Employee retention and engagement remain critical challenges in contemporary organizational management, especially as workforce dynamics continue to evolve in complexity. Despite growing attention, there is a lack of unified frameworks that holistically capture how multiple organizational factors collectively impact retention and engagement. This study seeks to address this gap by developing a conceptual model that explores the multidimensional nature of organizational drivers—leadership style, organizational culture, compensation and rewards, career development opportunities, and work-life balance—and their unified influence on employee retention and engagement. The study employs a qualitative methodology based on a comprehensive review of secondary data, including scholarly articles, books, journals, reports, and historical literature. Findings reveal that these organizational drivers play distinct yet interconnected roles in shaping employee perceptions, commitment, and long-term retention. The proposed framework is supported by Social Exchange Theory and the Job Demands-Resources Model, establishing a theoretical base for future empirical testing. Recommendations include leadership development, inclusive culture building, robust reward systems, and flexible work arrangements. The study concludes that a strategic and multidimensional approach is essential to address retention and engagement challenges. However, limitations exist due to the conceptual nature of the research, necessitating future empirical validation.