Digital Hr Practices, Workplace Support and Employee Retention in Private Sector Banks: A Proposed Empirical Framework

Employee retention remains an important human-resource concern in private sector banking, where service expectations, technology-enabled workflows, performance targets and customer-facing responsibilities can place sustained demands on employees. Building on the factor-analysis approach used in the supplied reference article, this paper develops a proposed empirical framework to examine how digital HR practices, workplace support, managerial fairness, career development and grievance systems may relate to employees’ intention to remain with a bank. The paper uses a focused review of the supplied article and its cited literature to define constructs, research questions and a replicable analysis plan. The reference study reported five retention dimensions and a cumulative explained variance of 67.50% among 454 employees in selected private banks in Madurai; these are reported as findings of that source, not as results of the present proposed study. No new survey data were supplied for this paper, so no original statistical estimates, respondent percentages, factor loadings or hypothesis-test results are claimed. The paper provides analysis tables for construct operationalisation, evidence synthesis, proposed hypotheses and a statistical reporting template. It offers a transparent foundation for a future field study, preferably with a new sample of private-bank employees in Coimbatore or another clearly specified location.