, the workload had a KMO score of 0.809 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 10. As a result, the KMO value of 0.809 is greater than 0.5 as well as the significant p- value suggests an adequate sample size for workload factor analysis as indicated in the factor analysis Table 4. Additionally, the loadings were higher than 0.5 and this shows that there was convergent validity since all workload dimensions had matrix component loadings greater than 0.5 as depicted in Table 5.

Factor analysis for job security

The job security variable comprised of 5 measurable items. The factor loadings analysis for workload dimensions is shown in Table 6 as well as in Table 7 accordingly.

Source: Primary data

Table 7: Factor loadings for job security dimensions

 Source: Primary data

Table 6 as well as Table 7 bring to light the job security variable factor analysis. Thus, the workload had a KMO score of 0.846 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 10. From the above statistics, the KMO value of 0.846 is greater than 0.5 as well as the significant p- value indicated a satisfactory sample size for job security factor analysis as indicated in the factor analysis Table 7. Additionally, component matrix values were higher than 0.5 and this exhibits that there was convergent validity due to the fact that all job security dimensions had component matrix values bigger than 0.5 as summarised in Table 7.

Factor analysis for emotional intelligence

The emotional intelligence variable comprised of 6 items only. Thus, factor analysis results for emotional intelligence are represented in Table 8 as well as in Table 9.

Table 8: KMO and Bartlett’s Test for emotional intelligence

Source: Primary data

Table 9: Factor loadings for emotional intelligence dimensions

Source: Primary data

Emotional intelligence had each of its factors weighed against the variable of employee retention. Table 8 and Table 9 indicate the emotional intelligence variable factor analysis. Thus, emotional intelligence had a KMO score of 0.792 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 15. It is indicative from the above statistics in Table 8 as well as in Table 9 that the sampling measure value of 0.792 was bigger than 0.5 as well as the significant p- value suggested a satisfactory sample size for emotional intelligence. Additionally, all component matrix values were higher than 0.5 and hence this exhibits a convergent validity depicted in Table 9.

4.5.5 Factor analysis for motivation

The motivation variable contained 6 items which were analysed. Thus, motivation factor analysis results are shown in Table 10 as well as in Table 11 respectively.

Source: Primary data

Table 11: Factor loadings for motivation dimensions

Source: Primary data

Motivation had each of its various dimensions measured against the dependent variable (employee retention). Table 10 and Table 11 depicts motivation variable exploratory factor analysis. Thus, motivation had a KMO score of 0.899 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 15. It is analytical from the above statistics in Table 10 as well as in Table 11 that the sampling measure value of 0.899 was bigger than 0.5 as well as the significant p- value suggested a satisfactory sample size for motivation. Additionally, component matrix values were greater than 0.5 and hence this exhibited a convergent validity.

Factor analysis for management support

The management support variable contained 8 items. Thus, management support factor analysis results are summarised in Table 12 as well as in Table 13.

Table 12: KMO and Bartlett’s Test for management support

 Source: Primary data

Table 13: Factor loadings for management support

Source: Primary data

Management support had each of its various dimensions measured against the variable of employee retention. Table 12 and Table 13 represents the management support variable exploratory factor analysis. Thus, management support had a KMO score of 0.637 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 28. It is indicative from the above statistics in Table 12 as well as in Table 13 that the component matrix coefficients of 0.637 was greater than 0.5 as well as the significant p- value suggested a satisfactory sample size for management support. Additionally, all component coefficients were greater than 0.5 and hence this revealed a convergent validity.

Factor analysis for work-related stress

The work-related stress variable contained 14 items that were analysed. Thus, factor analysis results for management support are summarised in Table 14 as well as in Table 15 respectively.

Table 14: KMO and Bartlett’s Test for work-related stress

Source: Primary data

Table 15: Factor loadings for work-related stress dimensions

Source: Primary data

Work-related stress had each of its fourteen various dimensions measured against the variable of employee retention. Table 14 and Table 15 represents exploratory factor analysis for work-related stress variable. Thus, work-related stress had a KMO score of 0.847 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 91. It is analytical from the above statistics in Table 14 as well as in Table 15 that the component matrix coefficient of 0.847 was above 0.5 as well as the significant p- value suggested a satisfactory sample size for work-related stress. Additionally, work-related stress factor loadings were higher than 0.5 and hence this revealed a convergent validity.

Factor analysis for work-life balance

The work-life balance variable contained 7 items which were analysed. Thus, factor analysis results for work-life balance are summarised in Table 16 as well as in Table 17 respectively.

Source: Primary data

Table 17: Factor loadings for work-life balance

Source: Primary data

Work-life balance variable had each of its seven various dimensions measured against the variable of employee retention. Table 16 and Table 17 represents exploratory factor analysis for work-life balance variable. Thus, work-life balance had a KMO score of 0.874 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 21. It is logical from the above statistics in Table 16 as well as in Table 17 that the component coefficient matrix of 0.874 was above 0.5 as well as the significant p- value indicated a satisfactory sample size for work-life balance. Additionally, work-life balance factor loadings were higher than 0.5 and hence this revealed a convergent validity.

Factor analysis for interpersonal relationships

The interpersonal relationships variable contained 5 items which were analysed accordingly. Thus, factor analysis results for interpersonal relationships are presented in Table 18 as well as in Table 19 respectively.

Table 18: KMO and Bartlett’s Test for interpersonal relationships

Source: Primary data

Table 19: Factor loadings for interpersonal relationships dimensions

Source: Primary data

The interpersonal relationships variable had each of its five various dimensions measured against the variable of employee retention. Table 18 and Table 19 signifies exploratory factor analysis results for interpersonal relationships variable. Consequently, interpersonal relationships had a KMO score of 0.890 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 21. It is compelling from the above statistics in Table 18 as well as in Table 19 component coefficient matrix of 0.890 was above 0.5 as well as the significant p- value implied a satisfactory sample size for interpersonal relationships. Additionally, interpersonal relationships factor loadings were higher than 0.5 and hence these intensely confirmed convergent validity.

Factor analysis for self-esteem

The self-esteem variable comprised of 10 various dimensions which were analysed. Thus, factor analysis results for self-esteem are presented in Table 20 as well as in Table 21 respectively.

Table 20: KMO and Bartlett’s Test for self-esteem

Source: Primary data

Table 21: Factor loadings for self-esteem dimensions

Source: Primary data

The self-esteem variable had each of its ten various dimensions measured against the variable of employee retention. Table 20 and Table 21 indicates exploratory factor analysis results for the self-esteem variable. Accordingly, self-esteem had a KMO score of 0.614 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 45. It is convincing from the above statistics in Table 20 as well as in Table 21 that the component coefficient matrix of 0.614 above 0.5 as well as the significant p- value implied a satisfactory sample size for self-esteem. Furthermore, self-esteem component matrix coefficients were above 0.5 and hence these strongly confirmed convergent validity.

Factor analysis for organisational culture

Organisational culture variable comprised of 10 various dimensions which were tested. Thus, factor analysis results for organisational culture are summarised in Table 22 as well as in Table 23 respectively.

Source: Primary data

Table 23: Factor loadings for organisational culture dimensions

Source: Primary data

Organisational culture variable comprised of 10 various dimension of which each dimension was measured against the dependent variable of employee retention. Table 22 and Table 23 indicates exploratory factor analysis results for organisational culture variable. In view of that, organisational culture had a KMO score of 0.833 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 10. It is conclusive from the results in Table 22 as well as in Table 23 component matrix coefficients of 0.833 were above 0.5 as well as the significant p- value entailed a satisfactory sample size for organisational culture. In addition, organisational culture factor loadings were higher than 0.5 and hence these strongly confirmed convergent validity.

Factor analysis for employee retention

The employee retention variable contained five different dimensions. Thus, factor analysis results for employee retention are presented in Table 24 as well as in Table 25 respectively.

Source: Primary data

Table 25: Factor loadings for employee retention dimensions

Source: Primary data

The employee retention contained five different dimensions that were measured against the dependent variable of employee retention. Table 24 and Table 25 indicates exploratory factor analysis results for the employee retention variable. In view of that, employee retention had a KMO score of 0.716 which was greater than > 0.5, with a significance of 0.000 significant at p ˂ 0.005 with a degree of freedom (df) of 21. It is conclusive from the results in Table 24 as well as in Table 25 that component matrix coefficients of 0.716 was above 0.5 as well as the significant p- value entailed a satisfactory sample size for organisational culture. Furthermore, employee retention factor loadings were higher than 0.5 and hence these strongly confirmed convergent validity.

Ethical Considerations

Discretion, obscurity as well as principles of a communal cluster, individual or an organisation under scrutiny is known as ethical conduct (Watkin and Gioia, 2015). Obscurity as well as discretion frequently denotes to the assertion that the investigator provides respondents with confidentiality clauses during as well as after the research (Saunders et al., 2019). With regards to the study, all respondents were informed of the privacy concerning their various perspectives. The respondent’s identity remained anonymous during the entire investigation. The researchers tried by all means to follow the ethical codes of the colleges under study. The researchers aimed at carrying out the research according to the stipulated time frame as well as exercising discretion towards the respondent’s viewpoints. Above all, the researchers clarified that the data was for academic use only and not for personal use. In essence, the respondents were required to provide all the relevant information as per the structure of the questionnaire by responding to the questions in a respective and truthful manner.

Data analysis

The unsystematic as well as statistical data gathered was evaluated by means of an arithmetical software commonly known as IBM statistical packages for the social sciences (IBM-SPSS). The gathered information was coded accordingly through the use of the above-mentioned statistical software package. Descriptive statistical exploration of the variables was done as a first step towards discernment of all the distributed variables. The relationship between variables under investigation was achieved by means of adopting inferential statistical technique. One major technique that was utilised to ascertain relationships between variables was the Spearman’s rho rank correlation. Hypothesis testing was done through hierarchical linear regression analysis. The researchers, adopted hierarchical linear regression in order to predict significance of employee retention based upon psychological as well as psychosocial variables under study. Thus, as a way of establishing on whether the variables significantly contributed to the prediction of the study statistically, hierarchical linear regression was adopted.

FINDINGS

A twofold classified linear regression was piloted with employee retention being a dependent variable. Stage 1 of hierarchical liner regression, self-esteem, job-security, emotional-intelligence as well as motivation were inputted as predictor variables into the insignificant model. Organisational culture, interpersonal relationships, working environment, workload, management support, and work-life balance as well as work-related stress were included as predictor variables into Step 2 of the model.

Comparing Models.

Table 1: Model comparisons for variables predicting employee retention

 Source: Primary data

Note. Each Step was compared to the previous model in the hierarchical regression analysis

Model interpretation for variables predicting employee retention

The F-test for Step 1 was significant, F (4, 100) = 16.88, p < .001, ΔR² = 0.40. This model indicates that adding self-esteem, job security, emotional intelligence, and motivation explained an additional 40.31% of the variation in employee retention. The F-test for Step 2 was significant, F (6, 94) = 2.70, p = 0.018, ΔR² = 0.09. This model indicates that adding organisational culture, interpersonal relationships, working environment, workload, management support, as well as work-life balance elucidated an extra 8.77% of deviation in employee retention. Thus, outcomes for model contrasts are in Table 4.2 below.

Table 2: Summary of Hierarchical Regression Analysis for variables predicting employee retention

Note. Confidence intervals (CI) for B are based on an alpha of 0.05.

Source: Primary data

Model interpretation of hierarchical regression analysis for variables predicting employee retention

Self-esteem did not significantly predict employee retention, B = 0.12, t(94) = 1.59, p = 0.116. Centered on this sample, a single component increase in self-esteem does not have a significant influence on employee-retention.

Emotional intelligence did not significantly predict employee retention, B = 0.16, t(94) = 1.69, p = 0.095. Centered on this sample, a one-unit increase in emotional intelligence does not have a significant influence on employee retention.

Job security did not significantly predict employee retention, B = 0.02, t(94) = 0.22, p = 0.830. Based on this sample, a one-unit increase in job security does not have a significant effect on employee retention.

Motivation significantly predicted employee retention, B = 0.17, t(94) = 3.12, p = 0.002. This indicates that on average, a one-unit increase of motivation will increase the value of employee retention by 0.17 units.

Working environment significantly predicted employee retention, B = 0.12, t(94) = 2.09, p = 0.039. This means that on average, a single component increase in working environment will increase the value of employee retention by means of 0.12 units.

Workload did not significantly predict employee retention, B = 0.05, t(94) = 0.59, p = 0.557. Grounded on this sample, a one-unit increase in workload does not have a significant effect on employee retention.

Management support did not significantly predict employee retention, B = 0.03, t(94) = 0.37, p = 0.711. Based on this sample, a one-unit increase in management support does not have a significant effect on employee retention.

Interpersonal relationships did not significantly predict employee retention, B = 0.19, t(94) = 1.66, p = .101. Based on this sample, a one-unit increase in interpersonal relationships does not have a significant effect on employee retention.

Organisational culture significantly predicted employee retention, B = 0.15, t(94) = 2.37, p = 0.020. This indicates that on average, a one-unit increase of organisational culture will increase the value of employee retention by 0.15 units.

Work-life balance significantly predicted employee retention, B = -0.17, t(94) = -2.18, p = .032. This indicates that on average, a one-unit increase of work-life balance will decrease the value of employee retention by an estimated ratio of 0.17 units. Findings are depicted shown in Table 4.53.

Work-related stress significantly predicted employee retention, B = 0.19, t(94) = 0.047, p = 0.000. This portrays that on average, a single component increase in work-life balance will decrease the value of employee retention by 0.17 units.

DISCUSSION OF RESULTS

Relationship between self-esteem and employee retention

Self-esteem did not significantly predict employee retention, B = 0.12, t(94) = 1.59, p = 0.116. Based on this sample, it does not have a significant effect on employee-retention. The outcomes indicated that self-esteem did not predict employee retention in the independent private colleges under study. Thus, a one-unit increase in self-esteem was not highly predictive of employee retention. The insignificance may be attributable to the fact that self-esteem is insignificant and not valued by the management of the private colleges as indicated by p=0.116. The research findings contradict with the findings of Armstrong (2020) who suggested that self-worth is a candid requirement when organisations choose to focus on employee retention since it is the principal psychological requirement of employees in a working environment as it boosts their self-worth. Similarly, Gomes Da Costa et al., (2021) in their findings indicated that when employees are appreciated for their deeds, their self-esteem is enhanced thereby leading to high commitment levels.

Relationship between emotional intelligence and employee retention

Emotional intelligence did not significantly predict employee retention, B = 0.16, t(94) = 1.69, p = 0.095. Based on this sample, a one-unit increase in emotional intelligence does not have a significant effect on employee retention. The results, indicated that emotional intelligence did not significantly predict employee retention in the independent private colleges under study. With regards to the results, p = 0.095 meant that a one-unit increase in emotional intelligence was not predictive of employee retention. The insignificance may be related to lack of emotional intelligence initiatives in private colleges under scrutiny.

Relationship between job security and employee retention

Job security did not significantly predict employee retention, B = 0.02, t(94) = 0.22, p = 0.830. Based on this sample, a one-unit increase in job security does not have a significant effect on employee retention. The results, indicated that job security did not significantly predict employee retention in the independent private colleges under study. With regards to the results, p = 0.830 meant that a one-unit increase in job security was not predictive of employee retention. The outcome is consistent with the findings of Lambert, Hogan and Keena, (2015) who indicate that private organisations have occupations that generally provide low employment security as it typically differs across industries that possess employees with variety of skills and abilities.

Relationship between motivation and employee retention

Motivation significantly predicted employee retention, B = 0.17, t(94) = 3.12, p = 0.002. This indicates that on average, a one-unit increase of motivation will increase the value of employee retention by 0.17 units. The outcomes, indicated that motivation significantly predicted employee retention in the independent private colleges under study. With regards to the results, p = 0.002 meant that a one-unit increase in motivation was highly predictive of employee retention. This meant that for employees to remain attached to their respective colleges there is need for extensive incentivizing.

This outcome is coherent with the empirical findings by Sandhya and Kumar (2011) that shown that motivation is regarded as an important influence for employee retention. Additionally, Sandhya and Kumar (2011) declared that the felt-fair principle concerning employee motivation is basically the principal dimension of the implicit as well psychological contractual connection amongst employers and employees respectively. Thus, the fundamental assumption being that motivation is the key to employee retention. Similarly, Muhammad et al., (2012) stipulated that if there is no link between pay and individual employee’s performance employees become dissatisfied. Thus, the employee’s inability to see this becomes a key push factor to leave the organisation for greener pastures.

Relationship between working environment and employee retention

Working environment significantly predicted employee retention, B = 0.12, t(94) = 2.09, p = 0.039. This indicates that on average, a one-unit increase of working environment will increase the value of employee retention by 0.12 units. With regards to the results, p = 0.039 meant that a one-unit increase in working environment was highly predictive of employee retention. The research findings indicate that there is a strong and positive relationship between working environment and employee retention. These findings are consistent with the findings of Dessler (2015) who asserts that individual employees appreciate working in those organisations that offer encouraging working atmosphere. Employees prefer working in a positive working environment to an extent that they have confidence in influencing the attainment of the organisation’s strategic goals.

Relationship between workload and employee retention

Workload did not significantly predict employee retention, B = 0.05, t(94) = 0.59, p = 0.557. Based on this sample, a one-unit increase in workload does not have a significant effect on employee retention. The outcomes, indicated that workload did not significantly predict employee retention in the independent private colleges under study. With regards to the results, p = 0.557 meant that a one-unit increase in workload did not highly predict employee retention.  The research findings therefore, indicates that workload does not contribute to one’s decision of either staying or leaving their respective organisation.

Relationship between management support and employee retention

Management support did not significantly predict employee retention, B = 0.03, t(94) = 0.37, p = 0.711. Based on this sample, a one-unit increase in management support does not have a significant effect on employee retention. The outcomes, indicated that management support did not significantly predict employee retention in the independent private colleges under study. With regards to the results, p = 0.830 meant that a one-unit increase in management support was not highly predictive of employee retention. The empirical research findings were contradictory with the findings of Gomez et al., (2012) who suggested that existence of management support as well as constructive feedback tends to reduce the staff renewal rates thereby enhancing the retention of employees.

Relationship between interpersonal relationships and employee retention

Interpersonal relationships did not significantly predict employee retention, B = 0.19, t(94) = 1.66, p = 0.101. Based on this sample, a one-unit increase in interpersonal relationships does not have a significant effect on employee retention. The outcomes, indicated that interpersonal relationships did not significantly predict employee retention in the independent private colleges under study. With regards to the results, p = 0.101 meant that a one-unit increase in interpersonal relationships did not predict employee retention.  One of the reasons for this could be that teachers are always in class helping students to an extent that their social capital role is completely null and void. Thus, spending a lot of time in class does not permit teachers to freely engage with their counterparts.

Relationship between organisational culture and employee retention

Organisational culture significantly predicted employee retention, B = 0.15, t(94) = 2.37, p = 0.020. This indicates that on average, a one-unit increase of organisational culture will increase the value of employee retention by 0.15 units. The results therefore mean that, a one-unit increase of organisational culture highly predict employee retention. These findings are consistent with the outcomes of Beer et al (2015) who indicate that increased employee retention levels are experienced in organisations where employees work towards a shared common goal. Similarly, the results are consistent with the views of Goddard and Melville (2011) who suggested that organisational culture proffers a collective coordination of values that form the basis for organisational networks as well as communality, thus stimulating peace, harmony and bringing about mutuality of interests as well as ultimately good working relations.

Relationship between work-life balance and employee retention

Work-life balance significantly predicted employee retention, B = -0.17, t(94) = -2.18, p = 0.032. This indicates that on average, a one-unit increase of work-life balance will decrease the value of employee retention by 0.17 units. The empirical findings therefore mean that, a one-unit increase of work-life balance highly predict employee retention. The findings are consistent with the views of Kim and Cho, (2020) who noted that realizing stability among expert job as well as extra social curricular tends to diminish tension concerning work and social life of individual employees thereby enhancing employee retention. Similarly, Sandhya and Kumar (2011) suggested that the divergence amid these aspects of work-life balance significantly influence employee’s levels of commitment and loyalty to the organisation.

Relationship between work-related stress and employee retention

Work-related stress significantly predicted employee retention, B = 0.19, t(94) = 0.047, p = 0.000. This indicates that on average, a one-unit increase of work-life balance will decrease the value of employee retention by 0.17 units. The findings therefore mean that, a one-unit increase in work- related stress highly predict employee retention. The findings are consistent with the research findings of Dessler (2015) who suggested that work-related stress has influence both on individual and organisational performance simultaneously. Furthermore, Dessler (2015) emphasizes that employees facing higher levels of work-related stress can increase the absenteeism rate thereby leading to high staff renewal rates, thus, negatively impacting employee retention.

CONCLUSIONS

This study underscores the interdependent roles of psychological and psychosocial variables in shaping employee retention. Psychological factors, including working environment, motivation, job security, emotional intelligence and self-esteem, influence how employees internalize and evaluate their work experiences. Concurrently, psychosocial dimensions such as organizational culture, perceptions of fairness, and management support provide the contextual conditions that either reinforce or erode these internal states. Together, these findings affirm that retention is best understood as the outcome of dynamic interactions between individual-level dispositions and organizational-level environments. Through integrating Equity Theory, Human Capital Theory, and the Resource-Based View, this research contributes a multidimensional framework that positions retention not only as a psychological phenomenon but also as a strategic organizational resource. This theoretical integration highlights that employees are more likely to remain when their contributions are recognized, their development is supported, and their work environment is perceived as equitable and enabling.

Notwithstanding its contributions, the study is constrained by sampling and geographic limitations, potential non-response bias and the cross-sectional design, which limit the generalizability and causal interpretation of findings. Future research should incorporate longitudinal and mixed-method approaches, as well as broader contextual variables, to develop a more comprehensive understanding of retention dynamics. Overall, the findings suggest that effective retention strategies require a dual emphasis by strengthening psychological well-being and resilience among employees while cultivating psychosocial environments characterized by fairness, support and organizational trust. Such an integrated approach offers a pathway for policymakers, administrators, and education-sector leaders to simultaneously enhance workforce stability and organizational performance.

RECOMMENDATIONS

Based on the findings, several practical recommendations are advanced for policymakers, administrators, and the education sector.

• Policymakers should develop and enforce labor and educational policies that promote psychological well-being and psychosocial support, such as mandating access to counseling services and stress management programs in educational institutions.
• Professional development and career advancement opportunities should be incentivized to boost motivation and commitment.
• Administrators and college owners are encouraged to cultivate supportive, transparent, and fair workplace cultures by implementing mentorship programs, conducting regular engagement surveys, and ensuring transparent and equitable HR practices related to promotions, workload, and remuneration.
• Wellness initiatives designed to build psychological capital enhancing hope, optimism, and resilience can further improve employee retention.
• Sector-wide efforts to facilitate knowledge exchange between public and private educational institutions can support the adoption of best practices. Supporting the creation of employee networks and professional associations can build social capital and foster belonging. Finally, flexible work policies that support work-life balance should be promoted to reduce burnout and increase retention.

Recommendations for Future Research

Future studies should seek to address these limitations by adopting a more robust research design. Employing probability-based sampling methods, such as stratified random sampling, will enhance representativeness across diverse employee groups and organizational types. Expanding the geographic scope to include multiple regions or a national sample will enable investigation into contextual influences on retention. Researchers should implement strategies to mitigate non-response bias through anonymity, follow-up reminders, and participant incentives. Longitudinal research designs would be particularly valuable for capturing changes in psychological and psychosocial factors and their causal impact on retention over time. The use of mixed-methods approaches combining quantitative surveys with qualitative interviews or focus groups could yield richer insights into employee experiences. Moreover, future research should incorporate additional predictors such as leadership behaviour, compensation fairness, and economic conditions to develop a more comprehensive understanding of employee retention.

Limitations

While the study provides valuable insights into how psychological and psychosocial variables jointly influence employee retention, several limitations must be acknowledged. The sampling strategy employed may have introduced sampling bias, potentially underrepresenting certain employee subgroups such as part-time staff or newer employees, thus limiting the representativeness of findings. The focus on a specific geographic area of Bulawayo restricts the generalizability of results, as workforce dynamics and institutional cultures may vary considerably in other regions. Furthermore, non-response bias may have occurred if highly dissatisfied or disengaged employees chose not to participate, leading to a more positive portrayal of the organizational climate than might actually exist. The cross-sectional nature of the research also limits the ability to infer causality or understand how psychological and psychosocial variables influence retention over time. Finally, the exclusion of other relevant factors such as leadership style, compensation policies and external labour market influences restricts the comprehensiveness of the retention model presented.

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