The Influence of Job Resources Toward Employee Engagement and Its Impact On Turnover Intention of the Employees of PT Bank DKI

Tinjung Desy Nursanti,Theresha Then

doi:10.35384/jime.v11i1.124

Abstract

The purpose of this study was to determine the influence of job resources toward employee engagement and its impact on turnover intention either partially or simultaneously as well as providing advice to the management of PT Bank DKI to its employees. The method used is the associative method where data are primarily collected through interview, and distributing questionnaires to 100 employees as respondents, as well as obtaining secondary data through the study of literature. The data is processed through path analysis method. From the analysis of the data, it is found that job resources have positive and significant effect on employee engagement but, job resources has negative and not significant on turnover intention. Another result obtained is that the employee engagement has negative and significant effect on turnover intention. While simultaneously, job resources and employee engagement have negative and significant impact on turnover intention

Highlights

Human resources as capital are important assets and needed to be managed professionally because every organization expects competent, loyal, and human resources that are closely related to the company, even greater than just loyal people
To overcome the problem of the job resources variable perceived by employees on the interpersonal level dimension, the things that can be done by PT Bank DKI with improvements in leadership, for example by directing all bosses on how to direct, motivate, and help subordinates
As the purpose of this study is to find out how the influence of Job resources on employee engagement and its impact on turnover intention, after testing with path analysis, it can be concluded that: 1. Job resources variables have a significant effect on employee engagement partially

Summary

Introduction

Human resources as capital are important assets and needed to be managed professionally because every organization expects competent, loyal, and human resources that are closely related to the company, even greater than just loyal (engaged) people. There is no bond that can ensure employee employment can last until official employees retire (Adryanto, 2014:17). This is proven by the 2012 Global Workforce Study, which included 29 countries, including Indonesia, with a total of 32,000 employees. Twothirds of employees in Indonesia do not have high engagement with their organizations. The same is found through the survey of Price Waterhouse Coopers (2014) of the banking industry in Indonesia, which is showing that turnover in this sector reaches 15%. The two survey results above show that the turnover rate in the banking sector is quite high. According to Adryanto (2004:18), if the turnover rate is more than 10%, it is considered nerve-racking, and the organization needs to take

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Conclusion