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""A war rages in today's workplace, pitting company against company in the fight to find and keep good employees. The losses are high, and battle-weary managers are desperate for talented reinforcements. They've learned that bonuses, stock options, and other financial rewards aren't enough."

"ABSTRAKPenelitian ini bertujuan untuk menguji pengaruh dari work life balance terhadap employee retention. Pada penelitian ini, variabel work life balance menggunakan instrumen penelitian dari Fisher (2001) yang memiliki tiga dimensi yaitu workinterference with personal life, personal life interference with work, and work/personal life enhancement. Sedangkan untuk variabel employee retention menggunakan instrumen penelitian dari Eva Kyndt (2009). Penelitian ini menggunakan metode kuantitatif yang dilakukan dengan pengumpulan datamelalui penyebaran kuisioner terhadap 57 sampel yang merupakan karyawan bagian operasional Bank BRI Kantor Cabang Khusus Jakarta dengan teknik sampel total. Pada penelitian ini menggunakan analisisis regresi sederhana untukmenguji pengaruh antar variabel. Hasil dari penelitian ini menunjukkan bahwa work life balance memiliki pengaruh positif terhadap employee retention.

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ABSTRACTThis study aims to examine the impact of work-life balance on employee retention. In this research, work-life balance using standard research instruments as proposed by Fisher (2001) with three dimensions that work interference with personal life, personal life interference with work, and work/personal lifeenhancement. For Employee retention is using standard research instruments as proposed by Eva Kyndt (2009). This research used quantitative approach data was collected through questionnaires from a sample of 57 Operational Employees at Bank BRI Special Branch Office Jakarta. Variables were measured using regression analysis. This study found that Work life balance has positive effect on employee retention."

"ABSTRAKPenelitian ini bertujuan untuk menguji pengaruh dari work life balance terhadap employee retention. Pada penelitian ini, variabel work life balance menggunakan instrumen penelitian dari Fisher 2001 yang memiliki tiga dimensi yaitu work interference with personal life, personal life interference with work, and work/personal life enhancement. Sedangkan untuk variabel employee retention menggunakan instrumen penelitian dari Eva Kyndt 2009 . Penelitian ini menggunakan metode kuantitatif yang dilakukan dengan pengumpulan data melalui penyebaran kuisioner terhadap 57 sampel yang merupakan karyawan bagian operasional Bank BRI Kantor Cabang Khusus Jakarta dengan teknik sampel total. Pada penelitian ini menggunakan analisisis regresi sederhana untuk menguji pengaruh antar variabel. Hasil dari penelitian ini menunjukkan bahwa work life balance memiliki pengaruh positif terhadap employee retention.

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ABSTRACTThis study aims to examine the impact of work life balance on employee retention. In this research, work life balance using standard research instruments as proposed by Fisher 2001 with three dimensions that work interference with personal life, personal life interference with work, and work personal life enhancement. For Employee retention is using standard research instruments as proposed by Eva Kyndt 2009 . This research used quantitative approach data was collected through questionnaires from a sample of 57 Operational Employees at Bank BRI Special Branch Office Jakarta. Variables were measured using regression analysis. This study found that Work life balance has positive effect on employee retention. "

""Competition for skilled employees is fierce! This book provides comprehensive, practical advice to employers to get and keep the people they need. It covers such vital topics as what workers want--including a sense of making a real impact in their jobs and getting learning opportunities; why workers leave--sometimes just because they can (it's so easy to find a new job), often because they feel undervalued or bored where they are; and what best-practice companies are doing to attract and retain the talent necessary to remain competitive. Expert Diane Arthur discusses: * Both traditional and new strategies, including a huge array of special incentives and perks * Online recruiting via sites like Monster.com or a company's own Web site * Successful programs from Cisco Systems, Bank of Boston, Eli Lilly, McDonald's, and dozens of other companies, including many small firms * Competency-based recruiting and interviewing, contingent workers, telecommuting and other alternative work arrangements, future trends, and more.""

"The numbers are alarming: More than 70 percent of newly hired senior executives leave their positions within the first two years. The reasons for this are numerous. Often, the hiring organization expects a new executive--especially one who arrives with a high price tag attached--to hit the ground running, with minimal assistance or supervision."

"Provides readers with real solutions for the costly problem of employee turnover. This book examines factors such as manager relationships, lack of trust in senior leadership, company culture and integrity, salary and benefits, and more-revealing what can be done to hold on to the people who provide the most value to the organization."

"Survival in a new global world : are you ready? -- Why global talent is so important, yet in short supply -- The foundation of the global leader : the six facets of intelligence necessary for global leadership -- What we did, why we did it, and what we learned -- The behavioral dimensions of the transglobal leader : what sets them apart? -- Traditional diversity versus transglobal diversity : the new order and debate -- Where are you on the map of global capability? -- Developing global capability."

"Penelitian ini bertujuan untuk menguji pengaruh career development terhadap employee retention dengan employee engagement sebagai variabel mediasi. Career development diukur menggunakan konsep assesment phase, direction phase dan development phase. Employee engagement diukur dengan vigor, dedication, dan absorption dan employee retention diukur dengan indikator employee retention intention. Penelitian ini menggunakan pendekatan kuantitatif. Data penelitian dikumpulkan melalui kuesioner yang dilakukan pada 90 karyawan kantor pusat PT. Jasa Marga (Persero) Tbk dengan menggunakan teknik non-probability convenience sampling. Penelitian ini menggunakan analisis jalur dan sobel test untuk menguji pengaruh langsung dan mediasi dari variabel-variabel.Hasil analisis jalur mengindikasikan bahwa career development mempengaruhi employee engagement secara signifikan. Hasil analisis jalur juga mengindikasikan bahwa career development dan employee engagement mempengaruhi employee retention secara signifikan. Hasil sobel test membuktikan pengaruh tidak langsung career development terhadap employeeretention melalui employee engagement secara signifikan.

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This study aims to examine career development on employee retention through employee engagement as a mediating variable. assesment phase, direction phase and development phase) Vigor,dedication,and absorption and employee retention intention indicator were using to measure career development,employee engagement and employee retention. This research used a quantitative approach. Data was collected through questionnaire which conducted on 90 employees PT Jasa Marga (Persero) Tbk by non-probability convenience sampling method. Path analysis and sobel test were used to test the direct and mediating relationship between variables. Path analysis show that career development affects employee engagement significantly. It also show career development and employee engagement affect employee retention significantly. Sobel test confirm for the indirect effect of career development on employee retention through employee engagement."

"How do you design and implement retention programs that will keep your organizations best employees from walking out the door? This Infoline answers this question by providing the tools and advice to build an organization with a culture of retention. Finally, the issue offers a proactive nine-step strategy, including a formula to calculate the cost of turnover, a hiring checklist, a sample employee satisfaction survey, and a person specification checklist."