Purpose -The study was conducted with the aim of discovering the factors which maximally discriminate between those employees who intend to leave the organization and those who intend to stay with the organization. The primary motive was to find those factors which are strong predictors of intention to stay, so that employees who intend quitting are identified in advance, and remedial measures are taken to retain them, especially if they are key performers. Design/methodology/approach -A questionnaire covering several aspects relating to employee retention was designed and distributed amongst a sample of 100 employees chosen through incidental sampling. Data thus collected was subjected to factor analysis, which yielded seven factors: Goal Clarity, Autonomy, Employee Engagement, Affective Commitment, Organizational Culture, Compensation and Benefits, and Normative Commitment. Discriminant analysis was done on these factors to identify the best predictors of employees' intention to leave or stay, by creating a discriminant function. Findings -Results showed that Affective Commitment, Normative Commitment and Goal Clarity were the best predictors of employees' intention to stay or leave the organization. Originality/value -Increasing employee turnover rates have necessitated the formulation and implementation of a robust retention strategy to effectively reduce employee turnover. By building a decision rule and a cut-off score to classify an employee into one of the two groups -"intend to leave" or "intend to stay" -an organization would be able to invest its resources in the right employees.

This study aims to assess the individual impacts of two components of support at the workplace, namely, support from peers and supervisor, on transfer of training in a post‐training environment. Mediation by motivation to transfer in the relationship of supervisor and peer support with transfer of training has also been examined. Data on 149 respondent employees working in a manufacturing unit owned by a leading player in the power transmission business in India has been subject to hierarchical regression analysis. Results confirm the key role of supervisor support in transfer of learned skills. However, the impact of peers on transfer is found to be greater than that of supervisors. The findings prompt us to recommend that peers should be involved in publicizing post‐training experiences and benefits. Organizations and supervisors should encourage peers to motivate employees in applying training skills to the job by means of rewards and recognition. Overall the results contribute to a better understanding of support at workplace as a predictor of transfer.

The phenomenal growth of retail in India is refl ected in the rapid increase in number of supermarkets, departmental stores and hypermarkets in the country. However, this unprecented growth trend has been challenged by the shadow of the current economic slowdown, which has raised a fear of dip in consumption and slowdown of growth for Indian organized retailers. At a time when consumer spending is on decline, success will lie with those retailers that can drive customer loyalty by responding to the demands of the discerning consumer. This study is an attempt to address issues related to store attributes and their relevance in the store selection process. Eleven variables (store attributes) have been identifi ed in this article based on theory and judgment. Factor analysis has yielded three factors: Convenience & Merchandise Mix, Store Atmospherics and Services. The factors identifi ed and recommendations made in the article would be of use to retailers in designing their outlets with store attributes that would meet the expectations of shoppers and thus motivate them towards store patronage decisions.

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