<![CDATA[Oil and gas operators are in need of skilled staff to ensure safe and reliable operations considering the stiff competition in the industry. Objectives: Therefore, this study aims to examine the relationship between the evaluation of the employer brand, transformational leadership, as well as organizational knowledge practices, work engagement, and intention of employees to remain in an organization. The focus is on Central Sulawesi, Indonesia and the explanatory framework adopted is Social Exchange Theory.Methodology: The analysis addresses both direct paths and indirect paths through engagement. Moreover, purposive recruitment was used to select 247 workers who participated in the survey and the model developed was estimated in AMOS 24 through structural equation modeling. Findings: The results showed that stronger employer-brand perceptions and knowledge practices coincided with greater engagement. Transformational leadership also had a negative relationship with engagement but a direct positive relationship with retention. Meanwhile, there was no meaningful direct relationship between retention, employer branding, knowledge management, or engagement. The trend showed that the interpretation should be based on the indirect estimates and respective uncertainty rather than the proposed directions. Conclusion: Transformational leadership was observed to have the best evidence on the willingness of employees to stay while the other practices in the workplace had mixed outcomes.]]>
