High employee turnover rates, challenging work environments, and the competition for skilled employees are all major concerns for the hospitality industry in terms of employee retention. This study was undertaken to develop and validate the integrated framework of Employee Retention in the context of Human Resource Management Practices (HRMP), Perceived Organizational Support (POS), Career Development Opportunities (CDO) and Employee Well-being (EWB) with the mediation of Employee Engagement (EE). The design was quantitative research and data collection were carried out from 411 hospitality employees with 356 valid data being screened for analysis. Results showed sthat the Kaiser–Meyer–Olkin (KMO) was 0.923, Bartlett's Test of Sphericity was significant (p < 0.001), Cronbach's alpha values ranged from 0.866 to 0.893, and Composite Reliability values were higher than 0.90, and Average Variance Extracted (AVE) values were higher than 0.70, indicating that the measurement model showed satisfactory psychometric properties. The results of the structural equation modeling showed that HRM Practices (β = 0.284, p < 0.001), Perceived Organizational Support (β = 0.327, p < 0.001), Career Development Opportunities (β = 0.241, p < 0.001) and Employee Well-being (β = 0.356, p < 0.001) had significant and positive effects on Employee Engagement. In addition, Employee Engagement had a significant positive effect on Employee Retention (β = 0.681, p < 0.001), and acted as a mediator between all organizational antecedents and employee retention. The model had good explanatory power for Employee Engagement (64.8%) and Employee Retention (46.4%). The results highlight the need for HR strategies that are integrated in hospitality organizations to improve employee engagement and increase the chances for long-term job retention by strengthening employee well-being, organizational support, career development and effective HRM.