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1
Hee, Ong Choon, Chew Mei Lien, Sim Jun Liang, Ainatul Shahirah Mohamed Ali, Nazhatul Shima Abd Manap, and Siti Naqiah Lailee. "Human Resource Management Practices and Employee’s Turnover Intention in the Manufacturing Industry in Malaysia." International Journal of Human Resource Studies 8, no. 2 (April 28, 2018): 216. http://dx.doi.org/10.5296/ijhrs.v8i2.13008.
Анотація:
The main objective of this study is to examine the influence of Human Resource Management (HRM) practices (compensation and benefits, recruitment and selection and work-life policies) on employee's turnover intention. A survey questionnaire was sent and collected from 60 respondents who worked in the Manufacturing Industry in Malaysia. The results showed that the main factor that influences turnover intention of the employees was compensation and benefits. Hence, manufacturing firms ought to put extra efforts in this aspect in order to retain talents and minimize turnover rate of its workforce. Recruitment and selection and work-life policies were found to be not significant in predicting employee’s turnover intention.
2
Burhanudin, Burhanudin, and Surya Wijanarko. "The Effect of Compensation, Performance Assessment, and Career Development on Employee's Turnover Intention." International Journal of Business, Technology and Organizational Behavior (IJBTOB) 2, no. 6 (December 9, 2022): 595–608. http://dx.doi.org/10.52218/ijbtob.v2i6.229.
Анотація:
The purpose of the study was threefold: (1) to examine the effect of compensation on employees’ turnover intention; (2) to examine the effect of performance assessment on employee’s turnover intention; and (3) to examine the effect of career development on employees’ turnover intention. This study involved a hundred employees in PT. MAKP in Sleman, Daerah Istimewa Yogyakarta, Indonesia. The data were collected using a questionnaire and analyzed using the multiple linear regression techniques. This study found that compensation negatively and insignificantly affected employees’ turnover intention, while performance assessment positively and insignificantly affected employees’ turnover intention. Lastly, this study found that career development negatively and significantly affected employees’ turnover intention.
Keywords : Compensation, performance assessment, career development, turnover intention
3
Slattery, Jeffrey P., and T. T. Rajan Selvarajan. "Antecedents to Temporary Employee's Turnover Intention." Journal of Leadership & Organizational Studies 12, no. 1 (September 2005): 53–66. http://dx.doi.org/10.1177/107179190501200106.
4
Fitri Effendi, Sitti Raisya. "The Effect of Job Division, Promotion, Project, Salary, Length of Work With Employee Turnover Using Logistic Regression Analysis." Jurnal Indonesia Sosial Teknologi 5, no. 3 (March 27, 2024): 1204–10. http://dx.doi.org/10.59141/jist.v5i3.972.
Анотація:
This study aims to examine the effect of job division, employee promotion, projects, salary, and length of work on employee turnover rates in an organization. The use of logistic regression analysis is used to identify factors that contribute to employees' decision to leave their jobs. Data for this study was collected through surveys involving employees in various divisions within the selected organization. The dependent variable is the employee's turnover status (resigning or not resigning), while the independent variable includes job division, employee promotion, project, salary, and length of work. The results of logistic regression analysis show that Employee Salary has a significant influence on employee turnover rate. A competitive salary can be a determining factor in influencing an employee's decision to stay in the job. The results of this study have a sensitivity level of 45%, meaning the goodness of the model in predicting employees who do not leave the company. The results showed that the level of specificity is 82% predicting employees who leave the company so this model is very good in this case. The results of this study provide important insights for organizational management in managing employee turnover rates. By understanding the influence of these factors, organizations can take appropriate steps to increase employee satisfaction, retain valuable talent, and reduce costs and disruptions caused by employee turnover.
5
Sofyanty, Devy, Vera Agustina Yanti, Danny Ong, Suwantica Suwantica, and Teni Agustina. "The effect of organizational commitment and personal organizational fit on turnover intention of contract employees at PT Asia Bandar Alam Jakarta." Enrichment : Journal of Management 13, no. 1 (April 30, 2023): 559–67. http://dx.doi.org/10.35335/enrichment.v13i1.1282.
Анотація:
Increasingly competitive business competition in the era of the industrial revolution 4.0 creates a competitive advantage. One of the company's efforts is to improve the quality of human resources, competing to provide good compensation for human resources. On the other hand, a number of things need to be of concern to companies related to HR. High turnover intention is a problem because they have to train new employees. Quantitative research method The sampling technique used is purposive sampling with 100 respondents. The sample is determined by considering certain characteristics the researcher has determined according to the research objectives. Characteristics of respondents in this study, namely: (1) status as contract employees; (2) Working period of fewer than 3 years; (3) Willing to be a respondent. The instrument used in this study was a questionnaire or questionnaire at PT Bandar Alam Jakarta. The study results show that organizational commitment negatively and significantly affects employee turnover intention. This means that the lower the employee's organizational commitment, the higher the employee turnover intention. Conversely, the higher the organizational commitment, the lower the employee turnover intention. The study results show that organizational commitment negatively and significantly affects employee turnover intention. This means that the lower the employee's organizational commitment, the higher the employee turnover intention. Conversely, the higher the organizational commitment, the lower the employee turnover intention.
6
Serin, Hamdi, Zaid Raid Qasim, and Marven Majid Mansoor. "Impact of job satisfaction on turnover intention among academic personnel of private higher education sector in Iraq." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 2 (March 22, 2022): 402–13. http://dx.doi.org/10.20525/ijrbs.v11i2.1641.
Анотація:
The aim of this research is to find, test, and explore the relationship between employee's job satisfaction and turnover intention among the academic personnel of Tishk International University in Erbil, to find whether there is a relationship between job satisfaction and turnover intention and whether job satisfaction predicts turnover intention or not. The study consisted of 98 samples chosen randomly from Tishk International University academic employees, and correlation and regression analysis were used to interpret the collected data. As a result, we have found a robust negative relationship between job satisfaction and turnover intention, and job satisfaction can significantly predict turnover intention.
7
Sharma, Naman. "P-O Fit and Employee's Turnover Intentions." International Journal of Human Capital and Information Technology Professionals 10, no. 2 (April 2019): 51–60. http://dx.doi.org/10.4018/ijhcitp.2019040104.
Анотація:
Extant studies have established the relationship between person-organization fit and turnover intentions of employees. However, this article aims further to establish the role of employee engagement as a mediator between these variables. The sample used in the study consists of employees from Indian IT sector and data is analyzed with the help of correlation and regression analysis to test both direct and mediating effects. Results obtained confirm the partial role of employee engagement in mediating the above variables in context of Indian IT sector. The study confirms that person-organization fit affects the decision of employees to stay/not to stay with their organization and also that employees with higher levels of employee engagement would be less likely to leave their employer.
8
Kirschenbaum, Alan, and Jacob Weisberg. "Employee's turnover intentions and job destination choices." Journal of Organizational Behavior 23, no. 1 (2002): 109–25. http://dx.doi.org/10.1002/job.124.
9
Pratiwi, Vera Ratna, and Bagus Riyono. "Peran Ketidakpuasan Kerja terhadap Intensi Turnover Karyawan dengan Stabilitas Anchor sebagai Moderator." Gadjah Mada Journal of Psychology (GamaJoP) 3, no. 1 (January 4, 2019): 45. http://dx.doi.org/10.22146/gamajop.42399.
Анотація:
This study was designed to measure how big the role of job dissatisfaction (job dissatisfaction) to the employee's desire to leave his work (turnover intention) with moderated by stability of anchors. Method used in this present study is quantitative method by distributing questionnaire. The questionnaire consists of job dissatisfaction scale, turnover intention scale, and anchor scale to discover anchor stability. Subjects ofthe study are 267 permanent employees who work in banking sector. The results of the study indicate that anchor stabilization is not evidenced to influence relationship between job dissatisfaction and turnover intention. However, anchors such as materials, others and virtues are believed to influence relationship between job dissatisfaction and employees' turnover intention. Factor of job dissatisfaction which most influences turnover intention in this study is employee dissatisfaction with salary or rewards.
10
Pakpahan, Maleakhi, and Marlon Sihombing. "The Influence of Transformational Leadership and Compensation on Employee Turnover Intention (Study of Employees of the HR Department of PT Bank Rakyat Indonesia Medan Branch Office)." Formosa Journal of Applied Sciences 3, no. 2 (February 29, 2024): 699–712. http://dx.doi.org/10.55927/fjas.v3i2.8216.
Анотація:
Turnover intention refers to an employee's desire to leave the company, and employee turnover in an organization can result in negative impacts. One important aspect in reducing the turnover rate is transformational leadership combined with fair compensation. This research aims to examine the impact of transformational leadership and compensation on turnover intention of HR employees at PT Bank Rakyat Indonesia Medan Branch Office. Using quantitative methods and an associative approach, this research involved a population of 40 employees in the human resources department at PT Bank Rakyat Indonesia Medan Branch Office, with a sample of 38 respondents selected through a purposive sampling technique. Data collection involved questionnaire distribution and literature review. Research findings show that while transformational leadership does not have a significant effect on turnover intention, compensation shows a significant effect.
11
Kurniawan, Agung Wachid, and Made Surya Putra. "PENGARUH LEADER MEMBER EXCHANGE, DAN KELELAHAN EMOSIONAL TERHADAP TURNOVER INTENTION PADA KARYAWAN PERTOKOAN DALUNG PERMAI." E-Jurnal Manajemen Universitas Udayana 8, no. 12 (December 3, 2019): 6791. http://dx.doi.org/10.24843/ejmunud.2019.v08.i12.p04.
Анотація:
The purpose of this study was to determine the effect of leader member exchange, and emotional fatigue on turnover intention on employees. This research was conducted in the shop of Dalung Permai. The number of samples is 89 employees, using the method of saturated samples or census. Data collection is done through interviews and questionnaires. The analysis technique used is multiple linear regression. Based on the results of the analysis it was found that LMX partially had a significant effect on turnover intention, this indicates that the higher the LMX value the lower the turnover intention. Emotional fatigue partially has a significant effect on turnover intention, this shows the higher the employee's emotional fatigue the higher the turnover of his intention. This study shows a negative and significant effect of LMX on turnover intention, and a significant positive effect of emotional fatigue on turnover intention.
Keywords: Leader member exchange, emotional fatigue, turnover intention.
12
Chusnul Kotimah, Evi, and Rizkya Dwi Safitri. "Turnover intention pada karyawan telework: Tinjauan literatur sistematis." Cognicia 11, no. 2 (October 31, 2023): 112–20. http://dx.doi.org/10.22219/cognicia.v11i2.28932.
Анотація:
The currently developing telework phenomenon has many impacts on employees, one of the impacts of implementing telework is turnover intention. This research was conducted with the aim of knowing the dynamics of telework employees who tend to turnover intention. The method used in this research is a systematic literature review referring to 15 journal articles obtained from the Google Scholar, Scopus, and PubMed databases. The results of the literature review that has been carried out show that telework related to turnover intention. Several things were found that showed a link between telework and turnover intentions, including: 1) Specific job characteristics of the telework gap felt by employees are additional drivers of turnover intentions and can be mediated by jealousy and job dissatisfaction. 2) Differences in perceptions of remote work from each employee's perspective may increase feelings of envy toward remote workers and job dissatisfaction, which in turn is associated with higher turnover intentions and poorer job performance. 3) The implications of remote work as a flexible work arrangement on work outcomes, highlighting the negative impact on employee well-being and behavior such as turnover intentions. Keywords: Employees, systematic literature review, telework, turnover intention
13
Mohyi, Achmad, and Dewi Sukmawati. "Do Employee Experience Has an Impact to Turnover?" Journal of Career and Entrepreneurship 2, no. 1 (April 30, 2023): 49–58. http://dx.doi.org/10.22219/jce.v2i1.25871.
Анотація:
The growing development of the F&B industry, especially coffee shop SMEs, is of course proportional to the large number of absorbed Indonesian workers. This is inseparable from the problem of high employee turnover. A high turnover rate in a company is closely related to a bad employee experience. Employee experience is basically an employee's perception of their work experience in a company. This study aims to see how employee experience can affect the turnover rate in a business. This research technique uses a qualitative study with purposive sampling technique. In this research interviews were conducted with employees and ex-employees in 3 different coffee shops. The results of this study indicate that high turnover rates are caused by poor employee experience. Where in this case employees do not have a sense of belonging to the compan
14
Dwiyanti, Retno, Hazalizah Hamzah, and Nurul Ain Hidayah Abas. "Psychological Contracts, Job Stress, and Turnover Intention for Salesperson Retail Company." International Journal of Scientific Research and Management 8, no. 09 (September 5, 2020): 1930–36. http://dx.doi.org/10.18535/ijsrm/v8i09.em01.
Анотація:
Employees are social beings who have their own backgrounds, personalities and ways of thinking. Employees also often have different ways of dealing with problems, including in terms of handling stress so that the company cannot predict the employee's attitude. Poor relations between employees and the company can also be an indication of the behavior of employees who move from one company to another. The purpose of this study was to determine the relationship between psychological contracts and work stress with turnover intention. The sample of this study was 274 employees of the sales department of retail companies in Purwokerto. Data were collected using a psychological contract scale, job stress scale, and turnover intention questionnaire. The results showed that there was a significant relationship between psychological contracts with turnover intention (β = -0.276, t = 3.562, p = 0.000). The relationship between job stress and turnover intention also showed a significant relationship (β = 0.213, t = 3.778, p = 0.000).
15
Ridjal, Syamsul, and Akhmad Muhammadin. "Role Ambiguity and Work Environment on Turnover Intention With Work Stress As Moderation: Case Study at Bank Rakyat Indonesia." International Journal of Scientific Research and Management 11, no. 06 (June 13, 2023): 4967–76. http://dx.doi.org/10.18535/ijsrm/v11i06.em04.
Анотація:
This study aims to analyze the effect of role ambiguity and work environment on turnover intention with work stress as moderation. This quantitative research uses a sample of 50 respondents. Data analysis used Moderated Regression Analysis (MRA) with the SPSS program. Based on the results of the analysis it was concluded that (1) role ambiguity has a positive effect on work stress. (2) The work environment has no effect on work stress. (3) Role ambiguity has a significant positive effect on Turnover Intention. (4) Work environment has a significant negative effect on Turnover Intention. (5) Job Stress strengthens the influence of role ambiguity on Turnover Intention and (6) Job stress weakens the influence of the work environment on Turnover Intention. To minimize Turnover Intention, PT. Bank BRI (Persero) Tbk Sinjai Branch Office, must pay attention and clarify the division of labor for employees so that there is no ambiguity in roles in carrying out tasks as well as improving and paying attention to the quality of the employee's work environment in communication relations between employees. This is aimed at creating and increasing work loyalty for employees and minimizing stress for employees and also reducing turnover rates.
16
Margaretta, Heslie, and I. Gede Riana. "PENGARUH STRES KERJA DAN KEPUASAN KERJA TERHADAP TURNOVER INTENTION KARYAWAN PT. FASTRATA BUANA DENPASAR." E-Jurnal Manajemen Universitas Udayana 9, no. 3 (March 3, 2020): 1149. http://dx.doi.org/10.24843/ejmunud.2020.v09.i03.p17.
Анотація:
The purpose of this study was to determine the effect of work stress and job satisfaction on turnover intention. The sample in this study were 86 employees who were determined using the saturation sampling method. The analysis technique used is descriptive analysis and Smart PLS. The results show that work stress has positive significant effect on turnover intention. Job satisfaction has a negative and significant effect on turnover intention. If job satisfaction is high then the employee job stress is certain to be getting lower and thus the employee's desire to leave the company is lower. Llow level of job satisfaction and high employee stress, so this also results in an increased level of turnover intention.
Keywords : Job Stress, Job Satisfaction, Employee Turnover Intention
17
Mardikaningsih, Rahayu, and Samsul Arifin. "PENGARUH KETERLIBATAN KARYAWAN DAN KESEIMBANGAN KEHIDUPAN KERJA TERHADAP TURNOVER INTENTION." Jurnal Baruna Horizon 5, no. 1 (June 30, 2022): 40–49. http://dx.doi.org/10.52310/jbhorizon.v5i1.76.
Анотація:
Business competition in the global market poses problems for companies. The problem faced by the company is not only how to set a marketing strategy for profit. Companies are faced with problems regarding the level of turnover intention of their employees. The company will spend more to train the new employee's ability if there is a turnover of its employees. So that the problem of turnover intention becomes the focus of management in order to suppress the desire of employees to quit or change jobs. This study was conducted to determine the level of turnover intention seen from employee involvement and work-life balance. This research was conducted at a company in Kediri, East Java. The research sample obtained as many as 100 respondents. The research data will be processed with SPSS using multiple linear regression analysis techniques. Based on the results of the tests that have been carried out, it is proven that employee involvement has a significant influence on the formation of turnover intention. In addition, turnover intention is also significantly influenced by work-life balance. Work involvement and work-life balance together have a significant influence on changes in turnover intention.
18
M. Harun Arrasyid and Fachrudy Asj’ari. "PENGARUH ATTITUDE, REWARD, DAN PUNISHMENT TERHADAP TURN OVER KARYAWAN CV. CAHAYA MOTOR." Journal of Sustainability Bussiness Research (JSBR) 1, no. 1 (December 29, 2020): 301–7. http://dx.doi.org/10.36456/jsbr.v1i1.3009.
Анотація:
Employee turnover is defined as the desire of the employee's intention to leave. This is because perhaps the rewards given to employees for their work such as giving bonuses and salaries are less satisfying for employees. Then the employee can also leave because of the work attitude of the employee to make a loss for the company. Penalties for employees need to be given so that employees who violate and have a bad work attitude will be even better. Employees of CV. Light Motor is used as a population and a sample of 59 respondents. Then a questionnaire is given and the respondent's answers will be analyzed with multiple linear regression tests. The results are found if the Attitude, Reward and Punishment variables have a significant influence on the employee turnover variable CV. Motorcycle Light. Then Attitude, Reward and Punishment has a simultaneous influence on employee turnover of CV. Motorcycle Light.
19
Devy, Devy, and Grace Orlyn Sitompul. "INTERELASI KOMPENSASI DAN BEBAN KERJA TERHADAP TURNOVER INTENTION PADA SEKTOR INDUSTRI TEKSTIL DI BANDUNG." JURNAL LENTERA BISNIS 13, no. 1 (January 22, 2024): 574. http://dx.doi.org/10.34127/jrlab.v13i1.1064.
Анотація:
Examine the impact of compensation and work pressure on the desire of workers to quit the textile industry sector companies in Bandung. The research is a quantitative research involving 100 employees working in the textile industry in Bandung. The Data were taken using questionnaires and data processed using statistical methods to predict the linear dependent variable with SPSS version 25. The achievement of the following research analysis is the result of commensurate findings and some that are not and simultaneously the impact of compensation and workload on the employee's desire to resign. The achievement of the explanation analysis showed that the compensation effect did not show a big impact on the employee's intention to leave the company on the other hand the complexity of the work has a high value as a driving factor that causes employees to leave their jobs.
Key words: Compensation, Workload, Turnover Intention
20
Mahayasa, I. Gede Aryana, I. Gusti Ngurah Andika Putra, and Luh Nik Oktarini. "Analisis pengaruh budaya organisasi dan kepuasan kerja terhadap turnover intention karyawan (Studi Pada Green Terrace Tegallalang, Gianyar - Bali)." Implementasi Manajemen & Kewirausahaan 3, no. 2 (October 30, 2023): 16–28. http://dx.doi.org/10.38156/imka.v3i2.202.
Анотація:
Turnover intention is an employee's desire to leave an organization that has not been realized in a definite action to leave the organization where the employee is. The purpose of this study was to determine the effect of organizational culture and job satisfaction on turnover intention at Green Terrace Tegallalang. The number of respondents is 38 employees (saturated sampling). Data collection was carried out through observation, questionnaires, interviews, literature and documentation. The data analysis technique used is validity and reliability test, classical assumption test, multiple linear regression analysis, determination, t test (partial regression), and F test (simultaneous regression). The results found a negative and significant effect of organizational culture (X1) on employee turnover intention (Y). there is a negative and significant effect of job satisfaction (X2) on employee turnover intention (Y). there is a negative and significant effect of organizational culture (X1) and job satisfaction (X2) on employee turnover intention (Y) at Green Terrace Tegallalang.
Keywords: Organizational Culture, Job Satisfaction and Turnover Intention
21
Hollingworth, David, and Sean Valentine. "Corporate social responsibility, continuous process improvement orientation, organizational commitment and turnover intentions." International Journal of Quality & Reliability Management 31, no. 6 (May 27, 2014): 629–51. http://dx.doi.org/10.1108/ijqrm-09-2012-0131.
Анотація:
Purpose – The purpose of this paper is to examine how employee's perceptions of corporate social responsibility (CSR) relate to their perceptions of an organization's orientation toward continuous process improvement orientation (CPIO). In addition, this research considers how employee perceptions of CSR and CPIO relate to work attitudes and behavioral intentions. Design/methodology/approach – Using structural equations analysis, the paper examines survey data obtained from employees of a USA-based financial services firm to test hypotheses regarding employee's perceptions of corporate engagement in CSR and continuous process improvement, as well as their work attitudes. Findings – Employee perceptions of CSR and of CPIO are strongly related. Both CSR and CPIO have similar, but still unique effects upon organizational commitment (OC). CSR and CPIO do not directly impact employee's intentions to leave, but they do have an indirect effect on intentions to leave, which operates through OC. Research limitations/implications – The design of the study precludes absolute conclusions regarding causality in tested relationships. The study design also limits generalizability. Practical implications – CSR and CPIO are strongly related, possibly due to shared cultural principles, suggesting that either CSR or CPIO may establish a basis in values that will support the other. Adding CSR to existing CPIO (or the reverse) is likely to enhance employee attitudes. Originality/value – This paper provides an empirical assessment of the relationship between continuous process improvement activities and CSR. In addition, it conceptually and empirically evaluates how CSR and CPIO simultaneously influence employee attitudes and behaviors.
22
Manalu, Sahala, Felik Sad Windu Wisnu Broto, and Ameilia Magdalena Kristiyani. "The Influence of Compensation, Work Environment, and Workload on Turnover Intention Phenomena at Royal Orchid Garden Hotel." International Journal of Business and Applied Economics 2, no. 4 (July 31, 2023): 569–84. http://dx.doi.org/10.55927/ijbae.v2i4.5261.
Анотація:
Turnover intention refers to the employee's voluntary or involuntary intention to leave the job. There are several variables that influence the level of intention to leave: compensation, work environment, and workload. The purpose of this study is to determine how compensation, work environment, and workload influence retirement intentions at the Royal Orchid Garden Hotel. The population and sample for this study are employees of the Royal Orchid Garden Hotel, and the sampling method used is nonprobability sampling. The number of study samples is 38, and data are collected by distributing questionnaires. A data analysis technique using multiple regression As a result, it was found that compensation, work environment, and workload all affected turnover intention. Work environment has a positive and significant impact on turnover intentions, whereas compensation and workload have a negative impact on turnover intentions.
23
Musfarat, Syeda Iqra, and Rehman Akhtar. "Employee Turnover Intention in Aviation Industry." Pakistan Journal of Engineering and Technology 5, no. 4 (December 29, 2022): 60–62. http://dx.doi.org/10.51846/vol5iss4pp60-62.
Анотація:
This empirical study explores the mediation role of organizational embeddedness in the relationship between turnover and quality of work life. The current study investigates how employment variables, such as job satisfaction, organizational commitment, and employee turnover intentions, affect employee perceptions in light of the idea above. The study aims to provide insight into how employees respond to a sense of duty to their employer. The study also seeks to add to existing empirical data on the conflicting influences of intrinsic and extrinsic job-related elements on job satisfaction. The study also seeks to add to existing empirical data on the conflicting influences of intrinsic and extrinsic job-related elements on job satisfaction. Numerous studies have discovered a strong correlation between organizational commitment and job happiness, which has attracted much media attention. For management purposes, it is crucial to understand an employee's physiological and psychological demands to assess how they react to their environment and form attitudes toward their jobs and organizations. This study attempts to explain how the organization and its employees interact in this setting through the lens of reciprocity. This study aims to demonstrate how individuals have high levels of job satisfaction.
24
Khairunisa, Nur Afni, and Muafi Muafi. "The effect of workplace well-being and workplace incivility on turnover intention with job embeddedness as a moderating variable." International Journal of Business Ecosystem & Strategy (2687-2293) 4, no. 1 (February 27, 2022): 11–23. http://dx.doi.org/10.36096/ijbes.v4i1.303.
Анотація:
Turnover intention is an employee's desire to move to another agency or stop working on their own volition or voluntarily from the organization where they work for certain reasons. Turnover intention behavior has a negative impact on the smooth operation of the organization, so it is necessary to study the factors that influence it and efforts to prevent it. This study aims to examine the effect of workplace well-being and workplace incivility on turnover intention, as well as to examine the role of job embeddedness in moderating the relationship between the two independent variables with the above dependent on employees of the Ministry of Agriculture vertical agency in Manokwari. This study uses a quantitative approach involving 121 respondents. Data analysis using Partial Least Square (PLS) with the help of SmartPLS 3.0 software. The results showed that; (1) workplace well-being has a negative and significant effect on turnover intention, (2) workplace incivility has a positive and significant effect on turnover intention, (3) job embeddedness significantly plays a role in moderating the relationship between workplace well-being and turnover intention, and (4) Job embeddedness plays a significant role in moderating the relationship between workplace incivility and turnover intention. To prevent turnover intention behavior in employees of the Ministry of Agriculture's vertical agency in Manokwari, it is suggested that the level of job embeddedness should always be maintained and improved for all employees of the Ministry of Agriculture's vertical agency in Manokwari.
25
Krismaturoh, A., and R. Wahdiniwaty. "Turnover Intention Model Built with Organizational Politics." Proceeding of International Conference on Business, Economics, Social Sciences, and Humanities 2 (December 1, 2021): 121–28. http://dx.doi.org/10.34010/icobest.v2i.264.
Анотація:
The quality of Human Resources owned can push the company's goals well, to keep the employee's performance from decreasing company must make employees comfortable in their work, If employees are not comfortable, it will cause a sense of wanting to leave the company or it can be called Turnover Intention, the perception of organizational politics that there are individual interests above organizational interests and injustice in the organizational environment. This research was conducted to find out whether Organizational Politics can support Turnover Intention in the company. This study used a quantitative approach and a questionnaire survey was used to collect data from employees. The results of the study are that there is an influence of organizational politics on turnover intention, from the calculated F value of 0.405 < F table of 4.11 which means that there is a significant linear relationship between the variables of Organizational Politics. The conclusion of this research is The company should start by investigating what has caused uneasiness among employees and hope that leaders will be more fair in dealing with their subordinates. The impact of this research is expected to make the company in improving the environment and culture in the company for the better and make the leadership pay more attention to employees in order to create a positive environment
26
Khan, Faisal, Suneeza Nisar, and Muhammad Faizan Malik. "Long Working Hours, Stress, Turnover and Organization Commitment among Employees in Banking Sector." Global Management Sciences Review V, no. III (September 30, 2020): 101–8. http://dx.doi.org/10.31703/gmsr.2020(v-iii).11.
Анотація:
The main aim of the study is to examine the impact of a long working hour on stress, turnover and commitment of employees in the baking sector District Swabi. Stress affects the state of equilibrium. Stress is the reaction on the employees when there are a lot of pressures on them it can be workload, office environment or other factors. The data were collected through self-administrated from 234 respondents of the banking sector. The findings of the study show that there is a positive relationship between long working hours with turnover and stress while a negative relationship with organizational commitment. For enhancing both organizational and employee's productivity, the administration and policymakers need to increase compensations, organizational commitment and rewards. This study also provides the limitations and recommendations for further research.
27
Yuliani, Ni Luh Gede, AA Ngurah Sadiartha, and Putu Krisna Adwitya Sanjaya. "PENGARUH JOB INSECURITY DAN WORKPLACE BULLYING TERHADAP TURNOVER INTENTION KARYAWAN SEMINYAK GARDEN HOTEL & POOL." Widya Amrita 1, no. 1 (January 8, 2021): 179–94. http://dx.doi.org/10.32795/widyaamrita.v1i1.1157.
Анотація:
Turnover intention is an employee's desire to leave the organization that has not been manifested in a definite action by leaving the organization where the employee is located. The purpose of this study was to determine the effect of job insecurity and workplace bullying on employee turnover intention at the Seminyak Garden Hotel & Pool. This research was conducted at Seminyak Garden Hotel & Pool which is located on Jalan Raya Petitenget No.7, Kerobokan, Kuta Bali. The number of respondents taken was 47 employees with saturated sampling method. Data collection was carried out through observation, questionnaires, interviews, literature and documentation. The data analysis techniques used were validity and reliability tests, classical assumption tests, multiple linear regression analysis, determination, t test (partial regression), and F test (simultaneous regression). Based on the analysis, it was found that Job Security has a positive and significant effect on Turnover Intention. Workplace Bullying has a positive and significant effect on Employee Turnover Intention. Job Insecurity and Workplace Bullying have a positive and significant effect on Employee Intention Turnover at Seminyak Garden Hotel & Pool.
28
Holston Okae, Bettye. "The Effect of Employee Turnover in the Hospitality Industry: Quantitative Correlational Study." International Journal of Learning and Development 8, no. 1 (February 27, 2018): 156. http://dx.doi.org/10.5296/ijld.v8i1.12513.
Анотація:
The purpose of this quantitative correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. A convenience sample of 156- services related employees from the hospitality industry in Western Georgia; Central Mississippi; and North Central Texas participants in the online surveys. The results from multiple linear regression models were significant in predicating employee turnover in the hospitality industry. In the final model, the five predictors accounted for approximately 36% of the variance in turnover intention, and the result was statistically significant, (R² =. 36, F (5, 105) = 11.57, p < .001). Motivation was not a significant predictor of employee's turnover intentions. The introduction of others organizational related variables by future researchers might enhance the effectiveness of the model. The practical implications for change include the ability of hospitality leaders' to implemented strategies and policies into their business practice to reduce employee turnover with industry, which is vital for organizational to retain skilled worker while maintaining profitability.
29
Merlysabella, Yolanda, and Didik Subiyanto. "Upaya Menekan Turnover Intention Dengan Prediktor Dukungan Organisasi Melalui Variabel Intervening Kepuasan Kerja Dan Komitmen Organisasi." Journal of Economic, Bussines and Accounting (COSTING) 5, no. 2 (June 30, 2022): 1575–89. http://dx.doi.org/10.31539/costing.v5i2.3369.
Анотація:
This study is to examine and analyze the effect of organizational support on job satisfaction, the effect of organizational support on organizational commitment, the effect of organizational support, job satisfaction, organizational commitment and on turnover intention, the effect of organizational support on turnover intention through job satisfaction and work commitment. The research sample was all employees of the Best City Hotel which found 47 people. The sampling method used is saturated sampling or census. So that the total sample taken in this study amounted to 47 employees. Sample data collection was done by distributing a questionnaire in the form of a Google Form sent via the employee's WhatsApp number. The number of questionnaire data that was processed was 47 questionnaires. Data processing in this study using multiple linear regression analysis techniques, assisted by the SPSS version 23.0 program. The results of this study indicate that organizational support has a positive and significant effect on employee job satisfaction, organizational support has a positive and significant effect on organizational commitment, organizational goals and organizational support have a negative and significant effect on turnover intention, job satisfaction and organizational commitment mediate the effect of organizational support on turnover. intention.
Keywords: Job Satisfaction, Organizational Commitment, Organizational Support, Turnover Intention
30
Živković, Ana, Ivana Fosić, and Ana Pap-Vorkapić. "Perceived alternative job opportunities and turnover intention as preliminary steps in employee withdrawal." Strategic Management, no. 00 (2023): 44. http://dx.doi.org/10.5937/straman2300042z.
Анотація:
Background: Employee turnover represents permanent withdrawal from the organization, which brings longterm unfavorable consequences, especially when it comes to the voluntary early departure of quality employees. Turnover intention is a preliminary step that can predict the employee's intention to leave and is very often the main precursor to the final decision to leave or stay. In addition to internal organizational influences, a strong influencing factor on such a decision is represented by perceived alternative job opportunities. Purpose: The goal of the paper is, therefore, to examine the employee's perception of the possibilities of alternative employment and their turnover intention to determine that the main factor of the environment strongly shapes thinking in the context of leaving. Study design/methodology/approach: The primary research was conducted on a convenience sample of 423 in 15 medium and large enterprises in Croatia (Slavonia and Baranja region) and in various economic sectors: Agriculture, Industry, Energy, Construction, Services, Trade, Transport, Education, and Tourism and Hospitality. The data were subjected to univariate and bivariate analysis. The influence of sociodemographic variables was also tested to identify possible differences between different groups of employees. Findings/conclusions: The results of the research indicate fairly low rates of turnover intention, with a simultaneous perception of very few or weak possibilities for alternative employment. There are no statistically significant differences between the sociodemographic groups, so all employees, for the most part, do not intend to leave the organization in which they are currently employed, but they also do not think that they could easily be employed elsewhere. Limitations/future research: The biggest limitation is the examination of only these two variables without studying cause-effect relationships, which is also a recommendation for future research. It could be helpful to analyze competitiveness on the labor market, because the situation of the market can also affect the perception of employability, which would determine whether the perceptions are close to the real picture.
31
Chun, Je-Ran. "The Influence of Management's Leadership Style on Employee's Turnover Intention." Journal of the Korea Academia-Industrial cooperation Society 12, no. 12 (December 31, 2011): 5550–57. http://dx.doi.org/10.5762/kais.2011.12.12.5550.
32
Sundari, Endang, Sri Harini, and Erni Yuningsih. "COMPENSATION, PERFORMANCE AND EFFECT ON TURNOVER INTENTION HOME DELIVERY PERSONNEL." Indonesian Journal of Social Research (IJSR) 1, no. 2 (April 22, 2020): 37–49. http://dx.doi.org/10.30997/ijsr.v1i2.10.
Анотація:
Human Resources (HR) is the important asset especially for an organization performance. Considering about the biggest benefit of HR company, it will be better if a company give attention to all HR aspects. One of the aspect is compensation. The aim in giving compensation is to increase working performance and to minimize employee's resignation or tunover intention. The purpose of this research is to know the compensation effect to the performance and tunover intention in Maternity Hospital. Analysis simple regression is used as a method on the research, and 54 employees are used as the population. Partially the result of this research shows that compensation is affected positif and sgnificant to work performance. Compensation affected negatif and significant to tunover intention.
33
Putri, Novia Annisa, Nurmala Katrina Pandjaitan, and Sadikin Kuswanto. "Pengaruh Kohesivitas dan Kepuasan Kerja terhadap Turnover Intention Karyawan." Jurnal Manajemen dan Organisasi 9, no. 1 (February 25, 2019): 35–44. http://dx.doi.org/10.29244/jmo.v1i1.25338.
Анотація:
PT X is a major regional pharmaceutical company that develops and markets innovative products in Indonesia and other countries in South-East Asia. The high turnover rate in PT X indicates a further need to be explored about this condition and see if it is affected by employee cohesiveness and job satisfaction. This study uses quantitative approach with questionnaires that distributed to 120 head office employees with convenience sampling method. The result of structural equation modeling analysis shows that the better employee cohesiveness will increase the job satisfaction so that it can decrease the employee's desire to resign from the company. Cohesiveness has a significant positive effect on job satisfaction. In this case cohesiveness plays an important role in improving job satisfaction because having a cohesive group will affect employee satisfaction. Cohesiveness and job satisfaction have a significant negative impact on turnover intention. This suggests that cohesiveness and job satisfaction play an important role in decreasing employee intent turnover, even though the effect of cohesiveness is less than the effect of job satisfaction on turnover intention.
34
Mohd Kasmuri, Siti Hawa, Zulhabri Ismail, Rumaizah Mohd Nordin, and Norfashiha Hashim. "Towards Quality of Life in Construction Industry: Identification of employee turnover antecedents." Asian Journal of Environment-Behaviour Studies 5, no. 17 (April 24, 2021): 63–82. http://dx.doi.org/10.21834/ajebs.v5i17.376.
Анотація:
Among the approaches to improve employee's life quality is through the balance of the work-life that connected to the high turnover. A systematic literature review offers an overview of the present state of research concerning the turnover antecedents in the construction industry. Based on Preferred Reporting Items for Systematic Reviews and Meta-analyses, three main themes of employee turnover antecedents are identified, namely: organisation, individual, and external antecedent. Two recommendations are made, including the development of life quality strategy and to conduct more employee turnover. Identification of adverse outcomes of turnover assists in improving employees life quality in the construction industry. Keywords: SLR; Life Quality; Construction Industry eISSN 2514-751X © 2020 The Authors. Published for AMER ABRA cE-Bs by e-International Publishing House, Ltd., UK. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/). Peer–review under responsibility of AMER (Association of Malaysian Environment-Behaviour Researchers), ABRA (Association of Behavioural Researchers on Asians / Africans / Arabians) and cE-Bs (Centre for Environment-Behaviour Studies), Faculty of Architecture, Planning & Surveying, Universiti Teknologi MARA, Malaysia. DOI: https://doi.org/10.21834/ajebs.v5i17.376
35
Singh, Rashmi, and Preeti Tarkar. "Impact of ethical leadership in HRM on employee's turnover intention post Covid-19." Brazilian Journal of Operations & Production Management 20, no. 4 (November 22, 2023): 1680. http://dx.doi.org/10.14488/bjopm.1680.2023.
Анотація:
Goal: The paper aims to identify ethical leadership's efficacy in HRM and differentiate it from negative HRM leadership. Pandemic and post-pandemic challenges are evident, which can destabilize an organization, so we need to develop a business-ethics perspective on leadership for HRM. Method: For the study, the data of 120 manufacturing companies' employees from Uttar Pradesh has been collected. The analysis of data has been done with the help of simple linear regression and T-test through SPSS. Results: The research on the concerned issue and critically reflects on negative leadership issues that arise post-Covid-19. The analysis results have concluded that there is a positive impact of ethical leadership on employee turnover intention post-covid-19 in Uttar Pradesh, and there is no significant difference in the perception of male and female respondents towards turnover intentions post-covid-19. Limitations: The study is a small-scale study consisting of 120 employees from manufacturing companies; for future research, the data can be collected for conducting a large-scale study. Pratical implication: The study will be helpful for organizations to know about the impact of covid-19 on HRM and will lead to creating an understanding of the need of developing ethical leadership in HRM to deal with the turnover intentions of employees at the time of crisis. Originility: There has been various previous studies which talk about the employees turnover intentions during covid-19, while there is no previous literature available which states about the turnover intentions of employees post covid-19 in Uttar Pradesh, India. Moreover, the study is discussing the situation from an ethical perspective which is an addition to the existing literature.
36
Veronika, Rahel. "PENGARUH PERCEIVED ORGANIZATIONAL SUPPORT DAN POSITIVE RELATIONSHIP AT WORK TERHADAP TURNOVER INTENTION : TELAAH PADA KARYAWAN HEAD OFFICE PT XYZ." Ultima Management : Jurnal Ilmu Manajemen 11, no. 2 (March 9, 2020): 149–63. http://dx.doi.org/10.31937/manajemen.v11i2.1474.
Анотація:
The aim of this study is to analyze the effect of perceived organizational support and positive relationship at work to turnover intention of head office PT XYZ. As a financing company with good credibility PT XYZ should keep trying to improve the employee's performance by managed turnover intention that occurred in the number 12-15% annually and entered into high category because it has exceeded the turnover rate tolerance limit of 10%. The method used in this research is a descriptive method with non-probability sampling methods with judgmental sampling and snowball sampling techniques. Data is processed through structural equation modeling (SEM) analysis, with the help of Lisrel 8.8 version (n:120). Results of this study showed that there are negative and significant influences from perceived organizational support to turnover intention with t-value of (-3.19), negative and significant influence of the positive relationship at work to the turnover intention with t-value of (-4.16), and the positive and significant influence of the positive relationship at work that partially, which is a partial process of perceived organizational support to the turnover of intention with t-value of ( 2.88). In this research, researchers advise that PT XYZ should ask employees for feedback on what they expect to be repaired when performing the job, so that the work does not become tedious and can reduce turnover rate.
37
Prasetya, Wibawa, and Gregorius Wisnu Aryantoro. "Analisis Kepuasan Kerja,Budaya Organisasi,Turnover Intention dan Kinerja Karyawan Perusahaan Asuransi." Jurnal METRIS 22, no. 02 (February 10, 2022): 122–30. http://dx.doi.org/10.25170/metris.v22i02.3105.
Анотація:
This research is a type of survey research that aims to analyze job satisfaction, organizational culture, turnover intention and performance of employees of insurance companies. In addition, to examine the effect of job satisfaction and organizational culture on the level of turnover intention and employee performance. The research method used is a quantitative method. Data collection using a questionnaire that has been tested for validity and reliability. The sample in this study amounted to 170 respondents taken from an unknown population The sampling technique was used purposive sampling. The data obtained is calculated the average value per research variable. To determine the effect between variables, the data were processed and analyzed using the Structural Equation Modeling (SEM) method with LISREL 8.80 software. The results of the research show that job satisfaction has an effect on turnover intention, organizational culture has an effect on turnover intention, job satisfaction has an effect on employee performance, while organizational culture has no effect on employee performance and turnover intention has no effect on employee performance. The average value of job satisfaction is 3.92, which means that employees are satisfied with the work itself, salary, co-workers, existing promotions. The average value of organizational culture is 4.07, which means that employees feel the freedom to express opinions, a good company environment and employee involvement in completing work. The average value of Turnover Intention is 1.89, meaning that the employee's desire to move, absenteeism and violation of regulations is high. The average value for performance is 4.21, which means that the quantity, quality and use of time in completing the work are very good.
38
Saputri, Irma Yuni, and Fatiya Halum Husna. "The Effect of Organizational Citizenship Behavior on Turnover Intention in Millenial Generation Employees." Jurnal Psikologi Teori dan Terapan 13, no. 2 (June 30, 2022): 114–29. http://dx.doi.org/10.26740/jptt.v13n2.p114-129.
Анотація:
Abstract: The phenomenon of intention turnover (the desire to move) in employees is something that cannot be avoided from an organization, the existence of intentions turnover in employees results in the employee's decision to leave the workplace. This phenomenon of turnover occurs a lot in employees, especially in the millennial generation. This study aims to determine the effect of organizational citizenship behavior on intentions turnover in the millennial generation. This research was conducted at the JNE Blitar Branch Office. The sample in this study were employees who worked at the JNE Blitar Branch Office with a total of 85 people. To collect data, two questionnaires were used, namely the organizational citizenship behavior questionnaire and the intention questionnaire turnover which had been tested for validity and reliability. This research is a quantitative research with correlation method. For statistical analysis techniques using simple linear regression with the help of SPSS V.22. The results of this study indicate that there is an insignificant effect of the organizational citizenship behavior (X) variable on the intention variable turnover (Y) with a significance value of 0.006 and an effective contribution value of 8.8%. These results can be used as a reference for further research on organizational citizenship behavior (OCB) andintentions, turnover especially in the millennial generation. Abstrak: Fenomena intensi turnover (keinginan berpindah) pada karyawan merupakan hal yang tidak dapat dihindari dari suatu organisasi, adanya intensi turnover pada karyawan berakibat pada keputusan karyawan untuk meninggalkan tempat kerjanya. Fenomena turnover ini banyak terjadi pada karyawan, khususnya pada generasi milenial. Penelitian ini memiliki tujuan untuk mengetahui pengaruh organizational citizenship behavior terhadap intensi turnover pada generasi milenial. Penelitian ini dilakukan di Kantor JNE Cabang Blitar. Sampel pada penelitian ini adalah karyawan yang bekerja di Kantor JNE Cabang Blitar dengan jumlah 85 orang. Untuk pengambilan data menggunakan dua buah angket yakni angket organizational citizenship behavior dan angket intensi turnover yang telah uji validitas dan reliabilitasnya. Penelitian ini merupakan penelitian kuantitatif dengan metode korelasi. Untuk teknik analisis statistiknya menggunakan regresi linier sederhana dengan bantuan SPSS V.22. Hasil penelitian ini menunjukkan terdapat pengaruh yang tidak signifikan dari variabel organizational citizenship behavior (X) terhadap variabel intensi turnover (Y) dengan nilai signifikasi sebesar 0,006 dan nilai sumbangan efektif sebesar 8,8% . Hasil ini dapat digunakan sebagai rujukan untuk penelitian selanjutnya mengenai organizational citizenship behavior (OCB) dan intensi turnover khususnya pada generasi milenial.
39
Chukwu, B. A., S. M. Aguwamba, and A. N. Ezeabogu. "Employee's Perception of Organizational Politics and its Relationship with Turnover Intention." International Journal of Economics, Business and Management Studies 6, no. 1 (2019): 119–28. http://dx.doi.org/10.20448/802.61.119.128.
40
Insan, Andi Nur, Asnawar Asnawar, Muhammad Nur, and Masmarulan Masmarulan. "Green Human Resources Management on Turnover Intentions Mediated by Work Environment Employees." MIX: JURNAL ILMIAH MANAJEMEN 13, no. 1 (February 27, 2023): 208. http://dx.doi.org/10.22441/jurnal_mix.2023.v13i1.014.
Анотація:
Objectives: This research has the aim of knowing and analyzing the role of green human resources, including green recruitment and training, and the work environment that influences employee intention to leave. Employees at Sultan Hasanuddin International Airport Makassar.Methodology: In this study, 105 samples were used and samples were taken from employees at Sultan Hasanuddin International Airport, Makassar. PLS was the data analysis tool used.Finding: The results of this study are (1) There is a direct effect of recruitment on the employee's intention to leave; (2) green training has a direct influence on intention to leave; (3) there is a direct significant relationship between the work environment and the intention to leave; (4) work environment indirect relationship is capable of mediating green recruitment process with a significant intention to leave; and (5) an indirect relationship where the work environment significantly mediates green training with employees' desire to leave during this time.Conclusion: The results of this study state that recruitment and training have a positive and significant effect on employee intention to leave, both directly and indirectly on the work environment.
41
Awolusi, Olawumi Dele, and Shirley Shamen Jayakody. "Exploring the Impact of Human Resource Management Practices on Employee's Retention: Evidence from the Food and Beverage Industry in the State of Qatar." Journal of Social and Development Sciences 12, no. 4(S) (February 22, 2022): 39–58. http://dx.doi.org/10.22610/jsds.v12i4(s).3203.
Анотація:
Employee turnover is stated as a huge issue concerning business organizations in Qatar. The organizations in the food and beverage industry of Qatar try to retain the employees by using suitable and appropriate human resource policies. Consequently, the paper analyzed the influence of human resources management practices on employee’s retention in the food and beverage industry of Qatar. In the present study, the researcher used a simple random sampling method to select the employees in the F&B industry in Qatar to minimize the chances of sampling error or fluctuations and biases in the data. According to the sample size calculation, 41 samples were used for data collection. But only 35 respondents were given responses to questionnaire filling. Therefore, 35 samples were only used in this study. Thus, a survey questionnaire was the research instrument. The questionnaire contained 14 close-ended questions, divided, into two sections, demographic and non-demographic. Considering the study objectives, the quantitative, data analysis method was applied in this study. The survey responses were converted into numeric values as those were collected through a replicable scale. Inferential, reliability, correlation and multiple regression analysis were applied to test the hypotheses. The study concluded that HR Recruitment policy, Training, and development program, Performance appraisal system; Reward system are important determinants of employee retention in the food and beverage industry of Qatar. Specifically, the reasons for increasing employee's turnover are lack of growth opportunities, poor communication, improper promotional activities, and misalignment of culture and value system, lack of decision-making ability, employee welfare, work-life imbalance and regular changes in job responsibilities. The study, therefore, recommended the following: greater employee’s involvement in the HRM policy formulation and implementation, improved employee’s compensation, social recognition, efficient top management support, as well as improved training and development in the food and beverage industry in Qatar.
42
Hou, Shiyu. "Research on Factors and Measurements of Employee Turnover in China's Garment Industry." Journal of Education, Humanities and Social Sciences 17 (July 27, 2023): 90–95. http://dx.doi.org/10.54097/ehss.v17i.10467.
Анотація:
In recent years, the turnover rate has become a big problem in China's garment industry. The turnover rate of the garment industry is generally high, and this problem is very common; even though the problem is very serious, it is still not paid attention to, and the turnover rate is still increasing year by year. This is very unfavorable to the prospect of the garment industry, so this paper studies this problem through the survey method. Consulted a large number of data and literature and summarized and classified it. These two aspects of the narrative are from the company's problems and the employee's own problems. The factors affecting the turnover rate are discussed. Finally, countermeasures and solutions are proposed for each problem. These decisions can effectively improve the turnover rate. If the company can implement each point, the turnover rate of the garment industry can be significantly improved in the next few years.
43
Ramdani, Fikri. "The Influence of Work Flexibility and Job Stress on Employee Turnover Intention." Talent: Journal of Economics and Business 1, no. 01 (December 21, 2023): 7–13. http://dx.doi.org/10.59422/jeb.v1i01.188.
Анотація:
Turnover intention refers to an employee's tendency or intention to leave their job or organization. This is an initial indication of the possibility of employee transfer from one position or company to another position or company. Turnover turnover rates can provide important insights for human resource management and organizational leaders about employee satisfaction, their perceptions of the work environment, and other such factors that may influence their decisions to stay or leave. This research aims to find out how much influence work flexibility and work stress have on employee turnover intention. The method used in this research is a quantitative method which is carried out by distributing questionnaires containing statements regarding the influence of work flexibility and work stress on employee turnover intention. This research took samples from workers in several areas and produced quite a lot of respondents. The results of the questionnaire data show that work flexibility has no effect on work stress and work flexibility has no effect on turnover intention, while work stress has a positive effect on turnover intention, which means it has an effect.
44
Afandi, Andrey, Bagus Wicaksono, and Pratista Arya Satwika. "Peran Kepemimpinan Autentik dan Person-Job Fit terhadap Turnover Intention pada Karyawan Generasi Z." Jurnal Psikologi Teori dan Terapan 13, no. 3 (October 26, 2022): 282–93. http://dx.doi.org/10.26740/jptt.v13n3.p282-293.
Анотація:
Human resources are an important element in the company to achieve the company's vision and mission. Companies must be able to pay attention to the needs of employees properly, otherwise employees will choose to leave the company or have turnover intentions. Generation z, which is the newest generation in the company today, has a tendency to want to leave work within three months. Preliminary studies show the results that the ratio of the turnover percentage of generation z employees is higher than employees other than generation z. This study aims to determine the relationship between authentic leadership and person-job fit with turnover intention in Generation Z employees. Employees who work under the direction of authentic leaders enjoy their work more and feel more satisfied with the atmosphere in their organization. In addition, the suitability of the employee's ability to the demands of the job also has an effect on employee turnover intention. The sample of this research is 93 employees of generation z structural sewing in a textile company. The study was analyzed using multiple regression analysis techniques. The research instruments used in this study were the turnover intention scale, the authentic leadership scale, and the person-job fit scale. The results showed that there was a significant relationship between authentic leadership and person-job fit with turnover intention (p<0.05), and partially showed that there was no relationship between authentic leadership and turnover intention (p>0.05). Then the next results showed a significant relationship between person-job fit and turnover intention (p <0.05). Perusahaan harus bisa memperhatikan kebutuhan karyawandengan baik, jika tidak karyawan akan memilih untukmeninggalkan perusahaan atau turnover intention. Generasi zyang menjadi angkatan terbaru di perusahaan saat ini,memiliki kecenderungan ingin meninggalkan pekerjaandalam waktu tiga bulan. Studi pendahuluan menunjukkanhasil bahwa perbandingan persentase turnover karyawangenerasi z lebih tinggi daripada karyawan selain generasi z.Penelitian ini bertujuan untuk menganalisis hubungan antarakepemimpinan autentik dan person-job fit dengan turnoverintention pada karyawan generasi z. Sampel penelitian iniadalah 93 karyawan generasi z bagian struktural sewing disebuah perusahaan tekstil. Penelitian dianalisis menggunakanteknik analisis regresi berganda. Instrumen penelitian yangdigunakan dalam penelitian ini adalah skala turnoverintention, skala kepemimpinan autentik, dan skala person-jobfit. Hasil penelitian menunjukan ada hubungan signifikanantara kepemimpinan autentik dan person-job fit denganturnover intention (p<0,05), dan secara parsial menunjukanbahwa tidak ada hubungan antara kepemimpinan autentikdengan turnover intention (p>0,05). Kemudian hasilselanjutnya menunjukan hasil yang hubungan signifikanantara person-job fit dengan turnover intention (p<0,05).Kecocokan antara kemampuan karyawan dengan tuntutanpekerjaan membuat karyawan memiliki keterlibatan kerjayang tinggi. Selain itu, pemimpin dengan gaya autentik dapatmelibatkan karyawan generasi z dalam pekerjaan danmendengarkan ide-ide karyawan sebelum mengambilkeputusan. Namun, banyak karyawan generasi z memilihbekerja dalam tim karena mereka dapat mengembangkan diridan mendapatkan pengakuan, sehingga pemimpin autentiktidak memiliki peran yang tinggi terhadap turnover intentionkaryawan generasi z secara parsial.
45
Pangarso, Astadi. "The effect of job satisfaction on turnover intentions in Star Hotel Semarang." Sebelas Maret Business Review 5, no. 1 (September 29, 2020): 42. http://dx.doi.org/10.20961/smbr.v5i1.39222.
Анотація:
This paper investigates the effect of job satisfaction on a turnover intention at the Star Hotel Semarang. We use 113 respondents using a non-probability sampling method at the Star Hotel Semarang. Using linear regression, we found the negative relationship between job satisfaction and turnover, suggesting a problematic association between job satisfaction and turnover intention. Therefore, our result suggests that other factors could be the obstacles to job satisfaction, such as the nature of the employee's work that was not under the job description, too strict supervision by the superiors, and a very long time to obtain the job promotion.
46
Balfour, Danny L., and Donna M. Neff. "Predicting and Managing Turnover in Human Service Agencies: A Case Study of an Organization in Crisis." Public Personnel Management 22, no. 3 (September 1993): 473–86. http://dx.doi.org/10.1177/009102609302200310.
Анотація:
This study uses logistical regression to identify employee and organizational attributes contributing to the probability of voluntary turnover among child protective service caseworkers in a large children's services bureau. Variables which indicate the employee's stake in the organization (length of service, overtime hours), commitment to the profession (previous experience or internship with a human services agency), and level of education, were determinants of those who chose to remain or leave during times of high turnover and intense outside criticism and questioning of agency effectiveness. The agency's primary response to the problem, a special training program, did not significantly reduce the probability of turnover.
47
Sakila, Kevin Luhika. "Pengaruh Kepuasan Kerja, Affective Commitment, Continuance Commitment, dan Normative Commitment terhadap Turnover Intention Karyawan Grand Palace Hotel Malang." Ekonomi Bisnis 24, no. 1 (May 20, 2019): 31. http://dx.doi.org/10.17977/um042v24i1p31-42.
Анотація:
ABSTRACT Sakila, Kevin Luhika. 2018. The Influence of Job Satisfaction, Affective Commitment, Continuance Commitment, and Normative Commitment to Employee Intention Turnover Grand Palace Hotel Malang. Sarjana's Thesis, Department of Management, Faculty of Economics, Universits Negeri Malang. Advisor: Lohana Juariyah, S.E., M.Si KEY WORDS: Job Satisfaction, Affective Commitment, Continuance Commitment, Normative Commitment, Employee Turnover Intention The hospitality industry is one of the industries that often experience employee turnover problems. Basically, to know the factors causing someone out of the company is very difficult. Before the employee decides to leave the organization, it first appears the intention of the employee to leave the organization (turnover intention). Job satisfaction, affective commitment, continuance commitment, and normative commitment are the four factors that influence employee turnover intention. This study aims to (1) to describe descriptive job satisfaction, affective commitment, continuance commitment, normative commitment and turnover intention of Grand Palace Hotel employees (2) to find out whether job satisfaction, affective commitment, continuance commitment and normative commitment have negative and significant influence against employee turnover intention Grand Palace Hotel.This type of research uses a quantitative approach with multiple linear regression analysis. The population in this study are all employees of Grand Palace Hotel with contract status of 45 respondents. Sampling technique using total sampling technique. Methods of data collection using open and closed questionnaires.From the data analysis, the results obtained that, employee job satisfaction in the high category or satisfied; affective commitment of employees into high or good category; continuance commitment of employee into category enough or good enough; employee normative commitment is high or good category; and employee turnover intention included in the category enough. The result of analysis using SPSS shows that: (1) Job satisfaction has negative and significant effect to employee intention turnover, meaning H1 is accepted; (2) Affective commitment has a negative but insignificant effect on employee turnover intention, meaning H2 is rejected; (3) Continuance commitment has a negative and significant effect on employee intention turnover, meaning that H3 is accepted; (4) Normative commitment negatively and significantly affect employee intention turnover, meaning H4 accepted.The suggestion given by the researcher to the Grand Palace Hotel is as follows: (1) pay attention to employee's job satisfaction level, especially on the attitude that is not satisfied with salary, promotion, and coworkers relationship (2) emotional employees by providing motivation, understanding of the hotel's mission vision, ownership and sense of love towards the organization, increasing employees' self-confidence that they are right to lose if leaving the hotel because other organizations are no better, maintaining an already high normative commitment employee response to items that indicate a lack of sense of debt to the organization (3) and then for employee intent turnover, it is necessary to consider the direction and provision of self-confidence in employees is a business that can dampen the intentions of employees to find another job. In subsequent research to retest or re-examine whether it is true that affective commitment has an insignificant negative effect on the turnover intention of other hotel employees.
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Retnowati, Eli, and Arif Rachman Putra. "PENGARUH SISTEM PENILAIAN KINERJA DAN KEPUASAN KERJA TERHADAP TURNOVER INTENTION." Jurnal Ilmiah Satyagraha 6, no. 2 (August 5, 2023): 215–30. http://dx.doi.org/10.47532/jis.v6i2.853.
Анотація:
Analysis of the intention to change jobs carried out by employees in an organization based on performance appraisal systems and job satisfaction is the goal of this study. There are several factors that play a significant role in influencing employee retention and organizational stability. That factor is the performance appraisal system and job satisfaction. Understanding the relationship between these factors can assist organizations in designing effective human resource management strategies. Researchers chose a survey method with a quantitative approach. The technique of obtaining the sample in this study was carried out randomly based on various departments in the related organization. The data collection uses a specially designed questionnaire so that the involvement of the performance appraisal system variables, job satisfaction and turnover intention can be measured. Statistical software can help to analyze the data which uses multiple regression analysis. This study found that the performance appraisal system has a significant and negative effect on turnover intention. This shows that the better the performance appraisal system implemented in the organization, the lower the employee's intention to change jobs. In addition, the negative and significant effect of job satisfaction is real on turnover intention. Jobs that can provide a sense of satisfaction for employees, the intention to change jobs is also lower. Through this research, for organizations the factors that influence turnover intention can be better understood. These findings can be used by organizations to improve performance appraisal systems and improve the factors that affect job satisfaction so as to reduce employee turnover rates
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Taufan, Andy, and Riani Rachmawati. "Sustaining Talent: Reducing Employee Turnover at Tax Authority through Value Proposition and Social Identity." Jurnal Manajemen Teori dan Terapan| Journal of Theory and Applied Management 16, no. 3 (December 22, 2023): 506–21. http://dx.doi.org/10.20473/jmtt.v16i3.51754.
Анотація:
Objective: This study aims to investigate the factors influencing employee shortage in the public sector, specifically centering on employee's intentions to either remain in or leave the institution. It also aims to examine the impact of perceived benefits received by the employees, their fitness within the organization's social group, and their attachment to the institution on their decision. Design/Methods/Approach: This study was carried out on tax authority’s staffs through an online survey sent to potential participants and 388 eligible respondents. The data collected was analyzed using Covariance Based Structural Equation Modeling (CB-SEM). Findings: The findings reveal that employee value proposition and social identity negatively and significantly affect turnover intention. Both of them also positively and significantly affect employee engagement. Moreover, employee engagement only mediates the relationship between social identity and turnover intention. Originality/Value: The novelty of this study lies in the simultaneous utilization of employee value proposition and social identity, both influencing turnover intention. Previous studies primarily used social identity as a moderating variable, without combining these two variables, alongside employee engagement as a mediation variable. This study is particularly novel as it analyzes turnover intention among employees in a government institution, whereas prior studies have predominantly focused on the private sector. Practical/Policy implication: Managers should align their Employee Value Proposition (EVP) with employee expectations. They must provide developmental opportunities and supportive work environments, foster a strong social identity, and prioritize initiatives that enhance employee engagement, like meaningful work and recognition. These measures can effectively reduce turnover intentions.
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Salleh, Ahmad Munir Mohd, Khatijah Omar, Omar Jaber Aburumman, Nik Hazimah Nik Mat, and Mohammad Ayesh Almhairat. "The impact of career planning and career satisfaction on employee's turnover intention." Entrepreneurship and Sustainability Issues 8, no. 1 (September 30, 2020): 218–32. http://dx.doi.org/10.9770/jesi.2020.8.1(14).