The effect of organizational learning culture on employee retention: Evidence from job satisfaction

In today’s competitive and rapidly changing work environment, retaining skilled employees has become a major concern for organizations. High employee turnover not only leads to increased costs but also affects organizational stability and long-term growth. Job satisfaction is widely recognized as a key factor in retaining employees, yet there is limited understanding of how an organization’s learning culture contributes to job satisfaction and, ultimately, employee retention. This study explores the role of organizational learning culture (OLC) in influencing employee retention, with job satisfaction (JS) examined as a mediating factor. This study examines the connections between job happiness, employee retention, and corporate learning culture using quantitative research methods. The findings demonstrate that a robust learning culture significantly and favorably affects job satisfaction, which in turn improves employee retention. Additionally, employee retention is positively impacted by company learning culture. The model's robustness and reliability are confirmed by statistical analyses, which show excellent internal consistency across the study variables, adequate reliability measures, and no signs of autocorrelation. Overall, the results emphasize how crucial it is to create a positive learning environment in order to raise employee happiness and promote long-term retention. Organizations may build sustainable strategies for keeping talent in an increasingly competitive labor market and create more engaging workplaces by encouraging ongoing learning and information sharing.