Businesses are growing rapidly and completion is getting stiff. Thus, capturing the hearts and mindsrnof employees and customers is becoming very important. Corporate Social Responsibility (CSR) is arnvery effective tool in attracting and retaining stockholders and employees (Jamali et al., 2014;rnPetersen & Vredenburg, 2009). This thesis intended to explore and examine the effect of CSR onrnemployee retention in the case of Ethiopian Sugar Corporation and identify which CSR dimensionsrnsignificantly predict employee retention. The study further aimed endeavored to determine whetherrnTop Management Support had a moderating effect on the relationship between CSR and EmployeernRetention. A quantitative, cross-sectional research design was adopted. The total population wasrndivided into strata and then a simple random sampling was employed. A total of 195 (i.e. 86 % ofrnresponse rate) standard questionnaires were distributed, collected and analyzed from the managementrnand employees of the Ethiopian Sugar Corporation. Descriptive statistics, Correlation, Hierarchicalrnregression analysis and Factor loading were used to analyze both the study variables and thernmoderating variable using the data by applying SPSS version 25. In addition, Hayes process modelrnversion 3.3 was used for computing and depicting the moderation analysis. Evidence from the studyrnshowed that all the study variables (labor practice responsibility, economic responsibility, legalrnresponsibility, ethical responsibility and philanthropy responsibility) significantly influenced the levelrnof employee retention, whereas, Labor practice responsibility dimension had a significant positiverneffect. Top management support is found to have a moderating role in the relationship between the fivernCSR dimensions (economic, legal, ethical, philanthropy, labor practice responsibility) and employeernretention. The study shows that CSR practices and top management support are important factors forrnretention of employees in the organization. Based on the findings, it is recommended that therncorporation should handle employee retention with great concern and use it as a core input to itsrncompetency. However further research is necessary to consider the impact of other retention factorsrnand the moderating effect of other CSR, human resource and organizational behaviour factors inrnpredicting employee retention.