Reduction In Turnover Research Articles

A high employee turnover rate can be a serious challenge for organizations, including BMT NU inBondowoso Regency, because it has an impact on workforce stability, productivity, and increasesrecruitment and training costs. Factors that can influence employee turnover include compensation,leadership style, and perceptions of organizational support. This research aims to analyze theinfluence of compensation, leadership style, and perceptions of organizational support on employeeturnover at BMT NU Bondowoso Regency. This research uses a quantitative approach with a surveymethod by distributing questionnaires to 104 BMT NU employees in various branches in BondowosoRegency. Data analysis was carried out using multiple linear regression to test the influence ofindependent variables on employee turnover. The research results show that compensation andleadership style have a significant influence on employee turnover, where better compensation and aneffective leadership style can reduce turnover rates. In contrast, perceived organizational supportdoes not have a significant influence on employee turnover, although in theory it can increaseemployee loyalty and retention. Based on these findings, organizations are advised to improvecompensation systems that are fairer and more competitive and implement a more participativeleadership style to create a more stable work environment and support employee retention in the longterm.

An efficient motivation management is a crucial factor for enhancing organizational performance and strengthening competitiveness in a dynamic economic environment. The study analyzes the role of motivation management in maximizing the potential of human resources, highlighting its impact on employee satisfaction, professional engagement, and organizational innovation. The research explores motivational strategies applicable in modern organizations, focusing on leadership, financial and non-financial rewards, professional development, and performance recognition. The aim of the research is to identify the key factors influencing employee motivation and to analyze effective motivation management strategies in an organizational context. The study evaluates the impact of various stimulation methods on performance and professional commitment, using data collected through empirical methods and comparative analyses. The originality of the research lies in the integrated approach to motivation management, emphasizing the interdependence between motivational strategies and organizational success. The study provides a detailed perspective on the influence of leadership, rewards, and the organizational environment on employee motivation levels. The research findings confirm that a well-structured motivational system significantly contributes to optimizing both individual and collective performance, reducing employee turnover, and creating a work environment conducive to innovation and productivity. The conclusions underline the importance of implementing flexible motivation policies tailored to employees' needs and expectations to strengthen long-term competitive advantage.

Human resource (HR) business leaders prioritizing diversity, equity, and inclusion (DEI) champion a more dynamic and innovative workforce, thereby alleviating labor turnover —a costly hindrance to growth. HR business leaders orchestrate these strategies, promoting an environment where diverse talents are valued and equitable opportunities abound, reducing labor turnover. Rooted in social identity theory (SIT) and the Equity, Diversity, and Inclusion (EDI) framework, this qualitative, pragmatic inquiry sought to identify and explore the practical strategies HR business leaders employ to implement DEI initiatives, thereby reducing employee turnover in the Southeastern United States. The participants were seven HR business leaders in the Southeastern United States who had successfully implemented DEI strategies to reduce labor turnover. Data were collected through semistructured interviews and publicly available documentation, which were analyzed using Braun and Clarke’s thematic coding and analysis approach. The four emerging themes were promoting continuous training and development, cultivating a positive organizational culture, gaining leadership buy-in, and effectively allocating employees. A key recommendation is that HR business leaders continuously promote training and development in unconscious bias, inclusive leadership, and cultural competence, with leadership buy-in essential for fostering an inclusive culture.

The article explores the development and implementation of an automated system for constructing professionograms of artificial intelligence (AI) specialists using modern information technologies. Against the backdrop of an ever-evolving digital economy and rising demand for qualified AI professionals, the study highlights the need for accurate and scalable tools to identify and assess relevant competencies. The main objective of the study is to design an innovative digital platform that enables automated generation of professionograms by analyzing unstructured textual data—such as job descriptions, expert publications, and scientific articles—through machine learning algorithms. Special emphasis is placed on the use of TF-IDF (Term Frequency-Inverse Document Frequency) and LDA (Latent Dirichlet Alloca-tion), which allow for effective identification and classification of key terms, skills, and knowledge areas relevant to the AI domain. The methodology involves a comprehensive review of the labor market, an analysis of expert opin-ions, and the processing of large-scale textual data to develop a structured model of professional compe-tencies. The system is designed to function as a decision-support tool in HR analytics, enabling data-driven recruitment, optimization of corporate training programs, and personalized career planning. One of the core advantages of the proposed solution is the reduction of subjectivity in the recruit-ment and evaluation process, as well as its adaptability to various specializations within the AI field. The system architecture includes a web-based interface, an interactive testing module, and visualization tools such as profession graphs and thematic distribution diagrams. This allows stakeholders—from HR man-agers to educators and researchers—to intuitively explore competency models and apply them in real-world scenarios. Furthermore, the article discusses the broader implications of using data-driven approaches in strategic human capital management. It argues that automated professionogram systems can significantly improve workforce planning, reduce turnover rates, and align employee skill sets with evolving business needs. The research also opens pathways for extending the system to other professional domains, incor-porating soft skills and psychological profiling, and developing mobile applications for continuous self-assessment and skill tracking. In conclusion, the study presents a scalable and versatile framework that not only enhances the efficiency of personnel selection and development but also supports long-term organizational growth in the age of artificial intelligence.

This study explores the relationship between job stress, workload, and turnoverintention among male and female employees at PT. Matahari Department StoreTbk, Medan. Using a quantitative approach, data were collected from 133employees through validated questionnaires measuring turnover intention, jobstress, and workload. The study employed multiple linear regression analysisusing SPSS Statistics 25 to examine the influence of the independent variables.The findings reveal that both job stress and workload significantly affectemployees' turnover intention. Job stress has a positive and significant effect witha beta coefficient of 0.511 (p = 0.000), while workload also shows a significantpositive effect with a beta coefficient of 0.473 (p = 0.000). The regression modeldemonstrates a strong explanatory power, with an adjusted R² value of 0.941,indicating that 94% of the variance in turnover intention is explained by job stressand workload. The remaining 6% is attributed to other unmeasured factors. Theseresults underscore the need for organizations to address workplace stressors andmanage workloads effectively to reduce employee turnover, especially whenconsidering gender-related experiences in the work environment

This study aims to determine the effect of workload and work stress on employee turnover intention at Puskesmas Manggeng Southwest Aceh. The method used is the causality method which aims to explain the effect of the independent variable on the dependent variable. Determination of the sample of this study using saturated sample technique. The sample used in this study were 72 employees at the Puskesmas Manggeng Southwest Aceh and were willing to be respondents. The analysis method applied is multiple linear regression analysis. The results showed that workload partially had a positive and significant effect on employee turnover intention at Puskesmas Manggeng Southwest Aceh. Work Stress partially has a positive and significant effect on employee turnover intention at Puskesmas Manggeng Southwest Aceh. Workload and work stress simultaneously have a positive and significant effect on employee turnover intention at the Puskesmas Manggeng Southwest Aceh. Increased turnover intention is determined by workload and work stress. The more the workload felt by employees decreases and the lower the level of work stress experienced by employees, the greater the opportunity for the Puskesmas Manggeng Southwest Aceh in reducing employee turnover intention Keywords : Workload, Job Stress, Turnover Intention

Assimilating a real-life situation and based on a fictional hotel chain in China, the case study presents a dilemma facing multinational companies that utilize financial incentives as the primary tool to attract and retain employees. When the firm is prosperous and can afford high pay, employees flow to work in the company. However, will these monetarily motivated employees stay with the firm and overcome the difficulties? When the company is in trouble. The case study sheds light on the observation that monetary incentives are not necessarily the only way to retain and attract employees, especially expatriate managers from various countries working for the same global company. Multi-compensation and turnover reduction strategies, including both monetary and spiritual rewards like honors, treating employees as big family members, and tenure systems, etc., could be adopted to agglomerate employees and sustain the business.

This study investigates the causes and impacts of employee turnover of Saudi and non-Saudi employees registered with the General Organization for Social Insurance (GOSI) on public and private sectors in Saudi Arabia. In addition, this study inspects the causes and impacts of employee turnover rate focusing on factors such as job security, career development, and compensation, this research aims to provide insights for reducing turnover rates and improving workforce stability. This study was conducted in the Kingdom of Saudi Arabia, using data from the General Organization for Social Insurance, the Open Data Platform, and the General Authority for Statistics. A mixed-method approach was employed, combining quantitative analysis of GOSI data covering demographic turnover patterns with qualitative survey responses to gain deeper insights into the motivations behind employee decisions to stay or leave. Findings reveal a higher turnover rate in the private sector, driven by job insecurity, contract limitations, and limited career growth. Expatriate employees, particularly in the private sector, exhibit higher turnover than Saudi nationals. In the public sector, job security and benefits contribute to lower turnover rates. Key predictors of turnover include job security, compensation, career development, and work-life balance. To mitigate turnover, it is recommended that private sector organizations enhance job security through long-term contracts, offer competitive compensation packages, provide structured career paths, and promote flexible work arrangements. These strategies could effectively improve employee retention and support the Kingdom’s workforce stability goals.

Emotional intelligence (EI) has been recognized as a critical factor in enhancing job satisfaction and mitigating turnover intention in organizational contexts. This study investigated the influence of EI on multiple facets of job satisfaction, including contingent rewards, coworker relationships, the nature of work, pay, promotion, supervision, and operating conditions. Additionally, the study examined the mediating role of promotion and the moderating role of turnover intention within these relationships. A cross-sectional survey was conducted among 89 employees in Vietnam using random sampling techniques. Data were collected through validated measures and analyzed using partial least squares structural equation modeling (PLS-SEM). The findings indicated that EI significantly and positively influenced various aspects of job satisfaction. Promotion was found to mediate the relationship between EI and job satisfaction, while turnover intention moderated the relationship between EI and coworker support as well as perceptions of the nature of work. These results underscore the importance of emotional competencies in promoting positive work attitudes and reducing employee turnover intentions, particularly within small and medium-sized enterprises.

Ethical business practices are pivotal in fostering employee retention by creating a positive work environment that nurtures trust, satisfaction, and loyalty among employees. Employee loyalty serves as a critical mediator, strengthening the connection between ethical business practices and retention by enhancing employees’ commitment to staying with organizations they trust and respect. This study examines the role of employee loyalty in mediating the relationship between ethical business practices and employee retention within Nepal’s hospitality sector, specifically focusing on restaurants and cafes. Data were gathered from 392 respondents through a structured questionnaire distributed using a convenience sampling method. The sample comprised support staff, assistant-level employees, and managerial personnel from various restaurants and cafes in the Kathmandu Valley. The data analysis was performed using Process Macro 4 with a 95% confidence interval and 5,000 bootstrapping samples. The results indicate that employee loyalty acts as a full mediator in the relationship between ethical business practices and employee retention. This study highlights the critical role of ethical business practices in cultivating trust and credibility with stakeholders, driving organizational success, and reducing employee turnover. By prioritizing ethical practices, organizations can strengthen employee loyalty, which significantly enhances retention rates and contributes to a more stable and committed workforce.

The current research focuses on analyzing the influence of person organization fit (P-O fit) on employee turnover intention (ETI) at PT MJI Sidoarjo and investigation of the STARA competence leader's role as a moderator of such effect. This research uses an explanatory causal approach, with saturated sampling techniques in choosing the respondents, amounting to 50. The findings showed a positive relationship between P-O fit with ETI, which goes against the work adjustment theory. Leaders of the STARA competence positively influence ETI and receive the impact of P-O fit on ETI. These findings emphasize the importance of P-O fit management and leadership development in the context of rapid organizational change. This research provides new insights into HR management in the digital era and contributes to the development of strategies to reduce employee turnover and increase operational efficiency and company competitiveness in the Indonesian manufacturing industry.

This study aims to analyze the influence of work-family conflict on turnover intention, with work engagement as a mediating variable among employees of CV. ABC, considering that the company's employee turnover rate has reached 18%, with an annual increase of 3% since 2021. Based on the background, conflicts between work and family demands can affect job performance and satisfaction, which in turn impacts the turnover rate. Using a quantitative approach with hypothesis testing, this study found that work-family conflict does not have a significant effect on work engagement, whereas work engagement significantly affects turnover intention, where lower levels of engagement increase employees' desire to leave. In addition, work-family conflict was found to have a significant effect on turnover intention, indicating that role conflict increases employees' intention to resign. However, no indirect effect was found between work-family conflict and turnover intention through work engagement as a mediator. These findings highlight the importance of human resource management strategies that focus on enhancing employee engagement to reduce turnover rates.

This study aims to analyze the influence of work environment, compensation, and work stress on employee turnover intention at PT. Modern Express Bank, Ambon Branch. High turnover intention can be detrimental to the company, especially in terms of human resource stability and recruitment costs. The method used in this study is a quantitative approach with a survey design. The research sample consisted of 40 employees selected using a saturated sampling technique. Data were collected through questionnaires and analyzed using multiple linear regression to determine the effect of each independent variable on turnover intention. The results of the study indicate that work environment, compensation, and work stress simultaneously have a positive and significant effect on turnover intention. Partially, work environment variables have the most dominant influence on turnover intention, followed by work stress and compensation. The results of this study provide important insights for the management of PT. Bank Modern Express, Ambon Branch to improve work environment conditions, provide better compensation, and manage work stress to reduce employee turnover intention. Therefore, companies need to design policies that can improve the quality of the work environment, adjust compensation to employee expectations, and implement programs to reduce work stress in order to retain quality employees.

In today’s fast-paced and highly competitive organizational environment, employee performance is directly linked to how well individuals are trained and developed within their roles. As businesses seek to enhance productivity, maintain adaptability, and remain competitive in their respective industries, the strategic importance of training and development has become increasingly evident. This review paper explores the significance of these human resource practices by analyzing a case study conducted at a company that emphasizes capacity building and personal development. The primary objective of the study is to investigate the impact of structured training programs on overall employee performance and organizational growth, with a focus on practical outcomes and real-world applicability. The study begins by situating the importance of training within the broader framework of workforce management. Effective training equips employees not only with the technical skills required for their immediate job responsibilities but also with soft skills such as problem-solving, teamwork, communication, and leadership competencies that are often critical to achieving long-term goals. The reviewed case study documents how it has implemented a range of formal and informal training initiatives tailored to the unique needs of its workforce. These initiatives include workshops, hands-on learning sessions, mentorship, and feedback-driven evaluations, which collectively aim to enhance both individual capabilities and team cohesion. Throughout the internship period, the researcher engaged in continuous observation and participated in organizational activities to gain first-hand insights into the implementation of training programs. Informal interviews and internal documentation provided additional layers of understanding. A key discovery was that employee performance saw a marked improvement following training interventions, particularly in areas such as client communication, project execution, and adaptability to organizational changes. This improvement was not merely anecdotal but supported by feedback from supervisors and productivity data tracked over time. One of the unique features of the approach is its emphasis on contextual learning. Unlike one-size-fits-all training models, the organization prioritizes relevance and applicability. Employees are encouraged to learn in a way that directly reflects their day-to-day responsibilities. This approach has not only increased retention of knowledge but also ensured that training outcomes translate into measurable performance gains. The review also notes that the training culture within the organization fosters continuous learning, where staff are motivated to pursue further growth without external prompting. Another important observation from the study is the psychological impact of consistent training and development. Many employees reported feeling more valued and confident as a result of their participation in learning programs. This morale boost contributes significantly to job satisfaction, loyalty, and a general sense of belonging all of which play crucial roles in enhancing productivity and reducing employee turnover. Moreover, by investing in their workforce, organizations like it also demonstrate social responsibility and long-term strategic thinking, which helps attract talent and maintain a positive reputation in their industry. Keywords: Training and Development; Employee Performance; Human Capital; Organizational Learning; Case Study; Skill Enhancement; Workplace Productivity; Behavioral Change; Performance Evaluation Human Resource Management, Mentoring Continuous Learning, Culture Strategic HR, Employee Motivation.

This study investigates the influence of organizational factors—namely organizational commitment, organizational justice, and reward management—on employees’ turnover intention in China’s manufacturing industry, with employee motivation as a mediating variable. A quantitative approach was adopted using a structured survey distributed to 487 full-time employees in medium and large manufacturing firms across several industrial provinces in China. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the proposed direct and mediating relationships among the variables. The results reveal that all three organizational factors significantly reduce turnover intention both directly and indirectly through employee motivation. Organizational commitment, justice, and reward management positively influence employee motivation, which in turn negatively impacts turnover intention. Furthermore, employee motivation plays a partial mediating role in the relationship between organizational factors and turnover intention. These findings confirm the theoretical assumptions of Self-Determination Theory and Social Exchange Theory within the Chinese manufacturing context. The cross-sectional design limits causal interpretation, and the reliance on self-reported data may introduce common method bias. Future studies are encouraged to use longitudinal designs and multi-source data. The findings provide practical insights for HR managers in manufacturing firms to reduce employee turnover by fostering commitment, fairness, and equitable reward systems that enhance motivation and engagement. This study extends motivational and exchange-based theories by providing empirical evidence of the psychological mechanism through which organizational practices influence turnover intention in an emerging economy context.

PurposeThis study investigates the influence of authentic leadership on employee turnover intentions within the IT sector and focuses specifically on the mediating role of knowledge-sharing. The research addresses the growing need for leadership practices that enhance retention in the dynamic IT industry of Southeast Europe, particularly in Bosnia, Croatia, Serbia and Montenegro.Design/methodology/approachWe employed a quantitative research design utilizing an online survey to gather data from IT professionals across the selected countries. We measured authentic leadership, knowledge sharing, and turnover intentions using a five-point Likert scale. We conducted data analysis using structural equation modeling (SEM), with both confirmatory factor analysis (CFA) and reliability assessments (Cronbach’s alpha). We evaluated key model fit indices, i.e. χ2/df, RMSEA, GFI and CFI, to ensure robustness despite a p-value anomaly.FindingsThe results reveal that authentic leadership significantly reduces employee turnover by promoting knowledge-sharing within organizations. Although the direct relationship between knowledge-sharing and turnover was not statistically significant, authentic leadership emerged as a critical factor influencing retention. The SEM analysis confirmed the model’s validity with adequate fit indices, highlighting the relevance of leadership practices in reducing turnover in the IT sector.Research limitations/implicationsThe study encourages IT organizations to integrate authentic leadership practices to improve retention rates. Leaders who exhibit transparency, relational integrity and balanced decision-making foster trust and knowledge-sharing among employees, which in turn supports organizational stability. Policymakers and HR practitioners should develop programs that promote authentic leadership, emphasizing leadership development tailored to the needs of the IT workforce in emerging economies.Originality/valueThis study contributes to the growing body of literature on leadership and employee retention by focusing on authentic leadership to mitigate turnover. It offers practical insights relevant to the IT sector, addressing a research gap by providing evidence from Southeast Europe. By examining how leadership influences knowledge-sharing and employee retention, the study bridges the gap between theory and practice, offering actionable recommendations for IT managers and policymakers.

Purpose: This study aims to analyze the impact of favoritism and work pressure on turnover intention, with job satisfaction as a mediating variable in the outsourcing industry.Method: This research employs a quantitative approach, using data collected through both offline and online questionnaires distributed to 119 outsourcing employees at PT Kinarya Selaras Solusi. The data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4 software.Result: The findings indicate that favoritism and work pressure have a significant positive effect on employee turnover intention, while job satisfaction has a significant negative effect. Additionally, favoritism and work pressure significantly and negatively affect job satisfaction. Job satisfaction serves as a mediating variable by reducing the impact of favoritism and work pressure on turnover intention.Practical Implications for Economic Growth and Development: These findings offer insights for outsourcing companies seeking to reduce employee turnover. By addressing issues related to favoritism and work pressure, companies can enhance job satisfaction and lower turnover rates, thereby contributing to economic growth through increased workforce stability and efficiency in Indonesia’s outsourcing sector.Originality/Value: This study provides original value by integrating favoritism, work pressure, job satisfaction, and turnover intention into a single research model within the context of Indonesia’s outsourcing industry—an area that has received limited academic attention despite its high employee turnover rates.

Human resources are an important aspect of an organization that cannot be separated from turnover problems. The high turnover rate remains a serious problem that organizations must minimize. One of the factors that can cause high turnover rates is the employee workload. Despite this, some factors can be highlighted to reduce turnover rates due to high workload, namely, perceived organizational support (POS) and continuance commitment. This study aimed to determine the effect of workload on turnover intention, with perceived organizational support (POS) and continuance commitment as moderating variables. This study used a quantitative method. Data were collected using questionnaires distributed to employees of BMT BIF Yogyakarta. The research respondents were 75 people collected using a saturated sampling method. Data analysis in this study used Structural Equation Modeling (SEM) in the Smart PLS 3.2.9 application. The results of the study show that there is an influence between workload and turnover intention. In addition, the perceived organizational support variable can also moderate the effect of workload on turnover intention, while continuance commitment cannot moderate the effect of workload on turnover intention. The managerial implications lead to the organization's role to always pay attention to the workload assigned to employees and to increase the perceived organizational support for employees so that turnover intention can be minimized.

This research aims to examine the influence of the work environment and company culture on the retention rate of employees at PT. PG Rajawali II Cirebon. Employee retention is one of the important aspects of human resource management because it directly affects the stability of the organization and the company's operations. This researcher uses a quantitative approach using the Menetode Partial Least Square. Collecting data using a questionnaire of 60 employees of PT. PG Rajawali II Cirebon. The results show that the work environment has an influence on employee retention. It indicates that if PT. PG Rajawali II Cirebon has comfortable working conditions, so employees are more loyal to the company. Company culture also has a significant influence on employee retention. These findings show that companies must strengthen their work environment and company culture in order to improve employee retention and reduce employee turnover rates.

This study examines the effect of job satisfaction on employee turnover intention at PT Berkat Mandiri Expedisi using a descriptive quantitative method with a randomly selected sample of 104 employees. Simple linear regression analysis shows that job satisfaction has a significant influence on turnover intention, with a regression coefficient of -0.450, a significance value of 0.000, and a t-value of -5.294, which is smaller than -t-table (-1.659). Additionally, the standardized coefficient (Beta) of -0.350 indicates that job satisfaction contributes to reducing turnover intention. These findings confirm that the higher the job satisfaction, the lower the employees' intention to leave the company. Therefore, the company should focus on improving employee well-being, better reward systems, and a supportive work environment to reduce turnover rates. Further research is needed to explore other factors that also contribute to turnover intention, such as work pressure, career opportunities, and work-life balance.