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"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. "

""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."

"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."

"ABSTRAKMempertahankan karyawan yang berharga selalu menjadi hal yang penting untuk organisasi, bahkan saat ini dibutuhkan lebih penting dalam pasar dimana sumber daya manusia tetap menjadi salah satu dari beberapa sumber yang dapat memberikan keuntungan kompetitif yang berkelanjutan. Penelitian ini bertujuan untuk menemukan keterkaitan antara Employer Brand Perception EBP , Servant Leadership SL dan Perceived Retensi Karyawan PER menggunakan data yang dikumpulkan dari 133 karyawan yang bekerja di Hotel Grand Sahid Jaya DKI Jakarta. Hasil penelitian ini menunjukkan bahwa perceived employee retention secara signifikan dipengaruhi oleh employer brand perception dan servant leadership. Sementara, servant leadership tidak memoderasi pengaruh antara perceived employee retention dan employer brand perception.

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ABSTRACTThe retention of valuable employees has always been important to organizations, it takes on even more significance today in a marketplace where human capital remains one of the few resources that can provide a sustainable competitive advantage. This research study investigated the interrelationships among Employer Brand Perception EBP , Servant Leadership SL and Perceived Employee Retention PER using the data collected from 133 employees working in Hotel Grand Sahid Jaya DKI Jakarta. The results of this study showed that perceived employee retention is significantly affected by employer brand perception and servant leadership. Servant leadership does not moderate the effect of perceived employee retention and employer brand perception"

"Penelitian ini bertujuan untuk menguji pengaruh employer branding terhadap employee retention dengan menggunakan work engagement sebagai variabel mediasi. Variabel employer branding diukur menggunakan beberapa indikator dari Alniacik & Alniacik (2012) yang merupakan pengembangan dari indikator pengukuran yang digunakan oleh Berthon et.al, untuk variabel work engagement menggunakan beberapa indikator dari Schaufeli dan yang terakhir untuk variabel employee retention diukur menggunakan beberapa indikator dari Kyndt, Dochy dan Michielsen. Penelitian ini menggunakan pendekatan kuantitatif, pengumpulan data yang dilakukan melalui penyebaran kuesioner online dengan jumlah responden terkumpul sebanyak 211. Analisis data pada penelitian ini dilakukan dengan analisis deskriptif, analisis regresi, analisis mediasi dan analisis sobel test. Hasil penelitian menunjukan bahwa employer branding memengaruhi employee retention secara signifikan dan employer branding memengaruhi work engagement secara signifikan. Berdasarkan hasil uji mediasi yang telah dilakukan,work engagement memengaruhi hubungan employer branding dan employee retention sebagai mediasi secara sebagian partially mediating style="margin-left:5.1pt;" This study aims to examine the effect of employer branding on employee retention with work engagement as a mediating variable. Employer branding variable is measured by several indicators from Alniacik & Alniacik (2012), for work engagement variable measured by several indicators from Schaufeli, and the last for employee retention variable measured by several indicators from Kyndt, Dochy dan Michielsen. This study uses quantitative approach, collecting data by distributing questionnaires with 211 respondents collected. Data analysis was done by descriptive analysis, regression analysis, mediation analysis (causal step) and sobel test analysis. The results showed that employer branding affect employee retention significantly and employer branding affects work engagement significantly. Work engagement affects employee retention significantly. Based on mediation analysis, work engagement affects the relationship of employer branding and employee retention partially mediating)"

"Penelitian ini bertujuan untuk menganalisis tingkat retensi karyawan dalam suatu perusahaan di Indonesia. Skripsi ini menguji apakah terdapat pengaruh yang signifikan antara kompensasi finansial dan pegembangan karir terhadap retensi karyawan. Hal tersebut dikarenakan kompensasi finansial dan pengembangan karir menentukan tingkat motivasi karyawan untuk pencapaian tujuan-tujuan individu maupun organisasi. Studi ini mengeksplorasi 3 variabel penting. Kompensasi finansial dan pengembangan karir sebagai variabel independen. Sedangkan retensi karyawan sebagai variabel dependen. Penelitian ini melibatkan 68 orang dari sebuah perusahaan telekomunikasi di Jakarta sebagai responden dengan menggunakan metode total random sampling pada divisi wholesale service. Data dikumpulkan dengan menggunakan kuesioner dan dianalisis dengan menggunakan alat bantu Statistical Product and Service Solution(SPSS) Versi 25.0. Hasil penelitian ini menunjukkan bahwa kompensasi finansial memiliki pengaruh yang signifikan terhadap retensi karyawan, sedangkan pengembangan karir tidak memiliki pengaruh yang signifikan terhadap retensi karyawan. Akan tetapi secara simultan kompensasi finansial dan pengembangan karir memiliki pengaruh yang signifikan terhadap retensi karyawan.......The purpose of this study is to investigate the retention rate of an organization in Indonesia. This paper tests that if there is significant effect between financial compensation and career developement to the employee retention. This is because financial compensation and career developement dictates the level of motivation essential for the attainment of individual and organizational goals. This study explored these three important variables. Financial compensation and career developement was the independent variables. Employee retention was the dependent variable. The study used 68 persons of a telecommunication firm on Jakarta as the respondents and used total random sampling in Wholesale Service Division. The data was collected by questionnaires and analyzed with Statistical Product and Service Solution(SPSS). The results showed that financial compensation have a significant relation to employee retention, meanwhile career developement not have a significant relation to employee retention. But, simultaneously financial compensation and career developement has signifiant to employee retention"

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""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.""