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Retaining the best talent is one of the major factors towards achieving a high-income nation, and it is critical to organizational success. Organizations have introduced various strategies to enhance employee retention, and efforts should be targeted at valuable, contributing employees such as the high skilled workers. Failure to retain the best talent in organization implicated substantial losses to organization in terms of investment, assets, and destruct social and communication structures as well as affect other employees' morale and work behaviour. Thus, it is imperative to investigate the predictors of talent retention that serve as the engagement and motivational drivers for employee to retain in an organization. Our review of related literature found that potential predictors such as high performance work system, job embeddedness and work life balance have been associated with employee's inclination to remain in organization. Intervening factors such as intrinsic rewards and generational cohort are found to influence the relationships between the predictors and talent retention.

Changes in the career and organizational landscape have brought tremendous effect to employees' career, and result to blurring of organizational boundaries. Such unpredictable events influence employees' retention in the organizations. The paper aims to examine the factors contributing to employees' retention in the organizations. This conceptual paper theorizing employees' retention using job embeddedness theory and Herzberg's two factor theory. Voluminous number of studies concluded that the determinants of employees' retention can be categorized as the job factors and motivational factors. These two factors are highly associated with the HR practices in the organizations which include attracting, motivating, rewarding and retaining employees through a bundle of job policies, practices and systems. The paper emphasizes on the importance of HRD practices in managing employees' retention, and highlights the dominance of HRD interventions in retaining employees in the organizations.

Purpose – This study explores the relationship between IVs [Electronic Human Resource Management (E - HRM) and Employee Performance (EP)], MV: Job Satisfaction (JS) and Organizational Commitment (OC) is the focus in the context among Small and Medium-sized (SEMs)Family Enterprises in China. Design/methodology/approach – 150 samples can be collected from Small and Medium-sized (SEMs) Family Enterprises in China by utilizing the convenience sampling method. And analyzing method in this study, the quantitative method can be selected by adopting IBMSPASS and PLS-SEM. Findings – Both E-HRM (β=0.380, p<0.01) and EP (β=0.545, p<0.01) have a significant positive impact on Job Satisfaction (JS). Job Satisfaction (JS) is an important factor affecting Organizational Commitment (OC). Job Satisfaction (JS) was included in the proposed model as an intermediary variable. Research limitations/implications – the moderating role of JS in the relationship between IVs (E - HRM, EP) and OC was studied using quantitative methods. The research background and research data are limited to small and medium-sized family enterprises and employees in China. Originality/value – By studying the relationship between IVs (E - HRM and EP), MV (JS), and OC, this paper will help to better understand how different E - HRM and EP affect JS, and how JS affects employees For corporate OC's. With the increasing market competition and rising labor costs in China, improving employees' OC for enterprises may be an important means to cope with future competition.