RELATIONSHIP BETWEEN CAREER MANAGEMENT PRACTICES AND EMPLOYEE RETENTION: A STUDY AMONG EMPLOYEES IN THE HOSPITALITY INDUSTRY IN KUCHING, SARAWAK
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UNIVERSITI MALAYSIA SARAWAK
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This study investigates how four career-management practices (training and development, supervisory support, performance appraisal, and work flexibility) influence employee retention in Kuching’s hospitality industry. Guided by Perceived Organizational Support theory and a quantitative, cross-sectional design, data were collected via structured questionnaires from 150 frontline-to-managerial staff in four- and five-star hotels. Descriptive statistics showed that respondents rated all four practices positively (mean ≈ 3.7–3.8 on a 5-point scale), yet perceived retention intentions were only moderate (mean = 3.16). Pearson correlations revealed significant positive associations between each practice and retention (r = 0.410–0.513, p < 0.001). Multiple regression analysis explained 31 % of variance in retention (R² = 0.311, F = 16.33, p < 0.001) and identified supervisory support (β = 0.497, p = 0.002) and work flexibility (β = 0.228, p = 0.015) as the only significant predictors, supporting Hypotheses 2 and 4. These findings highlight the pivotal role of supportive leadership and flexible scheduling in curbing high turnover endemic to hospitality settings. The study enriches retention literature by demonstrating that skills investments and appraisal systems alone are insufficient without a concomitant supportive climate and work-life accommodation. Limitations include reliance on self-report measures, a Kuching-specific sample, and cross-sectional data that restrict causal inference. Future research should employ longitudinal or mixed-methods designs, broaden geographic coverage, and examine additional organisational and cultural moderators. Practically, hotel managers are advised to prioritise supervisor coaching programmes and design culturally attuned flexibility policies to foster a loyal, stable workforce.