The Role of Organizational Culture in Employee Retention: A Study of Service Sector Organizations of Chhattisgarh

Author(s)	Ms. Akriti Sharma, Dr. Vikas Kumar Tiwari, Dr. Hamid Abdullah
Country	India
Abstract	This study investigates the influence of organizational culture on employee retention within the service sector of Chhattisgarh, India. By employing a mixed-methods approach, the research examines the impact of cultural dimensions such as learning opportunities, leadership trust, inclusivity, and cultural fit. Quantitative results reveal a strong positive correlation (r = 0.76) between overall organizational culture and employee retention, with learning culture (r = 0.79, β = 0.29) identified as the most significant predictor. Leadership trust (r = 0.74), inclusivity (r = 0.71), and cultural fit (r = 0.68) also demonstrated notable influence on employee commitment and satisfaction. The study’s findings emphasize that a development-oriented, inclusive, and adaptive culture significantly enhances retention and reduces turnover intent. The research offers practical insights for HR professionals to implement culture-driven retention strategies, particularly in diverse and evolving service environments such as banking, IT, and hospitality. Keywords: Organizational Culture, Employee Retention, Inclusivity, Leadership Trust, Learning Culture, Chhattisgarh, Service Sector, HRM Strategies
Field	Business Administration
Published In	Volume 7, Issue 4, July-August 2025
Published On	2025-08-10
DOI	https://doi.org/10.36948/ijfmr.2025.v07i04.53245
Short DOI	https://doi.org/g9w5gw

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