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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 :
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.