Talent retention has become a major strategic concern for organizations due to increasing employee mobility, skills shortages, and changing workforce expectations. This study examined the effect of talent retention strategies on employee commitment, with specific focus on compensation and benefits, career development opportunities, training and skill development, leadership support, and work–life balance practices. Anchored on McGregor’s Theory X and Theory Y, the study adopted a descriptive research design and drew on empirical evidence to analyze the relationship between retention strategies and the three dimensions of employee commitment: affective, continuance, and normative commitment. Findings from the reviewed literature indicate that talent retention strategies have a significant positive influence on employee commitment, with affective commitment being the most responsive to supportive and development-oriented practices such as leadership support, training, and career advancement opportunities. Compensation and benefits were found to be more strongly associated with continuance commitment, while work–life balance practices contributed to enhanced emotional attachment and overall commitment. The study concludes that organizations that implement integrated and employee-centered retention strategies are more likely to sustain a committed and stable workforce. It therefore recommends the adoption of holistic talent retention frameworks, supportive leadership practices, and continuous employee development initiatives to enhance long-term employee commitment and organizational performance.