<![CDATA[Purpose: Insights on modalities to retain skilful personnel in construction organisations have been too limited. Accordingly, this study addresses the gap, as it examines Change Management (CM) and Employees’ Retention (ER) in a Nigerian engineering company. Design/methodology/approach: A purposive sample and a cross-sectional design were used in this investigation. Using Taro Yamane's calculation, the study's population was 355, and its sample size was 167. We utilised version 26.0 of the Statistical Package for Social Sciences (SPSS) to analyse data from structured questionnaires. Findings: Transportation allowances had a significant, but inverse, impact on employees’ retention. ER was considerably impacted by Training Opportunities, but inversely. Moreover, ER was significantly influenced by workplace safety, but negatively. Limitations and Research implications: This research applied a quantitative method; future research may benefit from a mixed method. Also, future studies should consider multiple organisations to enhance generalisation of reports of this survey. Generalization of this study would be achieved through confirmatory studies from potential researchers. Practical Implications: Findings of this study imply that policymakers should apply a holistic approach to change management, including adequate financial incentives, comprehensive training programs, and robust safety measures, but not in isolation. Attempts to apply any of these variables in isolation may jeopardize ER drive. Originality/value: This study filled a gap of limited literature on change management and ER in construction industry, particularly in an emerging economy.]]>
