Employees in organizations that have mechanisms for employee retention can experience higher career sustainability. However, there is limited literature that can provide more understanding on the link between employee retention and career sustainability. The specific objective of this study was to assess the effect of employee retention strategies on career sustainability in the travel and tour companies. This study was grounded on Super’s Self-Concept Theory, Herzberg’s Two-Factor Theory and Maslow’s Hierarchy of Needs Theory. The target population was comprised of 2,800 employees from 121 tour operator companies and 40 travel agent companies in the county. Using mixed research methods; stratified random sampling technique was used to select respondents to participate in the study. Interview schedules were conducted on 20 human resource managers and questionnaires administered to 350 tours and travel agency company employees. Four questionnaires were not filled fully, thus 346 fully filled questionnaires were used in the analysis. Descriptive and inferential statistics were used. The study findings showed that employee retention strategies [r = 0.788, n = 346, p = 0.000] have a stronger influence on career sustainability. This study provides the government through its Tourism Regulatory Authority (TRA) with significant information for formulation of policies that would encourage career sustainability among employees in the travel and tour companies. The government should take appropriate measures in terms of examining workplace efforts to increase employee retention, career sustainability, passion and productivity in the long term.

Keywords: Employee, Retention, Strategies, Career, Sustainability, Travel, Tour