Retention and Retention strategies in technology driven work context

Abstract

ABSTRACT : This study examines the intricate relationship between job demands, resources, retention strategies, and the impact of COVID-19 on retention rates in technology-driven organizations. Through a comprehensive analysis of existing literature and empirical findings, the study elucidates the key job demands employees face in technology-driven roles, including the rapid pace of technological advancements and the need to adapt to changing technologies. Additionally, the study identifies critical resources, such as supportive leadership, access to training programs, and flexible work arrangements, that mitigate the negative impact of job demands on retention rates. Furthermore, the study explores retention strategies implemented by technology-driven organizations in response to the challenges posed by the COVID-19 pandemic. These strategies include flexible work arrangements, digital tools for talent management, and initiatives to support employee well-being. The findings highlight the importance of adaptability, innovation, and a people-centric approach to talent management in technology-driven organizations. Moreover, the study examines the impact of COVID-19 on retention rates in technology-driven organizations, revealing increased turnover and retention challenges due to the transition to remote work and the lack of face-to-face interaction. However, the study also underscores the need for continued adaptation and evolution of retention strategies to meet the evolving needs of employees in a post-pandemic world. The results provide valuable insights into the factors influencing retention rates in technology-driven organizations and offer practical recommendations for organizations seeking to enhance employee engagement, satisfaction, and retention in the face of ongoing challenges and uncertainties.