Reduction In Turnover Research Articles

This study investigates the impact of compensation on turnover intention among employees of PT ASN, with a specific focus on Generations X, Y, and Z. A sample of 100 respondents was drawn from a population of 315 employees using non-probability sampling through a purposive sampling technique. The research adopted a quantitative framework with survey data collection, utilizing an ordinal Likert scale. The data was analyzed using the SmartPLS 4 application using structural equation modeling-partial least squares (SEM-PLS). The findings reveal an adverse effect of Compensation towards Turnover Intention, suggesting that higher suitable compensation leads to a reduced Turnover Intention. Based on these results and available resources, HR at PT ASN may consider implementing a compensation strategy tailored to the preferences of each generation. For Generation X, which values long-term benefits such as pensions, insurance, and stability, the company could prioritize these forms of compensation. Generation Y may place more excellent value on recognition for contributions and opportunities for career development through training and growth. Finally, for Generation Z, PT ASN could offer more flexibility in its compensation structure, including project-based incentives and provisions for technology usage. Notably, Generation Z exhibits the lowest satisfaction with the current compensation policy, highlighting a need for more adaptable compensation options such as project-based incentives and greater access to technology. Addressing these issues may reduce turnover intention among Generation Z employees. A diversified compensation approach could strategically reduce turnover rates across these three generations. Compared to existing literature, this study provides a novel contribution to understanding the impact of compensation on turnover intention for X, Y, and Z generations. However, the quantitative approach does not fully capture other factors influencing turnover intention, such as psychological factors, job satisfaction, or organizational culture. In order to investigate these extra aspects in greater detail, future research should use a mixed-methods strategy that integrates both quantitative and qualitative techniques.

Human resource practices play a critical role in influencing employee behavior and organizational outcomes, particularly in reducing turnover intention through increased organizational commitment and engagement. The goal of this study is to determine how human resource practices which include career management, compensation satisfaction, performance evaluation, individual job fit, and work control affect turnover when organizational commitment and engagement are used as interventions. With 330 employees from Syariah Hotels in Purwokerto as the whole population or test used, this consideration fits into the causal-comparative inquiry kind. The SPLS software application is used for information analysis. Out of the twelve proposed hypotheses, six were supported. Organizational commitment was significantly influenced by person-job fit and performance appraisal, while organizational engagement was significantly influenced by career management and performance appraisal. The remaining hypotheses were not supported, potentially due to contextual factors such as employee perception of HR practices, uneven implementation across departments, or demographic characteristics that moderated the expected effects. Additionally, organizational engagement and commitment characteristics may affect turnover. This study found that both organizational commitment and engagement significantly mediate the relationship between HR practices and employees' turnover intention, highlighting the importance of fostering a committed and engaged workforce to reduce turnover rates.

This study aims to identify the factors that influence employee turnover and to explore effective strategies to control it. Employee turnover, which refers to the permanent resignation of employees either voluntarily or involuntarily, can significantly disrupt organizational operations and hinder goal achievement, especially when involving competent and high-performing staff. A descriptive analysis method was employed, with data collected through a literature review from academic books, journal articles, and research reports related to employee turnover. The findings reveal that key factors contributing to turnover include weak organizational culture, low job security, limited career advancement, insufficient recognition and benefits, lack of work flexibility, and poor work-life balance. If not managed properly, these factors can lead to increased dissatisfaction and voluntary resignation. The study highlights that organizations must proactively implement comprehensive retention strategies, such as competitive compensation, transparent career development paths, supportive leadership, and flexible work arrangements. The implications of this study suggest that by addressing these areas, organizations can reduce turnover rates, enhance employee satisfaction, and foster long-term organizational success and stability.

Human resource (HR) performance management plays a strategic role in improving employee retention through job satisfaction. This study aims to analyze effective performance management strategies in creating a work environment that supports employee satisfaction, thus reducing turnover rates. The method used in this research is a quantitative approach with a survey conducted on employees from various industries. The findings of the study indicate that factors such as a fair performance evaluation system, performance-based rewards, training and development, and good organizational communication have a positive impact on job satisfaction. High job satisfaction directly affects employee loyalty and reduces the intention to change jobs. Therefore, organizations need to implement holistic performance management strategies that focus on employee well-being to improve workforce retention. The implications of this study emphasize the importance of managerial roles in creating effective and sustainable performance policies to maintain workforce stability in the long term.

Purpose: This study examines how job satisfaction, organizational commitment, work-life balance, and pay and rewards influence employees’ turnover intentions in Malaysia’s Food and Beverage industry. Methodology: Using a quantitative approach, the study distributed questionnaires to F&B organizations, gathering responses from 400 participants. The data were analyzed using Multiple Linear Regression Analysis, Correlation analysis and Factor Analysis. Multiple linear regression assessed how turnover intention—the dependent variable—was influenced by independent variables. Findings: The study results highlight the importance of nurturing job satisfaction, strengthening organizational commitment, promoting work-life balance, and offering competitive pay and rewards to reduce employee turnover. Organizations that cultivate a positive work environment, provide career development and training opportunities, and actively engage employees are better positioned to retain talent, reduce costs, and build a stable, high-performing workforce. Novelty: This study explores employee turnover in Malaysia’s F&B service industry, a largely under-researched area, by examining the impact of job satisfaction, organizational commitment, work-life balance, and compensation. It enhances theoretical models and provides actionable insights to help businesses develop targeted retention strategies, improve workforce stability, and address industry-specific cultural and economic factors.

Human resources play a crucial role in an organization. A business cannot operate effectively without the support of its HR team. For this reason, the management of human resources within a company is essential. This research examines the turnover analysis of employees at a very high percentage. at the XYZ company, it is known that the employee turnover rate. This research seeks to understand the relationship between the elevated levels of staff turnover and the job satisfaction of employees within the organization., inhibiting factors, and strategies to reduce employee turnover. Data was gathered via interviews, observations, and relevant documents from reliable sources that pertain tothe study. The findings from the research indicate that staff turnover at XYZ company is very high with various contributing factors.XYZ company implements excellent programs to reduce employee turnover rate such as providing compensation, facilities, providing work from home job training program to reduce workload. This research provides insight into how to deal with obstacles by analyzing data on what strategies should be implemented by XYZ company to reduce employee turnover.

Employee turnover is a critical issue in the manufacturing sector, leading to increased operational costs, workflow disruptions, and reduced productivity. This study investigates the relationship between Quality of Work Life (QoWL) and employee turnover in XYZ Company, a furniture manufacturing company, with a particular focus on the production division. The company faces a high turnover rate of 17.70%, with the production division contributing 92.11% of total employee exits. This research employs a quantitative approach, utilizing QoWL and turnover intention questionnaires to assess key factors such as working structure, compensation, work environment, and interpersonal relationships. Data were collected from production employees and analyzed using correlation tests and multiple linear regression to determine the impact of QoWL dimensions on turnover intention. The findings reveal that dissatisfaction with compensation and inadequate working conditions are the primary drivers of turnover. A strong correlation was identified between QoWL dimensions and turnover intention, highlighting the urgency for targeted interventions. The study proposes practical solutions, including aligning compensation with industry standards, implementing structured career development programs, and enhancing workplace conditions to improve employee retention. By addressing QoWL dimensions, organizations can foster a supportive work environment, enhance job satisfaction, and reduce turnover rates, ultimately ensuring long-term operational stability and success.

This study delves into Green Human Resource Management (GHRM) as well as its link with organizational sustainability. Through a review of literature, this research hopes to fathom the place of eco-sustainability in employee involvement and enhancing environmental responsibility via Green HRM. The main aim of this study is to thoroughly examine the literature on GHRM and its contribution to improving organizational sustainability through employee engagement and diminished environmental impact. The PRISMA guidelines were utilized in this conceptual review in order to investigate the impact that Green HRM has on the sustainability of organizations. The results show that Green HRM is vital for organizational sustainability since it reduces their ecological footprint, raises employee morale, and improves reputation. Additionally, the study emphasizes the significance of including Green HRM practices into organizational strategies and operations so as to achieve long-term sustainability. Findings indicate that through implementing green HRM practices organizations can record increased employee engagement levels, reduced turnover rates and improved customer satisfaction. Moreover, there are lower costs associated with green human resource management practices because of less waste and a better image for the brand. Nonetheless, some challenges and constraints towards change have been observed in relation to the implementation of these practices by companies. This study therefore gives an overview of how green HRM enhances organizational sustainability, thereby urging firms to adopt sustainable HR practices for successful operations in the future. These findings are important for human resource professionals, policymakers, or organizations who want to embed sustainability into their business strategy.

The participation of Generation Z in the contemporary labor market serves as a key catalyst in driving technological adoption, organizational innovation, and changes in work culture. However, the high turnover intention among this generation indicates instability in employee retention, which can impact operational efficiency and continuity, particularly in the service sector. This study aims to empirically examine the influence of Non-Physical Work Environment, Compensation, and Workload on Turnover Intention among Generation Z workers in the Coffee Shop industry in Pontianak City, with Job Satisfaction as a mediating variable. A quantitative approach was employed in this study, with data collected through an online questionnaire using a five-point Likert scale. A total of 200 respondents aged 18–27 years were selected using purposive sampling based on relevant criteria. Data were analyzed using Structural Equation Modeling with the Partial Least Squares (SEM-PLS) approach via the SmartPLS 4 software. The analysis results show that the Non-Physical Work Environment has a significant negative effect on Turnover Intention, while Compensation has a negative but not significant effect. Workload has a significant positive effect on Turnover Intention. Furthermore, the Non-Physical Work Environment and Compensation have significant positive effects on Job Satisfaction, while the effect of Workload is not significant. Job Satisfaction is proven to act as a significant mediator in the relationship between the Non-Physical Work Environment and Compensation on Turnover Intention, but it does not mediate the relationship between Workload and Turnover Intention. These findings emphasize the urgency of formulating managerial strategies focused on improving the quality of the work environment and implementing adaptive compensation policies, in order to sustainably reduce turnover rates among Generation Z workers.

The issue of employee turnover poses a significant challenge for private organizations. However, by implementing effective strategies to improve organizational performance, productivity, and overall success, it is possible to retain employees with high potential. This study conducts an in-depth analysis of employee turnover, identifies contributing factors, recognizes patterns and trends, and provides practical and evidence-based recommendations to help private companies reduce employee turnover and improve their employee retention strategies. The researcher used Structural Equation Modelling (SEM) Smart PLS 4.0, to analyze data on the factors associated with employee turnover. The study's findings may have significant effects on organisational culture by generating more stable and engaged employees. The study suggests that organizational culture, job satisfaction, and retention significantly impact company turnover. This research underscores the importance of understanding and addressing employee turnover in private or state companies to enhance long-term sustainability and competitiveness.

ABSTRACT The construction sector is a substantial employer but has a reputation for having stressful jobs. This study investigates whether stress is affected by job status within the hierarchical structure of construction teams from highest status executives to managers with intermediate status to tradespersons (both skilled and unskilled) with the lowest status. Statistical analysis of survey responses from 300 New Zealand construction workers explores the effect of job status on significant stressors and identifies key stress coping strategies for the different roles. Tradespersons are primarily stressed by physical job demands and are most likely to turn to maladaptive stress responses. They would benefit from site safety and stress reduction training. Relationship-based stressors are problematic for managers, and this could be addressed in communication and role-specific skills training. Both managers and tradespersons would benefit from an organization culture that fosters supportive management, career development, flexible work hours, and counseling services. Executives face stress from long hours, operational problems and managing contractors. If they prioritize financial success, then they may be reluctant to implement costly training programs and flexible work schedules. However, reducing job stress amongst all team members can improve job satisfaction, reduce employee turnover and increase productivity of the whole team.

This study explores the crucial role of Human Resources (HR) in managing stress within hotels. The hospitality industry's high-pressure work environment leads to employee stress, impacting productivity and well-being. HR departments identify stressors, implement wellbeing programs, and foster a positive work culture. Effective HR strategies reduce employee turnover, improve guest satisfaction, and maintain a motivated workforce. This study highlights best practices in HR-driven stress management.

Emotional intelligence and job satisfaction have become increasingly important in today's workplace, offering significant benefits in personal and professional development. However, there is limited research available on these topics within the Indian healthcare context, especially regarding nurses. Specifically, this paper seeks to assess nurses' emotional intelligence levels, evaluate their job satisfaction, and determine how emotional intelligence influences workplace satisfaction. Emotional intelligence is essential for nurses in managing stress, fostering effective patient interactions, and maintaining a positive work environment. Likewise, job satisfaction impacts motivation, retention, and overall performance. By exploring these factors, the study aims to provide insights into their interconnectedness and contribute to strategies that enhance nurse well-being and improve healthcare service quality. A descriptive research design with a quantitative approach was employed in this study. Using a simple random sampling technique, 100 staff nurses were selected as participants. To assess emotional intelligence and job satisfaction, the study utilized the Emotional Intelligence Inventory Scale and the Minnesota Job Satisfaction Questionnaire. The researcher administered the questionnaire to the staff nurses, allowing them 15-20 minutes to complete the questions. Data analysis was performed using descriptive and inferential statistics to summarize the findings and identify relationships between emotional intelligence and job satisfaction. This approach provided a comprehensive understanding of the nurses' emotional intelligence and job satisfaction levels. Among 100 staff nurses, the majority (58%; n=58) were aged 20-30 years, were female (70%; n=70), were married (64%; n=64%), and had 1-10 years of hospital experience(68%; n=68). Most (60%; n=60) earned a monthly salary of Rs. 10,000-20,000, and (52%; n=52) had GNM qualifications. A majority of 79 (79%) worked as staff nurses, with 47 (47%) in general wards. Emotional intelligence levels were very high among 77 (77%) nurses, while 63 (63%) were highly satisfied with their jobs. The mean emotional intelligence score was 191.59 (S.D. 18.0264), and the mean job satisfaction score was 75.14 (S.D. 11.9974). A significant positive correlation (r = 0.4059, p = 0.000002) was observed between emotional intelligence and job satisfaction. The findings suggest that nurses with higher emotional intelligence tend to experience greater job satisfaction. This highlights the critical role emotional intelligence plays in influencing job satisfaction levels. By promoting emotional intelligence in nursing practice, hospital management can create a more positive work environment, which may lead to improved nurse satisfaction, better patient care, and reduced turnover rates. The results emphasize the importance of investing in emotional intelligence development as a key strategy for enhancing nurse well-being and overall hospital performance.

This research investigates how four essential Green Human Resource Management (GHRM) practices—Green Recruitment and Selection, Green Training, Green Involvement, and Green Rewards—influence the turnover intentions of millennial employees in Shanghai, China. Data were collected from 393 millennial employees in Shanghai through a questionnaire survey and analyzed using SmartPLS 4. The findings indicate that each of these GHRM practices significantly reduces employees' turnover intentions. Additionally, green rewards indirectly decrease turnover intentions through the serial mediation of employee engagement and job satisfaction, highlighting the effectiveness of green rewards in reducing turnover rates among millennials in Shanghai. Amid the global climate crisis, companies must balance environmental responsibility with reducing millennial turnover. This study explores how GHRM practices impact millennial employee behavior and turnover intentions in Shanghai, offering practical recommendations for policymakers, practitioners, and academics, and addressing a gap in current research.

Purpose: This paper aims to investigate the attrition factors and retention strategies for Millennials in the Information Technology (IT) sector. Given the significant role Millennials play in the workforce, understanding their unique workplace expectations and the factors contributing to their turnover is essential for IT companies to maintain stability and growth. Design/Methodology/Approach: The study employs a mixed-methods approach, including quantitative data from structured surveys distributed to Millennial employees, secondary data analysis from industry reports, and qualitative data from in-depth interviews and focus group discussions. A bibliometric analysis of peer-reviewed articles published between 2006 and 2024 was also conducted to identify publication trends, key contributing authors, and influential studies. The analysis was performed using biblioshiny (bibliometrix package) in RStudio and VOSviewer software. Findings: The findings highlight that career advancement opportunities, work-life balance, recognition, supportive organizational culture, and effective onboarding processes are critical factors influencing Millennial retention in the IT sector. The study also reveals an increasing number of publications and citations over the years, indicating a growing interest and recognition of the importance of this research area. Originality/Value: This research provides a comprehensive understanding of the factors driving Millennial attrition and offers actionable strategies for IT companies to enhance retention. By aligning organizational practices with Millennial expectations, companies can improve employee satisfaction, reduce turnover rates, and foster a more engaged and productive workforce.

Purpose The US workforce is becoming more diverse, encompassing a wide range of ethnicities, cultures, genders, ages and backgrounds. Further, the presence of African Americans in the workforce has evolved significantly over the years. This paper aims to identify the cultural values of African Americans and assess how well current HR policies and practices align with these values. The research utilizes Hofstede’s (1980) cultural values framework to gain insights into this dynamic. Design/methodology/approach The authors used a conceptual approach to analyze African American cultural values and utilized Hofstede’s (1980) cultural values framework to gain insights into them. We analyze African American cultural values and focus on individualism/collectivism, power distance and long-term/short-term orientation. Findings This study advances the idea that organizations can significantly benefit from understanding the cultural values of African Americans and other minority groups. We found that there was misalignment between current HR practices and policies and African American employees. By aligning HR practices and policies with African American cultural values or other minority groups’ cultural values, organizations may be able to increase job satisfaction and thus lower turnover in African Americans and other minority workers. Practical implications This study emphasized that organizations stand to gain significantly by understanding African American cultural perspectives. Presently, there is a misalignment between existing practices and policies and the needs of non-Anglo-American employees. Aligning these practices and policies with African American cultural values can improve organizational effectiveness and help reduce employee turnover. We offer practical implications for organizational leaders. Originality/value The study’s findings indicate if current HR policies and practices align with African American cultural values, and we discuss the implications of this alignment for reducing turnover and suggest directions for future research.

The mining industry is one of the most dangerous industries and requires comprehensive occupational health and safety management to protect the mining industry employees. However, occupational accidents greatly influence employee turnover in the mining industry. Following the predictive study approach, a cross-sectional survey was designed to collect quantitative data from 275 workers in the mining industry. The data were analysed using standardized questionnaires, multiple regression, multi-collinearity tests, means, and standard deviation methods. The results show that the correlation coefficient revealed a negative association between occupational health and safety elements such as safety training ( r = −.31, p < .01), safety leadership ( r = −.28, p < .01), fire safety ( r = −.33, p < .01), safety measure ( r = −.25, p < .01), and the likelihood of turnover. Safety training (β = −.32, p < .01) and fire safety (β = −.231, p < .01) were shown to be critical indicators of employee turnover. Our findings suggest that safety training and fire safety play a pivotal role in occupational health and safety to minimize employee turnover in the mining industry of Pakistan. It was concluded that this study provides a better understanding to improve mining sectors and help to reduce the high employee turnover intention in the mining industry. The study also suggests that improving safety training and fire safety could reduce employee turnover and enhance workers’ well-being in the mining industry.

Background & Aim: Given the high turnover rate among nursing staff, contemporary healthcare facilities are experiencing an increasing demand for nurses. Retaining nursing personnel is crucial for ensuring patient safety and preventing malpractice. Job embeddedness has emerged as a key determinant in employee retention. This study examined the relationship between job embeddedness and nurses' turnover intentions. Methods & Materials: This descriptive-analytic study included 242 nurses from hospitals affiliated with Zahedan University of Medical Sciences, Iran. Participants were selected through stratified random sampling. Data were collected using a demographic questionnaire, the Global Job Embeddedness Scale, and a turnover intention questionnaire. The data were analyzed using independent t-tests, Pearson correlation coefficients, and ANOVA. Results: The mean turnover intention score was relatively high, particularly in the organizational (M±SD= 3.3±0.7) and professional (M±SD= 3±0.8) dimensions. The mean score for job embeddedness was above average (M±SD= 2.8±0.9). The Pearson correlation coefficient analysis revealed a significant negative correlation between job embeddedness and turnover intentions among nurses (r = -0.3, p<0.001). Conclusion: The study concluded that higher levels of job embeddedness are associated with a lower intention to leave the profession. By enhancing and maintaining job embeddedness among nurses, it is possible to reduce turnover rates, ultimately contributing to improved patient care.

The objective of this study is to examine the function of HR analytics in the identification, monitoring and mitigation of risks within human resource management (HRM) systems. In the context of an increasingly intricate management of workforces, enterprises encounter a multitude of challenges, encompassing operational inefficiencies, elevated rates of personnel turnover, detrimental impacts on reputation, and regulatory infractions. The present study aims to analyse how HR analytics can serve as a strategic tool for risk assessment and mitigation, with a view to improving decision-making processes in HRM. Methodology. This study employs a qualitative research approach, focusing on an in-depth literature review and case study analysis to explore the role of HR analytics in risk monitoring and mitigation. The literature review synthesises extant research on HR analytics, risk management, and workforce planning, drawing on academic publications, industry reports, and theoretical frameworks. Furthermore, the analysis of case studies of organisations that have successfully implemented HR analytics for risk management provides valuable insights into best practices, challenges, and outcomes. The study utilised a range of qualitative data sources, including industry reports, HRM policy documents, and expert interviews, with the objective of offering a comprehensive understanding of the practical application of HR analytics. Results. The findings indicate that HR analytics has the potential to significantly enhance risk management in HRM systems by facilitating data-driven decision-making processes. Organisations that employ predictive analytics are able to identify potential workforce challenges, such as talent shortages, employee dissatisfaction, and compliance risks, before such issues escalate. Furthermore, the integration of HR analytics with artificial intelligence and big data solutions provides deeper insights into employee behaviour and workforce dynamics, thus improving organisational resilience. Practical іmplications. This study underscores the pragmatic advantages of HR analytics for human resources professionals, executives, and policymakers. The implementation of data-driven HR strategies has been demonstrated to result in enhanced workforce planning, reduced employee turnover, and improved regulatory compliance. Furthermore, it is asserted that organisations which leverage HR analytics for risk monitoring purposes can enhance their competitiveness by minimising workforce-related uncertainties and optimising human capital management. Value / Originality. This research makes a significant contribution to the extant literature by providing a structured analysis of HR analytics as a risk management tool in HRM. In contradistinction to preceding studies, which have chiefly concentrated on the utilisation of HR analytics for talent acquisition and performance management, this study accentuates its function in identifying and mitigating organisational risks. The originality of this work lies in its comprehensive approach, combining theoretical insights with real-world applications to demonstrate the strategic importance of HR analytics in modern workforce management.

This study aims to develop an effective seafarer competency improvement model in reducing turnover rates in the Indonesian maritime industry. The research method used is a mixed-method with a quantitative and qualitative descriptive approach. Data collection was carried out through questionnaires, interviews, and documentation studies of 150 seafarers from five national shipping companies. The Technology Readiness Level (TRL) of the proposed model was evaluated at TRL 7, indicating that this model has been tested in a limited operational environment with adequate results. The results showed that 65% of seafarers felt they did not receive adequate competency-based training, while 48% of them indicated a desire to change jobs shortly. The competency improvement model, designed based on digital technology and simulation-based training, succeeded in increasing the average competency score of seafarers from 68% to 85% within six months. In addition, the turnover rate of the company that became the pilot project for this model decreased from 22% to 14%. This study offers a state-of-the-art in the form of an integration of competency-based approaches with digital technology, different from previous studies that focused on conventional interventions. The novelty of this study lies in the use of a digital-based model that combines continuous evaluation and adaptive training programs that are tailored to the needs of individual seafarers. This model is expected to be a strategic solution to increase seafarer retention in the maritime industry while strengthening the competitiveness of the Indonesian workforce in the international market.