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"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."

"Perputaran karyawan secara sukarela (voluntary turnover) dapat terjadi apabila karyawan memiliki keinginan untuk berpindah yang kuat. Saat ini terdapat beberapa industri yang memiliki perputaran karyawan yang cukup tinggi, yakni melebihi 10% (Gillies, 1994). Salah satunya, PT X yang bergerak di bidang pelayanan kesehatan dengan angka voluntary turnover pada tahun 2023 sebesar 12,8% dan tren 3 tahun terakhir menunjukkan peningkatan. Untuk itu, penelitian ini dilakukan dengan tujuan untuk mengetahui hubungan antara faktor dorongan internal individu, keterikatan karyawan, dan praktik kerja kinerja tinggi terhadap keinginan karyawan untuk berpindah di PT X Tahun 2024. Metode yang digunakan dalam penelitian ini adalah mixed method (kuantitatif dan kualitatif) dengan pendekatan cross sectional. Data kuantitatif didapatkan dengan menggunakan kuesioner dengan responden sebanyak 65 orang dan diolah menggunakan aplikasi SPSS. Sedangkan, data kualitatif didapatkan melalui wawancara mendalam dan didapatkan 6 perwakilan responden sebagai informan. Hasil kuantitatif penelitian menunjukkan bahwa terdapat hubungan signifikan antara faktor dorongan internal individu (usia) dan praktik kerja kinerja tinggi (penilaian kinerja dan pemberdayaan karyawan). Hasil kualitatif penelitian diolah secara tematik dan didapatkan beberapa tema yang berkaitan dengan keinginan berpindah karyawan antara lain jumlah tanggungan keluarga, usia, kondisi keluarga, beban kerja yang menyebabkan rasa lelah, ketidakpuasan gaji, tidak ada umpan balik dan ketidakadilan dalam penilaian kinerja, kurangnya reward dan sistem penggajian yang tidak disesuaikan dengan kompetensi, tidak ada hubungan antara hasil penilaian kinerja yang dilakukan dengan kenaikan gaji, kurangnya dampak pelatihan terhadap pekerjaan dan tidak dapat mengajukan pelatihan non mandatory, gaya kepemimpinan yang kurang sesuai, hambatan dalam berpendapat di luar lingkup kerja, dan karyawan merasa tidak dihargai. Kemudian, gabungan antara hasil kuantitatif dan kualitatif menunjukkan adanya hal-hal yang diperluas maupun dikonfirmasi. Untuk itu, diperlukan beberapa peningkatan dalam manajemen PT X sebagai upaya untuk meningkatkan retensi karyawan dan kinerja organisasi. 

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Voluntary turnover can occur if employees have a strong desire to move. Currently there are several industries that have high employee turnover, which exceeds 10% (Gillies, 1994). One of them is PT X, which is engaged in health services with a voluntary turnover rate in 2023 of 12.8% and the trend for the last 3 years shows an increase. For this reason, this study was conducted with the aim of knowing the relationship between the individual factors, employee engagement, and high performance work practices on employees' desire to move at PT X in 2024. The method used in this research is mixed method (quantitative and qualitative) with a cross sectional approach. Quantitative data was obtained using a questionnaire with 65 respondents and processed using the SPSS application. Meanwhile, qualitative data was obtained through in-depth interviews and obtained 6 representatives of respondents as informants. The quantitative results showed that there was a significant relationship between individual factors (age) and high performance work practices (performance appraisal and employee empowerment). The qualitative results of the research were processed thematically and obtained several themes related to the desire to move employees, including the number of family dependents, age, family conditions, workload that causes fatigue, salary dissatisfaction, no feedback and unfairness in performance appraisal, lack of rewards, and a pay system that is not based on competence, there is no relationship between the results of performance appraisals conducted and salary increases, lack of training impact on work and not being able to apply for non-mandatory training, inappropriate leadership style, obstacles in arguing outside the scope of work, and employees feel unappreciated. Then, the combination of quantitative and qualitative results shows that there are things that are expanded or confirmed. Therefore, some improvements are needed in the management of PT X in an effort to improve employee retention and organizational performance."

"Berangkat dari fenomena turnover karyawan di berbagai perusahaan yang terus meningkat dari tahun ke tahun. Berdasarkan data 5 tahun terakhir, di dunia tingkat turnover karyawan meningkat sampai dengan saat ini dan begitu pun di Indonesia. Artikel ini berupaya menjelaskan hal yang menyebabkan kenaikan turnover karyawan tersebut. Argumen utamanya adalah fenomena peningkatan turnover karyawan ini disebabkan oleh praktek budaya organisasi yang berlaku di dalam sebuah perusahaan. Metode penelitian yang di gunakan adalah kualitatif yang mengumpulkan data dari berbagai informan yang berkaitan dengan birokrasi perusahaan yang didukung dengan analisa data sekunder yang tersedia dari berbagai sumber. Perusahaan yang menjadi objek penelitian adalah PT ANTAM (persero) Tbk. yang merupakan salah satu perusahaan BUMN. Studi ini memperlihatkan bahwa meningkatnya turnover karyawan disebabkan karena adanya praktik budaya organisasi yang di terapkan oleh perusahaan, dimana terdapat temuan bahwa kondisi finansial yang buruk dalam sebuah perusahaan ikut menyumbang kendala dalam praktik budaya organisasi di perusahaan dan berujung pada meningkatnya turnover. Studi ini melengkapi studi sebelumnya yang berbicara mengenai budaya organisasi dapat berpengaruh terhadap karyawan, dalam hal ini studi ini menekankan praktik budaya organisasi dapat mempengaruhi tingkat turnover karyawan pada sebuah perusahaan.

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Begin from the phenomenom of employee turnover from many corporation which keep increasing over years . Based on the data in recent 5 years, there are increasing phenomena in turnover employees until now and especially in Indonesia. This Article try to explain the cause of increasing employees turnover rate in the cooporation. The main argument is the phenomenom of the increasing turnover employee is caused by the implementation of coorporate culture that exist in the coorporation. This research use qualitative methods and secondary data analysis which is available from many resources. The research object is PT ANTAM (persero) Tbk which one of the Indonesian government corporation. This study show that the increased turnover rate is caused by the implementation of corporate culture which have been implemented in the corporate. Then there are findings that the bad financial condition also support the constraint of corporate culture implemetation that ends with the phenomenom of the increasing employe turnover rates. This Study is a complementary of recent study which explain about coorporate culture that have some impact to the employees, in this case this study is tend to explain the implementation of corporate culture can cause the increasing of turnover rate in the corporation."

"This book can help you identify the push factors in your organization, and mitigate or eliminate all of them. Incorporating data from surveys performed by the prestigious Saratoga Institute of more than 19,000 employees, this critical book examines in depth: how the employee and the employer travel a two-way street of expectation and reality; what are the warning signs of unmet expectations, and how can you best act on them?; how incomplete talent strategies lead to employee-job mismatches; why a passion for matching must become a core competency in your organization; the ultimate cost of insufficient or ineffectual feedback; a five-step coaching process that builds strong and durable working relationships; how growth and advancement opportunities are not keeping pace with new career expectations; how to create opportunities and help your employees create their own; best pay practices, rewards programs, and other initiatives for valuing and recognizing employees; understanding the emotional impact of compensation and recognition programs; the real toll that stress and overwork take on your employees and on your bottom line; a look at how the best places to work in America got that way, even without high-profile or newfangled perks or benefits; how leadership and employees can (and must) build an environment of mutual trust and confidence; the three universal questions every employee needs answered, and how a disengaged workforce is the direct result of detached leadership The key to becoming an employer of choice, a workplace where top talent are knocking down the doors to get in, is to develop the attitudes and implement the programs that address each of the above areas."