Pengaruh Job Insecurity, Compensation, dan Perceived Organizational Support terhadap Turnover Intention Karyawan di PT IKPT

Abstract

Fenomena turnover tenaga kerja di Indonesia menunjukkan tren yang menjadi tantangan serius dalam manajemen sumber daya manusia. Tingkat rata-rata turnover karyawan di Indonesia tahun 2022 mencapai 24% per tahun. Kondisi ini menunjukkan pentingnya turnover terhadap bisnis yang dipengaruhi oleh beberapa faktor. Penelitian ini bertujuan menganalisis pengaruh job insecurity, compensation, dan perceived organizational support terhadap turnover intention karyawan dan merumuskan rekomendasi untuk menurunkan tingkat turnover intention. Penelitian menggunakan pendekatan kuantitatif dengan metode survei terhadap 100 responden. Hasil analisis menunjukkan jobinsecurity berpengaruh positif terhadap turnover intention, sedangkan compensation dan perceived organizational support berpengaruh negatif terhadap turnover intention. Nilai R square sebesar 0,54 menunjukkan bahwa job insecurity, compensation, dan POS mampu menjelaskan turnover intention sebesar 54%. Dirumuskan rekomendasi peningkatan kepastian karier, perbaikan sistem compensation berbasis keadilan dan kinerja, serta penguatan dukungan organisasi melalui kebijakan pengembangan karyawan, komunikasi internal, dan kesejahteraan kerja. Strategi disusun dalam jangka pendek, menengah, dan panjang sebagai upaya komprehensif menurunkan turnover karyawan.

Employee turnover in Indonesia continues to pose a serious challenge in human resource management. The average employee turnover rate in Indonesia in 2022 reached approximately 24% per year, highlighting the importance of understanding turnover as it is influenced by various factors. This study aims to analyze the effects of job insecurity, compensation, and perceived organizational support on employee turnover intention and to formulate recommendations to reduce turnover intention. A quantitative approach was employed using a survey method involving 100 respondents. The results indicate that job insecurity has a positive effect on turnover intention, while compensation and perceived organizational support have negative effects on turnover intention. R-square value of 0.54 indicates that Job Insecurity, Compensation, and Perceived Organizational Support jointly explain 54% of the variance in Turnover Intention (Y). Based on these findings, recommendations were developed, including improving career certainty, enhancing performance- and fairness-based compensation systems, and strengthening organizational support through employee development policies, internal communication, and workplace well-being initiatives. These strategies are structured into short-, medium-, and long-term plans as a comprehensive effort to reduce employee turnover.