Chatterjee (2009) argued that organizational culture, particularly in relation to belief systems, policies and regulations as well as accepted norms, has a significant impact on employee retention and tends to create employee satisfaction. According to Chatterjee's (2009) study, overall job and organizational satisfaction and the nature of organizational culture contribute significantly to employee retention. Furthermore, Birak (2013) believes that implementing organizational change allows the organization to improve its employee retention strategies. These could be transformational strategies that could affect both the physical and structural patterns and relationships within the workplace and also affect the existing mindset of employees, implying that these emanate always and tend to be embedded in organizational culture. However, Bigliardi, Dormio, Galati, and Schiuma (2012) observed that the main research finding indicating that a bureaucratic organizational culture has a significant and also negative impact on worker satisfaction, and that a participatory and solidarity has a significant and negative impact on worker satisfaction. positive effect on the retention of the same workers. Furthermore, the authors observed that the managers/leaders of an organization and the influence of members of the units of the organization are the real variables affecting the culture of the organization. Indeed, it has been observed that the effect of organizational culture prevails over other factors or aspects of the organization such as employee relations, compensation and benefits, power distance or relationships between junior and senior levels of staff and even factors focused on areas such as market fairness, retention bonuses, compensation and other types of expenses (Ryan,