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Employee retention remains a critical concern across corporate sectors due to its far-reaching implications for operational efficiency, institutional knowledge preservation, and sustained organisational performance. This systematic literature review examines contemporary approaches to addressing employee retention challenges, with a specific focus on the manufacturing, healthcare, and tech industries. Drawing on peer-reviewed publications from 1998 to 2025, the study identifies and synthesises the primary drivers of employee turnover, while evaluating evidence-based strategies employed to mitigate it. The findings reveal that while financial incentives continue to play a foundational role in employee retention, they are increasingly insufficient in isolation. Sector-specific dynamics, such as labour inflexibility in manufacturing, emotional burnout in healthcare, and innovation fatigue in technology-intensive environments, necessitate tailored and context-sensitive retention strategies. Emerging themes identified include the growing influence of employee engagement initiatives, adaptive leadership practices, flexible work arrangements, and the strategic integration of technology in supporting retention goals. Notably, the review highlights a significant gap in the literature concerning psychological and behavioural dimensions of retention. Despite their demonstrated importance, factors such as intrinsic motivation, emotional well-being, and workplace stress remain underexplored. Addressing these elements is essential to formulating holistic, human-centred retention models. The study concludes by advocating for industry-aligned, psychologically informed, and adaptable frameworks that can respond to the evolving dynamics of modern organisational environments.  

Entrepreneurial companies depend on their ability to create innovative and improved products and services and be capable of moving quicky in the event of market opportunities. Unless the appropriate people are present and well-managed, competitive advantages become hard to sustain. Lesotho agribusiness companies are not different. The government recognizes agriculture as a very significant sector due to its huge contribution to employment creation. Despite its significance, agricultural companies in Lesotho struggle with several Human Resource Management challenges that stem from both global agricultural trends and Lesotho’s specific context. This article examines these challenges through the lens of selected small scale farms within Maseru District. The findings of the study confirm that HRM challenges in small-scale family-owned farms in Lesotho are consistent with those outlined in broader agricultural literature. Issues such as job insecurity, casual recruitment, limited training, poor performance evaluation, and ineffective communication result in workforce instability and inefficiencies were identified. To address these issues, systematic recruitment practices should also be applied and these farms should implement written employment contracts for enhanced job security. Formal training sessions coupled with collaboration with agricultural schools would improve the skill set of employees.

This study provides a comprehensive review of recent academic literature (from 2017 onwards) that investigates the essential connection between workforce management and strategic business objectives. The review integrates a diverse array of studies that emphasise the complex nature of human capital, which includes employee skills, knowledge, motivation, and engagement, and their influence on organisational performance. A key focus of the discussion is the importance of leadership in establishing a clear strategic vision, nurturing a culture of communication, and encouraging employee participation in decision-making processes. Additionally, the study examines the transformative potential of data-driven human resource practices, such as people analytics, in identifying skill deficiencies, enhancing talent management, and facilitating evidence-based workforce planning. Despite these advancements, challenges like organizational silos, misaligned incentives, and resistance to change continue to pose significant barriers. The findings indicate that effective alignment necessitates a holistic approach that merges strategic HR leadership, continuous professional development, cultural flexibility, and transparent performance management systems. Practical recommendations are provided to assist business leaders and HR professionals in crafting and executing strategies that ensure employees' efforts are intentionally aligned with organisational priorities. The study highlights deficiencies in existing research, especially regarding the variations in alignment strategies across different industries and geographical areas, and advocates for additional empirical investigations to enhance comprehension. In summary, this review underscores that strategically aligned human capital can act as a significant catalyst for innovation, competitiveness, and organisational resilience in today's business environment.

This paper explores the relationship between talent management and dimensions of employee commitment at Nelspruit Banks, a major player in Mpumalanga Province. The paper uses a self-administered Likert-scale questionnaire to collect employee responses on talent management and its impact on normative, affective, and continuous commitment levels. The questionnaire was analysed using IBM SPSS version 28, 63 questionnaires were used for data analysis. This study employed both descriptive statistics (means, frequencies, and pie charts) and inferential statistics (Pearson product moment) to investigate the relationship between talent management and employee commitment. The main findings of the study indicated that talent management positively correlates with two employee commitment components. Notably, talent management positively correlated with continuance and normative commitment. These findings underscore the importance of talent management practices in fostering employee loyalty and retention. It is recommended that Banks consider implementing targeted strategies to foster a positive work environment, recognize and reward employee contributions, and provide opportunities for career development and growth. By focusing on these areas, the banks can strengthen employee commitment and improve overall organizational performance.

In recent years, there has been a lack of attention to the connection between crisis management and the HR (human resources) department. However, many researchers emphasize the importance of the human resources department in crisis management. The main objective of the research is the analysis of employees' perceptions regarding measures to improve decision-making when considering the behavior of human capital in in terms of maximizing economic efficiency, as well as the analysis of human resources management through the lens of policies and practices intended for management in crisis period. The quantitative method was used to conduct a survey and the qualitative method was used through the interview. These methods were based on aspects developed in the specialized literature and adapted for this context. The results of the study show that human resources management is crucial in Romanian companies, both in a normal context and in critical situations, highlighting a strategic approach to the role of employees in organizational success.

Global pressures have urged organizations to incorporate sustainable international human resource management (IHRM) systems to be socially responsible. This paper proposes that integrating IHRM with corporate social responsibility (CSR) and shared value may be the solution This study analyzes sustainability within the IHRM field, including other sustainable concepts to demonstrate the relevance of labor and employment relation within human resource management. Employment relations and the importance of developing IHRM strategies involving workers and managers to increase shared value are also explained in the study.  In turn, this integration enhances organizational performance and competitive advantage. Accordingly, this paper proposes a model to unleash the bridge between IHRM and employment relations in multinationals operating in emerging economies and proposes some propositions. Implications for research and practice are also discussed in the paper.

Managing career development across various industries constantly changes to address varying employees’ needs and it became more difficult with the career disruptions caused by the demands to deal with the environmental conditions, globalization, and output expectations. To keep up with these challenges, this study aims to propose a strategic career development model that will address the need to come up with a framework that will guide human resource management practitioners in identifying appropriate activities that will cater to the interest of employees.