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Abstrak :
ABSTRAK Penelitian ini menganalisis hubungan dan pengaruh pay satisfaction voluntary turnover intention pada karyawan PT.X. Penelitian ini adalah gabungan penelitian kualitatif dan kuantitatif dengan metode analisis data statistik menggunakan program SPSS versi 22. Hasil penelitian menunjukkan bahwa variabel pay satisfaction memiliki hubungan yang negatif dan signifikan dengan variabel pay satisfaction dengan nilai r sebesar 0.676 dan persentase pengaruh sebesar 45.7 % terhadap variabel voluntary turnover intention pada karyawan PT.X. Hal ini mengindikasikan rendahnya tingkat kepuasan karyawan terhadap aspek penggajian di PT.X yang meliputi tingkat/ besaran gaji yang diterima (pay level), besarnya kenaikan gaji (pay raise), manfaat / tunjangan (benefit), dan struktur administrasi penggajian (pay structure / administration). Rendahnya tingkat kepuasan karyawan pada aspek penggajian ini disebabkan oleh sistem penggajian dari perusahaan yang dirasakan tidak adil oleh karyawan dan terdapat tumpang tindih antara jabatan pada struktur organisasi yang baru. Oleh karena itu, intervensi yang penulis usulkan berupa program intervensi evaluasi jabatan yang fokus pada peningkatan pay satisfaction karyawan, sebagai dasar untuk mendesain sistem penggajian yang adil (equal pay). Program intervensi evaluasi jabatan ini diharapkan akan dapat meningkatkan pay satisfaction dan menurunkan voluntary turnover intention pada karyawan PT.X.

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ABSTRACT This study analyzes the relationship and influence of pay satisfaction to voluntary turnover intention of employee PT.X. This is a combination of qualitative and quantitative research using statistic data analysis method via SPSS program version 22. Research result indicates that variable pay satisfaction has a negative and significant relationship with r score 0.676 and influence with percentage 45.7 % to variable voluntary turnover intention on PT.X employee. This result indicates low pay satisfaction of PT.X employee which includes satisfaction of pay level, pay raise, benefit, and pay structure/ administration. Low employee pay satisfaction is caused by unequal pay structure and gap between jobs in new PT.X organization chart. Thus, writer proposes job evaluation intervention program which focus on enhanching employee pay satisfaction, as a basis to design a fair and equal pay structure. This intervention proposal is expected to increase PT.X employee pay satisfaction and lower employee voluntary turnover intention.

Abstrak :
[ABSTRAK
Penelitian ini dilakukan untuk menganalisis pengaruh pay satisfaction dan perceived organizational support terhadap employee engagement di PT. XYZ. Responden penelitian ini berjumlah 135 karyawan di kantor pusat PT. XYZ. Metode penelitian menggunakan metode kuantitatif dengan uji regresi linier sederhana dan uji regresi linier berganda. Alat ukur yang digunakan pada penelitian ini adalah Pay Satisfaction Questionnaire (PSQ) yang dikembangkan oleh Heneman dan Schwab (1985), Survey of Perceived Organizational Support (SPOS) yang dikembangkan oleh Eisenberger, Huntington, Hutchison dan Sowa (1986) dan disederhanakan oleh Holt, Bartczak, Clark da Trent (2007), dan Utrecht Work Engagement Scale (UWES) yang dikembangkan oleh Schaufeli dan Bakker (2003) dan disederhanakan oleh Seppala, Mauno, Fedlt, Hakanen, Kinnunen, Tolvanen, dan Schaufeli (2008). Hasil penelitian menunjukkan bahwa pay satisfaction dan perceived organizational support berpengaruh positif dan signifikan terhadap employee engagement.

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ABSTRACT
This research was conducted to analyze the effect of pay satisfaction and perceived organizational support on employee engagement at PT. XYZ. Respondents of this research was 135 employees at the headquarters of PT. XYZ. The research method used quantitative methods with simple and multiple linear regression tests. This research used Pay Satisfaction Questionnaire (PSQ) developed by Heneman and Schwab (1985), the Survey of Perceived Organizational Support (SPOS) developed by Eisenberger, Huntington, Hutchison and Sowa (1986) and simplified by Holt, Bartczak, Clark da Trent (2007), and the Utrecht Work Engagement Scale (UWES) developed by Schaufeli and Bakker (2003) and simplified by Seppala, Mauno, Fedlt, Hakanen, Kinnunen, Tolvanen, and Schaufeli (2008). The result of this research showed that the pay satisfaction and perceived organizational support have significant and positive influence on employee engagement, This research was conducted to analyze the effect of pay satisfaction and perceived organizational support on employee engagement at PT. XYZ. Respondents of this research was 135 employees at the headquarters of PT. XYZ. The research method used quantitative methods with simple and multiple linear regression tests. This research used Pay Satisfaction Questionnaire (PSQ) developed by Heneman and Schwab (1985), the Survey of Perceived Organizational Support (SPOS) developed by Eisenberger, Huntington, Hutchison and Sowa (1986) and simplified by Holt, Bartczak, Clark da Trent (2007), and the Utrecht Work Engagement Scale (UWES) developed by Schaufeli and Bakker (2003) and simplified by Seppala, Mauno, Fedlt, Hakanen, Kinnunen, Tolvanen, and Schaufeli (2008). The result of this research showed that the pay satisfaction and perceived organizational support have significant and positive influence on employee engagement]

Abstrak :
Penelitian ini menghubungkan antara pay satisfaction dengan employee engagement, mengingat kebijakan pay dan benefits merupakan landasan awal dalam meningkatkan employee engagement. Penelitian ini dilaksanakan di Kantor Pusat Lembaga XYZ di Jakarta pada bulan Maret – Mei 2014 dengan metode analisis kuantitatif. Data dikumpulkan melalui kuesioner dengan total responden yang didapatkan sebanyak 260 orang. Pay satisfaction diukur ke dalam empat dimensi, yaitu pay level, benefits, raises, structure and administration menggunakan Pay Satisfaction Questionnaire (PSQ). Sedangkan employee engagement diukur menggunakan instrumen yang dikembangkan oleh Institute for Employment Studies. Hasil penelitian menunjukkan bahwa tingkat pay satisfaction pegawai Lembaga XYZ cenderung rendah dan tingkat employee engagement cenderung tinggi. Pengujian hipotesis menyimpulkan bahwa kepuasan terhadap benefits dan structure and administration terbukti secara signifikan mempunyai pengaruh positif terhadap employee engagement, sedangkan kepuasan terhadap pay level dan raises tidak terbukti secara signifikan mempunyai pengaruh positif terhadap employee engagement. ...... This study aims to determine the relationship between pay satisfaction with employee engagement, considering pay and benefits policies are initial foundation to increase employee engagement. This research was conducted at XYZ Institution Headquarters in Jakarta in March-May 2014, using a quantitative analysis method. Data were collected through questionnaires with total respondents 260 people. Pay satisfaction was measured into four dimensions using the Pay Satisfaction Questionnaire (PSQ), consist of pay level, benefits, raises, structure and administration. Employee engagement was measured using an instrument developed by the Institute for Employment Studies. The results showed that the level of pay satisfaction employee XYZ Institution tend to be rather low and the level of employee engagement tend to be rather high. Hypothesis testing concluded that satisfaction of benefits and satisfaction of structure and administration have significant positive influences on employee engagement, while satisfaction with pay level and raises do not have significant positive influences on employee engagement.

Abstrak :
ABSTRAK
Tujuan dari penelitian ini adalah untuk memahami dan menganalisis pengaruh career management, training satisfaction, pay satisfaction terhadap turnover intention pada karyawan sektor perbankan. Sebanyak 265 responden yang bekerja pada Bank Umum ikut berpartisipasi, dengan.pengolahan data menggunakan metode structural equation modelling. Hasilnya, ditemukan bahwa secara langsung career management tidak berpengaruh terhadap turnover intention. Selain itu, penelitian ini juga membuktikan bahwa training satisfaction dapat mempengaruhi turnover intention melalui peran mediasi penuh organizational engagement. Penelitan ini juga menemukan bahwa organizational engagement memberikan peran mediasi sebagian pada hubungan antara pay satisfaction dan turnover intention. Maka, penelitian ini berhasil membuktikan pentingnya peran training satisfaction dan pay satisfaction dalam meningkatkan organizational engagement yang pada akhirnya dapat menekan turnover intention karyawan pada sektor perbankan. Hasil penelitian ini membuktikan bahwa perusahaan yang memiliki manajemen karir yang baik belum tentu mendorong karyawan untuk tetap tinggal, fenomena war for talents merupakan salah satu pemicu karyawan tertarik untuk pindah. Sehingga perusahaan perlu merumuskan strategi karir manajemen untuk menumbuhkan rasa engagement karyawan, contohnya dengan fungsi coaching dan mentoring.

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ABSTRACT
The purpose of this research is to understand and analyze the effects of career management, training satisfaction, pay satisfaction to employee turnover intention in the banking sector. A total of 265 respondents who work in the Commercial Bank participated, with structural equation modeling as data processing method. As a result, it was found that direct career management has no effect on turnover intention. Furthermore, this research also proves that training satisfaction can affect turnover intention through full mediating role of organizational engagement. This research also found that organizational engagement provides partial mediating role in the relationship between pay satisfaction and turnover intention. Thus, this study was able to prove the importance of the role of training satisfaction and pay satisfaction in improving organizational engagement, which in turn can reduce turnover intention of employees in the banking sector. The results of this study showed that companies that have a good career management can necessarily encourage employees to stay, the phenomenon of war for talents is one of the triggers of employees interested in moving. So the company needs to formulate good strategy of career management to nurture employee engagement, for example, with the function of coaching and mentoring.

Abstrak :
Praktik manajemen sumber daya manusia (SDM) dan kepemimpinan transformasional dapat meningkatkan keterikatan kerja karyawan. Keterikatan kerja membuat karyawan bersemangat dalam bekerja, berkonsentrasi tinggi dan menyatu dalam pekerjaannya. Mereka tidak memikirkan untuk meninggalkan organisasi karena sudah merasa puas dan terikat dengan pekerjaannya. Tujuan dari penelitian ini adalah untuk menguji pengaruh dari kepuasan terhadap pelatihan, kepuasan terhadap penilaian kinerja, kepuasan terhadap pembayaran gaji, dan kepemimpinan transformasional terhadap turnover intention karyawan perusahaan makanan dan minuman (food & beverage) di Indonesia dengan dimediasi oleh keterikatan kerja. Studi ini menguji teori turnover intention yang mengatakan adanya pengaruh dari kepuasan terhadap praktik manajemen SDM dan kepemimpinan transformasional terhadap keterikatan kerja dan keinginan karyawan untuk meninggalkan organisasi. Penelitian ini menggunakan metodologi berbasis survey dengan 39 item kuesioner dan penilaian menggunakan lima poin skala Likert. Data 160 orang responden dianalisis menggunakan teknik partial least squares structural equation modeling (PLS-SEM). Hasil penelitian menunjukkan kepuasan terhadap penilaian kinerja, kepuasan terhadap pembayaran gaji, dan kepemimpinan transformasional memiliki pengaruh positif dan signifikan terhadap keterikatan kerja. Namun tidak cukup bukti adanya pengaruh kepuasan terhadap pelatihan terhadap keterikatan kerja, dan hubungan antara keterikatan kerja dengan turnover intention. Selain itu, tidak ditemukan cukup bukti adanya pengaruh kepuasan terhadap pelatihan, kepuasan terhadap penilaian kinerja, kepuasan terhadap pembayaran gaji, dan kepemimpinan transformasional terhadap turnover intention karyawan dengan di mediasi oleh keterikatan kerja. Selain memberikan kontribusi penting terhadap literatur keterikatan kerja dan turnover intention, temuan ini juga memberi wawasan baru bagi perusahaan dalam mengembangkan praktik manajemen SDM dan kepemimpinan transformasional untuk meningkatkan keterikatan kerja. ......Human resource management (HRM) practices and transformational leadership can increase employees’ work engagement. Employees who are engaged at work are enthusiastic, intensely focused, and fully involved in their job. They do not think about leaving the organization because they are satisfied and engaged to their jobs. The purpose of this study was to examine the effect of training satisfaction, performance appraisal satisfaction, pay satisfaction, and transformational leadership on the turnover intention of employees of food and beverage companies in Indonesia mediated by work engagement. This study examines the theory of turnover intention which states that there is an influence of satisfaction on HRM practices and transformational leadership style on work engagement and employees’ intention to leave the organization. This study used a survey-based methodology with 39 questionnaire items and a five-point Likert scale. The data of 160 respondents were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique. The results showed that performance appraisal satisfaction, pay satisfaction, and transformational leadership had a positive and significant effect on job involvement. However, there is insufficient evidence on the effect of training satisfaction on work engagement, and the relationship between work engagement and turnover intention. In addition, there is insufficient evidence to find the effect of training satisfaction, performance appraisal satisfaction, pay satisfaction, and transformational leadership on employee turnover intention mediated by work engagement. In addition to making an important contribution to the literature on work engagement and turnover intention, these findings also provide new insights for companies in developing HRM practices and transformational leadership styles to enhance work engagement.

Abstrak :
ABSTRAK
Penelitian ini menganalisis pengaruh kepuasan gaji dan budaya organisasi terhadap intensi keluar karyawan Bank DKI KC Depok. Dimensi dari kepuasan gaji mengacu pada teori Heneman dan Schwab 1985 yang terdiri dari tingkat gaji, kenaikan gaji, tunjangan dan struktur/administrasi penggajian dengan total 18-item pertanyaan. Dimensi budaya organisasi mengacu pada budaya kerja Bank DKI yang terdiri dari profesional, integritas dan customer focus dengan total 9-item pertanyaan. Dimensi intensi keluar mengacu pada teori Mobley et., al 1977 yang terdiri dari niat keluar dan niat untuk mencari pekerjaan lain dengan total 3-item pertanyaan. Teknik pengumpulan data primer melalui penyebaran kuesioner kepada setiap karyawan Bank DKI KC Depok yang berjumlah 35 orang responden total sampling . Hasil penelitian melalui uij parsial menunjukkan bahwa variabel kepuasan gaji mempengaruhi intensi keluar dan memiliki arah hubungan yang negatif terhadap intensi keluar sehingga apabila nilai kepuasan gaji semakin besar maka nilai intensi keluar semakin kecil dan sebaliknya. Uji parsial budaya organisasi menunjukkan bahwa adanya pengaruh budaya organisasi terhadap intensi keluar. Kepuasan gaji dan budaya organisasi secara simultan mempengaruhi intensi keluar dengan nilai koefisien determinasi R Square sebesar 0,494 sehingga mengindikasikan bahwa 49,4 variabel intensi keluar dijelaskan oleh variabel kepuasan gaji dan variabel budaya organisasi.

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ABSTRACT
This study analyzed the influence of pay satisfaction and organizational culture on employee turnover intention of Bank DKI Branch Depok. Pay satisfaction refers to the theory of Heneman and Schwab 1985 which consists of pay level, pay raise, benefits and pay structure administration. Dimensions of organizational culture refers to the work culture of Bank DKI consists of professional, integrity and customer focus. Turnover intention refers to the theory of Mobley et., al consists of intent to leave and intent to search for another. The primary data is collected through questionnaire distributed to all of the employees of Bank DKI Branch Depok with total of 35 respondents total sampling . Results through partial test shows that pay satisfaction influenced turnover intention and there is negative relationship which can be interpreted that if the value of pay satisfaction greater than the value of turnover intention is smaller and vice versa. The partial test of organizational culture shows that organizational culture influences turnover intention. Pay satisfaction and organizational culture influence turnover intention in simultaneously way with the value of coefficient determination R Square is 0.494 which indicates that 49.4 of turnover intention variable can be explained by the variable of pay satisfaction and organizational culture.

Abstrak :
Penelitian ini bertujuan untuk menganalisis pengaruh employee satisfaction with HRM practice, yang terdiri dari training satisfaction, performance appraisal satisfaction, dan pay satisfaction terhadap innovative work behavior dengan work engagement sebagai variabel mediasi. Penelitian ini merupakan penelitian kuantitatif dengan metode survei menggunakan instrumen kuesioner yang disebarkan melalui gform. Pertanyaan dalam kuesioner berjumlah 38 butir pertanyaan dengan Likert 6 point scale. Jumlah sampel dalam penelitian ini adalah 102 sampel yang terdiri dari karyawan tetap Perum BULOG yang telah merasakan adanya Praktik Manajemen Sumber Daya Manusia, diantarannya pelatihan, penilaian kinerja, dan pembayaran Take Home Pay. Analisis penelitian menggunakan analisis statistik deskriptif, uji outer model, dan uji inner model pada analisis PLS-SEM. Hasil penelitian ini menunjukkan bahwa training satisfaction, performance appraisal satisfaction, dan pay satisfaction berpengaruh secara signifikan terhadap work engagement. Kemudian, work engagement berpengaruh secara signifikan terhadap innovative work behavior dan memediasi pengaruh antara performance appraisal satisfaction terhadap innovative work behavior. Akan tetapi, tidak memediasi pengaruh training satisfaction dan pay satisfaction terhadap innovative work behavior. ......The purpose of this study is to analyze the effect of employee satisfaction with HRM practice that consists of training satisfaction, performance appraisal satisfaction, and pay satisfaction to innovative work behavior through work engagement as mediation variable. This study uses a quantitative approach through survey method by giving gform. There are 38 questions in the questionnaire with a Likert 6 point scale. The number of sample in this study were 102 samples, consisting of permanent employees of Perum BULOG who had experienced Human Resource Management Practices, including training, performance appraisal, and Take Home Pay payments. The study analysis used descriptive statistical analysis, outer model test, and inner model test in the PLS-SEM analysis. The result of this study indicate that training satisfaction, performance appraisal satisfaction, and pay satisfaction have a significant effect on work engagement. Then, work engagement has a significant effect on innovative work behavior and mediates the effect of performance appraisal satisfaction on innovative work behavior. However, it doesn’t mediate the effect of training satisfaction and pay satisfaction on innovative work behavior.