This study focuses on exploring, in the labour shortage context, the factors explaining employee retention in a Temiscamingue-Abitibi factory. A partial application of the Hopkins et collab. (2010) multidimensional personnel retention model was performed. The authors also looked into management practices aimed at employee involvement and loyalty, as well as in systems for managing high-performance work practices. More specifically, they were interested in the AMO (Ability-Motivation-Opportunity) model of Appelbaum et collab. (2000) aiming, through various interdependent practices, to strengthen skills, motivation and mobilization (Jiang et collab., 2012). It is research done according to a sequential mixed design (quantitative then qualitative). First, 50 employees were surveyed by a longitudinal questionnaire on their perception of various retention factors. Then, five semi-structured interviews were conducted with the organization managers on their human resources management practices. Integration of the quantitative descriptive results with the thematic analysis of the qualitative data indicates a general trend towards maintaining the employment link with the organization as well as satisfaction with the general working conditions and the psychological climate. This positive portrait is associated with HRM practices, according to a paternalistic strategy, promoting the sustained acquisition of skills, and the development and fulfilment of employees in various aspects. These practices have horizontal synergy and vertical coherence, with the strong values of the organization found in the views of the managers.