Employee retention has become a major concern for organizations in today’s work scenario, in which human capital remains one of the few resources that can provide a sustainable competitive advantage (Cardy and Lengnick-Hall, 2011). Organizations enormously invest in recruiting and selecting employees, and then invest even more in training and developing them over time. In order to get a return on such investment, organizations need to retain well-trained employees so that they remain with the workplace for the maximum time and contribute effectively to the organization’s success. Losing good employees leads to reduction in productivity and work quality, and also represents economic costs in terms of direct costs (i.e., replacement, training, management time), and perhaps more considerably, in terms of indirect costs (i.e., morale, collaboration, pressure on remaining staff, organizational knowledge), as well as the loss of social capital (DeConinck, 2011; Matanda and Ndubisi, 2013). A sales organization has a crucial role in any business operation to meet customer expectations and deliver superior values. Contacting customers on a regular basis, need to act on behalf of the organization and convey what it represents. Their attitudes and behaviors will have a significant impact on customer perception of product and service brand image, and business outcome. It is argued that salespeople’s capabilities and their personal relationships seem to be more important drivers of business success than the characteristics of the product or service, or even the associated marketing communications, particularly in the business-to-business sector (Baumgarth and Schmidt, 2010). Prior research has revealed that the relationship between a buyer and a seller is associated with a buying organization’s willingness to continue to make a business deal with a supplier (e.g., 2011; Sunder et al., 2017). If a salesperson leaves, the relationship between the buyer and the seller will be at risk, since the salesperson is actively involved in the customer relationship-building process from acquisition to retention. Turnover of salespeople, therefore, leads to both direct and indirect costs, and becomes counterproductive to the growth and success of the organization. Managing employee retention is an effective way of making sure that good quality or experienced employees remain, while maintaining organizational performance, morale, and positive customer retention (Backhaus and Tikoo 2004; Bloemer and Odekerken-Schroder, 2006; Hancock et al., 2013). However, research attention has focused more on turnover than on retention (Cardy and Lengnick-Hall, 2011). Scholars have asserted that turnover and retention are not simply two sides of the same construct (Mitchell, et al. 2001). The factors that might lead an employee to leave may be different from factors that lead an employee to stay. For instance, new job opportunities, family situations, and personal concerns may lead employees to quit their current jobs. Instead, efforts to maximize retention may involve shared values or cultural beliefs that make the organizational environment as ‘sticky’ as possible in order to induce them to stay (Cardy and Lengnick-Hall, 2011).