Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm's performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the emp loyees' attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees' attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave. Abstrak:Manajemen sumber daya manusia (MSDM) adalah bagian fungsi organisasi yang berkontribusi pada keefektifan kinerja perusahaan dan juga merupakan sumber keunggulan kompetitif organisasi yang dicapai melalui implementasi praktik-praktik pengelolaan sumber daya manusia (SDM). Berbagai praktik pengelolaan SDM yang d iadopsi oleh manajemen dipersepsikan atau diatribusikan secara subjektif oleh para karyawan, dan selanjutnya hal ini dapat mempengaruhi sikap dan perilaku karyawan (misalnya: kepuasan kerja dan intensi untuk keluar). Penelitian ini bertujuan untuk berkontribusi pada pendekatan berbasis proses dengan menginvestigasi efek atribusi SDM terhadap intensi keluar, dengan menggunakan kepuasan kerja sebagai variabel pemediasi. Analisis penelitian ini dilakukan pada tingkat individual dengan menggunakan 454 responden yang bekerja pada berbagai perusahaan di Belanda yang bergerak di beragam sektor industri. Hasil penelitian menunjukkan bahwa atribusi SDM mempengaruhi intensi untuk keluar dari perusahaan, hanya jika hubungan tersebut dimediasi oleh kepuasan kerja. Oleh karena itu, sangat penting untuk mempertimbangkan sikap dan perilaku karyawan, ketika menganalisa bagaimana persepsi mereka terhadap praktik-praktik pengelolaan SDM, dan memprediksi intensi mereka untuk keluar dari perusahaan.
Engaged employees tend to produce better results, which no doubt will bring benefits to organizations. Unfortunately, in Indonesia, only 25% of Millennial employees are engaged, while Millennial employees have occupied 35% of the total workforce. This research aims to identify the influence of the seven determinants of employee engagement, namely work environment, leadership, co-worker relationship, training and career development, compensation, organizational policies, and workplace well-being, on the engagement level of Millenial employees in one of the fastest growing industry in Indonesia, which is the Cafe and Restaurant Industry. The initial 115 data have been gathered, and multiple regression analysis shows that the seven determinants explained 93.6% of the variance in employee engagement (Adjusted R2=0.936, F=239.174, p<.000). Furthermore, only five factors show a significant individual influence on the engagement level: leadership (b=328, p<.000), co-worker relationship (b=.239, p<.004), training and career development (b=254, p<.011), compensation (b=383, p<.001), and workplace well-being (b=176, p<.005). Implications for these findings are discussed in the full paper.
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