1. Home
  2. Vol 3, No 2 (2015)
  3. Lestari

Pengaruh Job Embeddedness Dan Work Engagement Terhadap Intensi Turnover

Ayu Lestari, Mulia Sari Dewi

Abstract


Human resources is a major asset that can support the achievement of company objectives. Therefore, the company continually strives to develop and maintain employees in order not to affect the movement of employees (turnover). This study aims to examine the effect of job embeddedness and workengagement on turnover intention. These samples included 200 employees of PT Medco E & P Indonesia taken with nonprobability sampling technique. Test the validity of the instrument turnover intention, scale job embeddedness, and Utrecht Work Engagement Scale (Uwes) was done by using confirmatory factor analysis (CFA). Results of multiple regression analysis is that there is significant influence job embeddedness and work engagement against turnover intention with R = 0.43. There are two dimensions of job embeddedness of variables that provide significant and negative effect terhadapintensi turnover, the fit organization and sacrifice organization

 

DOI: 10.15408/tazkiya.v20i2.9171


Keywords


turnover intention, job embeddedness, work engagement

References


Adhitiawan, E. (2014). Dampak buruk tingkat pergantian (turnover rate) SDM yang tinggi. Diunduh tanggal 5 Agustus 2015 dari http://www. refinedanalyticsindonesia.com/blog/dampak-buruk-tingkatpergantian-turnover-rate- sdm-yang-tinggi

Du Plooy, J. & Roodt, G. (2010). Work engagement, burnout and related constructs as predictors of turnover intentions. SA Journal of Industrial Psychology, 36(1), 910- 913.doi:10.4102.

Halbesleben, J.R.B., & Wheeler, A.R. (2008). The relative roles of engagement and embeddedness in predicting job performance and intentions to leave. Work & Stress, 22(3), 242−256.doi:10.1080/02678370802383962.

Kristianto, P. (2009). Mailing list migas Indonesia : (oil & gas) Salahkah saya?. Diunduh tanggal 12 februari 2015 dari https://groups.yahoo.com/neo/groups/Migas_Indonesia/conversati ons/messages/87287 Long, C.S., Ajagbe, M.A., Nor, K.M., & Suleiman, E.S. (2012). The Approaches to Increase Employees Loyalty: A Review on Employees Turnover Models. Australian Journal of Basic and Applied Sciences, 6(10): 282-291, ISSN 1991-8178

Mathis, R.L., & Jackson, J.H (2006), Human Resource Management, Edisi Kesepuluh, Prentice Hall, Jakarta. Mitchell, T.R., Holtom, B.C., Lee, T.W., Sablynski, C.J. & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102-1121.

Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62, 237-240.

Ponnu, C. H. and Chuah, C.C. (2010). Organizational commitment, organizational justice and employee turnover in Malaysia. African Journal of Business Management. 4(13), 2676-2692.

Puji, M.S. (2014). Dampak buruk tingkat turnover karyawan yang tinggi. Diunduh tanggal 5 Agustus 2015 dari http://www.bestlife.co.id/lifestyle/the.good.life/dampak.buruk.tingk at.turnover.karyawan.yang.tinggi/004/001/251

Radjasa, S (2012). Hidden cost of employee turnover. Diunduh tanggal 22 Desember 2014 dari http://www.portalhr.com/komunitas/opini/hidden-cost-ofemployee-turnover/

Schaufeli, W.B., Salanova, M., Gonzalez-Roma, V. & Bakker, A.B. (2002). The measurement of engagement and burnout: A confirmative analytic approach. Journal of Happiness Studies, 3, 71-92


Full Text: PDF

DOI: 10.15408/tazkiya.v20i2.9171

Refbacks

  • There are currently no refbacks.