{"id":662,"date":"2026-10-09T06:18:10","date_gmt":"2026-10-09T06:18:10","guid":{"rendered":"https:\/\/www.journals.utgjiu.ro\/JES\/?post_type=articol&#038;p=662"},"modified":"2026-10-09T06:18:10","modified_gmt":"2026-10-09T06:18:10","slug":"the-impact-of-motivational-factors-on-employee-retention-in-the-digital-era-a-predictive-analysis-based-on-ibm-hr-analytics-data","status":"publish","type":"articol","link":"https:\/\/www.journals.utgjiu.ro\/JES\/articol\/the-impact-of-motivational-factors-on-employee-retention-in-the-digital-era-a-predictive-analysis-based-on-ibm-hr-analytics-data\/","title":{"rendered":"The Impact of Motivational Factors on Employee Retention in the Digital Era: A Predictive Analysis Based on IBM HR Analytics Data"},"content":{"rendered":"<p>This study investigates the role of motivational, occupational, and demographic factors in employee retention, in the context of increasing workforce mobility and intensifying competition for talent. The research aims to identify and quantify the main risk and protective factors influencing employees\u2019 decision to leave the organization, using modern predictive analysis methods. The study employs the IBM HR Analytics Employee Attrition &amp; Performance dataset, a benchmark dataset frequently used in HR Analytics literature, comprising 1,470 observations and 35 variables relevant to organizational behavior. The methodology combines binary logistic regression and the Random Forest algorithm to evaluate relationships between motivational, occupational, and demographic variables and the probability of voluntary departure. Data were preprocessed and balanced to correct class imbalance, and bivariate relationships were analyzed using the Spearman coefficient. Results indicate that working overtime is associated with a 3.41 times higher probability of departure, while high levels of job involvement and job satisfaction are negatively associated with the probability of voluntary turnover. Additionally, the analysis indicates a non-linear relationship between work-life balance and employee retention, suggesting the presence of an optimal level of organizational flexibility. The conclusions highlight the need for differentiated, data-driven organizational strategies to reduce staff turnover and strengthen employee retention in contemporary organizations.<\/p>\n","protected":false},"featured_media":0,"template":"","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}}},"class_list":["post-662","articol","type-articol","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/www.journals.utgjiu.ro\/JES\/wp-json\/wp\/v2\/articol\/662","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.journals.utgjiu.ro\/JES\/wp-json\/wp\/v2\/articol"}],"about":[{"href":"https:\/\/www.journals.utgjiu.ro\/JES\/wp-json\/wp\/v2\/types\/articol"}],"wp:attachment":[{"href":"https:\/\/www.journals.utgjiu.ro\/JES\/wp-json\/wp\/v2\/media?parent=662"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}