COACHING AND MENTORING AS PREDICTORS OF EMPLOYEE RETENTION IN ISLAMIC FINANCIAL COOPERATIVES

Abstract

Employee retention is strategically important in service-intensive Islamic financial cooperatives because workforce continuity preserves tacit knowledge, service relationships, and operational consistency across dispersed branches. This study examines whether coaching and mentoring predict employee retention among employees of KSPPS Bakti Huria Syariah in South Sulawesi, Indonesia. A quantitative cross-sectional survey was conducted from January to June 2026. From a population of 250 active employees, 154 respondents were included, and data were collected using a five-point Likert questionnaire. Instrument quality was assessed through item validity and Cronbach’s alpha, while multiple linear regression, correlation, determination, and partial and simultaneous hypothesis tests were performed using SPSS 25. Coaching positively predicted employee retention (B = 0.436, β = 0.442, p < 0.001), as did mentoring (B = 0.365, β = 0.467, p < 0.001). The model was significant (F = 82.167, p < 0.001) and explained 51.5% of adjusted variance in retention. The findings indicate that integrated coaching and mentoring can strengthen employee retention when developmental support, career direction, feedback, and follow-up are consistently embedded in organisational practice.