Minimizing the Turnover Intention by Employee Development in Garment Companies

Abstract

The aim of this study is to determine the role of employee development carried out by garment companies to minimize the emergence of turnover intention among garment workers in Indonesia. This study using survey data conducted by the collaborations between the University of Indonesia (UI), Tufts University (TU), Better Work-ILO (BW) and Real-TimeAnalytics (RTA) Vietnam, which is collected from 109 garment companies and 2580 respondents in the garment sector. The data were analyzed using structural equation models (SEM) with Lisrel 8.8. The results show that employee development is able to increase the growth mindset and empowerment perceived by workers, therefore reduce turnover intention among workers in the garment industry. However, the findings also reveal that it turns out that employee development cannot improve the job security perceived by workers. These results provide significant input to human resource development in Indonesia. Further studies may consider the effect of the growth mindset on job security. It is expected that employee development will have a positive impact on empowerment as well as job security through a growth mindset which ultimately minimizing the emergence of turnover intention.

Investigating the impact of growth mindset on empowerment, life satisfaction and turn over intention: Comparison between Indonesia and Vietnam

“…This results are in line with previous study conducted by Ref. [ 4 ] on garment factory workers in Indonesia. In this study, the more knowledge and skills obtained by employees through training, and the more challenges employees face during the promotion, the more effort they make to be more effective at their jobs.…”

“…In addition, Ref. [ 4 ] study found that the growth mind-set possessed by employees increased empowerment carried out by the company to reduce the turnover intention rate. Discussion on those important variable can be explained as beneath.…”

Exploring practices that impact women’s career advancement within the workplace: a qualitative approach

“…Research confirms that opportunities to apply learned skills lead to further development and growth (Oosthuizen et al ., 2019; Rigby and Ryan, 2018). However, these scholars deplored the fact that although growth opportunities are critical for women to advance in their careers, fewer women than men are given such opportunities within organizations (Kurniawati and Sari, 2019; Lewis and Beauregard, 2018; Moalusi and Jones, 2019). Growth opportunities are vital for women to progress, especially when these opportunities are aligned with the requirements for specific senior roles.…”

“…Women participants commented that prioritizing women is a practice that supports their career progression. Prior research acknowledged the need to prioritize women to see them Organiza onal impediments towards women's career advancement Women's career advancement advance in the workplace (Kurniawati and Sari, 2019;McKinsey and Company, 2019). This practice implies treating gender matters as a priority and putting women at the forefront of these tactics.…”

“…Kobayashi and Kondo (2019) and McKinsey and Company (2019) reveal that treating women fairly (as reflected through strategies and measures to eliminate disadvantages that prevent women from operating on the same level as men) benefits women’s careers. Likewise, prioritizing the career needs of women communicates to female employees that the firm values them and wants them to progress (Fitong Ketchiwou and Dzansi, 2023; Kurniawati and Sari, 2019). When firms are committed to grooming female role models, aspiring women perceive the possibilities of their internal growth and are motivated to pursue senior positions (Fitong Ketchiwou et al ., 2022; Moalusi and Jones, 2019).…”