In today's dynamic and competitive organizational landscape, human capital is increasingly recognized as the most critical asset for sustained success. Consequently, managing employee turnover has become a paramount concern for organizations across all sectors. High turnover rates incur substantial direct and indirect costs, including recruitment, training, lost productivity, and diminished morale. This article explores the intricate relationship between the Quality of Work Life (QWL) and employees' turnover intention, positing that various dimensions of QWL serve as significant predictors of an individual's inclination to leave an organization. Drawing upon established theories such as the Job Characteristics Model, Social Exchange Theory, and Work-Life Balance theories, this study synthesizes existing literature to elucidate how factors like compensation, work-life balance, growth opportunities, work environment, and social integration within the workplace collectively influence an employee's decision to stay or depart. A detailed hypothetical empirical methodology is outlined to investigate these predictive effects. The article concludes by discussing the theoretical implications and providing actionable recommendations for organizations to enhance QWL, thereby fostering a more committed workforce and mitigating costly turnover.

Quality of Work Life (QWL), Turnover Intention, Employee Retention

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