Employee retention has become a central strategic concern as changing workforce expectations intensify demand for autonomy, flexibility, and work-life balance. For knowledge-intensive organisations, retaining experienced employees is particularly important because turnover can disrupt service continuity, erode organisational knowledge, and increase replacement costs (Al Qahtani et al., 2023). Flexible working arrangements (FWAs) have consequently gained prominence as a human resource practice that gives employees greater discretion over when, where, and, in some cases, how work is performed. Prior research associates such flexibility with stronger work-life balance, engagement, and lower turnover intentions (Gaši? & Berber, 2023). This study examines the relationship between FWA implementation and employee retention at Wasiyyah Shoppe Berhad (WSB), a Shariah-compliant estate-planning organisation in Malaysia. A quantitative organisational case-study design combines longitudinal human resource turnover records with quarterly Employee Satisfaction Index (ESI) survey responses to examine changes in retention-related attitudes and observed turnover before and after the introduction of FWAs. The findings indicate a temporal association between the introduction of FWAs and more favourable retention outcomes. Following implementation, employees reported stronger long-term career intentions, while the annual turnover rate declined from 10.8% in FY2023/24 to 6.0% in FY2024/25. These patterns are consistent with prior evidence linking flexible work practices to autonomy, work-life balance, job satisfaction, and reduced turnover intentions (Gaši? & Berber, 2023; Gaši? et al., 2024). Given the non-experimental design, however, the results should be interpreted as associative rather than causal. The study contributes context-specific evidence from a specialised Shariah-compliant organisation and highlights the potential strategic value of integrating FWAs with broader employee well-being and retention practices. The findings suggest that flexible hours, work-from-home options, early-release arrangements, and employee-selected days off may support workforce stability when implemented in ways that remain compatible with operational and governance requirements.
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