In today vibrant business environment, retaining a talented employee is a big challenge faced by organizations. We explore certain factors that might support organizations to retain their best employees. In the current research, we empirically examine the direct and indirect relationship of mentoring and strategic leadership to stay of Gen Y workers in the pharma industry in Pakistan. Affective commitment and Perceived organizational support were used as possible mediators. Through a cross-sectional research design, using the survey method, we received 248 responses from employees working in the pharma industry. Results revealed that both mentoring and strategic leadership have significant influence over Gen Y employees retention. Based on our study results, we suggested that managers should practice mentoring program in their talent management strategy and that managers practice a role of strategic leaders and implement a policy that retains the existing employees and attracts the best talent. Managerial implications and theoretical contributions are also discussed.

Affective Commitment (AC) is a key determinant of positive organizational outcomes. However, certain climatic factors like lack of leader openness to voice (LLV), lack of open communication opportunity (LOC), defensive norms of organizational culture (DNO) and defensive silence (DS) may lead to low level (AC). A mixed method, sequential explanatory design based on quantitative phase followed by qualitative phase is used. The quantitative phase used the probability sampling, questionnaire, structural equation modelling, whereas the qualitative phase used a semi-structured interview, thematic coding and causal networking for sampling, data collection and interpretation respectively. All hypotheses were supported by evidence and explanation was provided for why such relationships exist in the banking context of Pakistan. The implications, future guidelines and study limitations are also discussed.