Paradoks: Pengembangan Karyawan dan Intensi Turnover

Praptini Yulianti, Cecilia Margaretha

Abstract


Human Resource Management should be concerned with the paradox of the employability. Employee development will have a consequent risk of increased employee turnover intentions in the absence of an optimal employee retention program. The objectives of this study tested the paradox employability and tested the effect of employee development on turn over intentions with perceived internal and external employability mediation. Job autonomy as moderator perceived internal relationships and external employability with turnover intentions. This study is a quantitative study by distributing questionnaires to 108 employees of beauty services companies in Surabaya. The result of this study is that employee development has no direct effect on turnover intent, perceived internal and external employability fully mediates employee development relations with turn over intentions. Job autonomy reinforces the perceived internal employability relationship with turnover intent and job autonomy weakens the perceived external employability relationship with the turnover intention.

Keywords


Pengembangan karyawan; perceived internal employability; perceived ex-ternal employability; intensi turn over; job autonomy

References


Aggarwal, U., Bhargava, S., (2009). Reviewing the relationship between human

resource practices and psychological contract and their impact on employee

attitude and behaviours: a conceptual model. Journal of European Industrial

Training vol :33, pp. 4–31.

Aguinis, Herman.(2014). Performance Man-agement 3rd Edition. New Jersey:Pearson.

Aguinis, H., Edwards, J. R., & Bradley, K. J. (2017). Improving our understanding of mederation and mediation in strategic management research. Orgnizational Research Methods, 20, 665-685.

Bakker, A.B. and Demerouti, E. (2007). The job demands-resources model: state of the art. Journal of Managerial Psychology. vol :22 , no : 3:pp. 309-328.

Baruch, Y. (2001). ‘Employability – substi-tute to loyalty?’ Human Resource Devel-opment International, 4: 4, 543–566.

Bednall, T.C., Sanders, K. and Runhaar, P. (2014). Stimulating informal learning activities throughperceptions of perfor-mance appraisal quality and HRM sys-tem strength: a two-wave study. Acade-my of Management Learning and Educa-tion. 13(1): 45–61.

Benson, G.S., Finegold, D. and Mohrman, S.A. (2004). ‘You paid for the skills, now keep them: tuitionreimbursement and voluntary turnover’. Academy of Management Journal, 47: 3, 315–331.

Berntson, E., Sverke,M., &Marklund, S. (2006). Predicting perceived employa-bility: Human capital or labourmarket opportunities?. Economic and Industrial Democracy. 27: 223–244.

Birdi, K., Allan, C. and Warr, P. (1997). ‘Correlates and perceived outcomes of four types of employee development activity’. Journal of Applied Psychology, 82: 6, 845–857

De Cuyper, N., De Witte, H.,( 2011). The management paradox; self-rated em-ployability and organizational com-mitment and performance. Personnel Review 40, 152–172.

Donnelly, R. (2008). ‘Careers and temporal flexibility in the new economy: an An-glo-Dutch comparison of the organization of consultancy work’. Human Resource Management Journal, 18: 3, 197–215.

Eby, L.T. and DeMatteo, J.S. (2000). When the type ofmovematters: examining employee outcomes undervarious relo-cation situations. Journal of Organiza-tional Behavior. 21(6):677–687.

Edgar, F., and Geare, A. (2005). HRM Practice and Employee Attitudes: Different Measures–Different Results. Personnel Review. 34: 534–549

Forrier, A., & Sels, L. (2003). The concept employability: A complex mosaic. In-ternational Journal of Human Resource Development and Management. 3: 103–124.

Forrier, A., Sels, L., & Stynen, D. (2009). Career mobility at the intersection of between agent and structure: A conceptual model. Journal of Occupational and Organizational Psychology. 82: 739–759.

Fugate, M., Kinicki, A.J. and Ashforth, B.E. (2004) Employability: A Psycho-Social Construct, Its Dimensions, and Appli-cations. Journal of Vocational Behavior, 65, 14-38.

D. C. Galunic and E. Anderson, “From Security to Mobility Generalized Investments in Human Capital and Agent Commitment,” Organization Science Linthicum, Vol. 11, No. 1, 2000, pp. 1-20.

Ghozali, Imam. (2006). Aplikasi Analisis Multivariate dengan Program IBM SPSS 19 (edisi kelima) Semarang : Universitas Diponegoro.

Griffeth, R.W., Hom, P.W. and Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: update,moderator tests, and research implications for the next millennium. Journal of Management. 26(3): 463–488.

Guest, D. (2002). Human Resource Man-agement, Corporate Performance and Employee Wellbeing: Building the Worker into HRM. Journal of Industrial Relations, 44: 335–358.

Hackman J, & Oldham G. (1976). Motivation through the design of work: test of a theory. Organizational Behaviour and Human Performance. 16(2): 250-79.

Hall, D.T., Mirvis, P.H., (1995). Careers as lifelong learning. In: Howard, A. (Ed.), The Changing Nature of Work. Jossey-Bass, San Francisco, pp. 323–361.

Hiltrop, J.E., 1995. The changing psychological con

tract: the human resource challenge

of the 1990. European Management Journal 13, 286–294.

Huselid, M.A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. The Academy of Management Journal. 38 (3): 635-672.

Koster, F., De Grip, A. and Fouarge, D. (2009). ‘Does perceived support in employee development affect per-sonnel turnover?’ The International Journal of Human Resource Man-agement, 22: 11, 2403–2418.

Kuvaas, B. (2008). An exploration of how the employee-organization relation-ship affects the linkage between per-ception of developmental human re-source practices and employee out-comes. Journal of Management Studies. 45(1): 1–25.

Lazarova, M. and Taylor, S. (2009).‘ Boundaryless careers, social capital, and knowledge management: impli-cations for organizational perfor-mance’ . Journal of Organizational Be-havior, 30: 1, 119–139.

Lee, C.H. and Bruvold, N.T. (2003). ‘Creat-ing value for employees: investment in employee development’. Interna-tional Journal of Human Resource Management, 14: 6, 981–1000.

Lum L, Kervin J, and Clark K. (1998). Ex-plaining nursing turnover intent: Job satisfaction, pay satisfaction or organizational commitment. Journal of Organizational Behavior, 24, 543-565.

March, J. G., & Simon, H. A. (1958; 1993). Organizations. 1st ed., New York, NY: John Wiley & Sons; 2nd ed., Cambridge, MA: Blackwell.

McQuaid, R.W., & Lindsay, C. (2005). The concept of employability. Urban Studies, 42: 197–219.

Mindrajaya, I. G. N.. & Sumertajaya, I. M. (2008). Pemodelan Persamaan Strutural dengan Partial Least Square. Semnas Matematika dan Pendidikan Matematika

Mobley, W.H. (1977). Intermediate linkages in the relationship between job satis-faction and employee turnover. Journal of Applied Psychology, 62(2): 237 – 240.

Mobley, W.G., Griffeth, R. W., Hand H. H.,& Meglino, B. M., Review and conceptual analysis of the employee turnover. Journal of Applied Psychology, 1979,64,509-517.

Muse, L.A., and Stamper, C.L. (2007), Per-ceived Organizational Support: Evi-dence for a Mediated Association With Work Performance. Journal of Managerial Issues. 19: 517–535.

Muchinsky, P., 1993. Psychology applied work: An introduction to industri-al/organizational psychology. L.A:Brooks/Cole.

Nelisen, J., Forrier, A., Verbruggen, M. (2016). Employee development and voluntary turnover: testing the em-ployability paradox. Human Resource Management Journal.

Rothwell, A., & Arnold, J. (2007). Self-perceived employability: Development and validation of a scale. Personnel Review. 36: 23–41.

Schaufeli, W.B. and Bakker, A.B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal of Organizational Behavior. 25: 293-315.

Ten Brink, B.E.H., 2004. Psychological Contract: A Useful Concept? VU, Amsterdam.

Tremblay, M. and Roger, A. (2004). Career plateauing reactions: the moderating role of job scope, role ambiguity and participation among Canadian managers. International Journal of Human Resource Management, 15(6): 996–1017.

Van Buren, H.J. III (2003). ‘Boundaryless careers and employment obligations’. Business Ethics Quarterly, 13: 2, 131–150.

Van Dam, K. (2004). Antecedents and con-sequences of the employability orien-tation. European Journal of Work and Organizational Psychology. 13: 29–51.

Van der Heijde, C.M., Van der Heijden, B.I.J.M., 2006. A competence-based and multidimensional operationalization and measurement of employability. Human Resource Management 45, 449–476.

Van Emmerik, I.H., Schreurs, B., De Cuyper, N., Jawahar, I.M. and Peeters, M.C. (2012). ‘The route to employability: examining resources and the mediating role of motivation’. Career Development International, 17: 2, 104–119.

Walsh, K., Taylor, M.S., 2007. Developing in-house careers and retaining man-agement talent: What hospitality professionals want from their jobs. Cornell Hotel and Restaurant Administration Quarterly 48, 163–182.

Wang, G. and Netemeyer, R.G. (2002). The effects of job autonomy, customer de-mandingness, and trait competitive-ness on salesperson learning, self-efficacy, and performance. Journal of the Academy of Marketing Science. 30(3): 217–228

Zhang, X & Bartol K.M, 2010. Linking Em-powering Leadership and Employee Creativity : The Influence of Psycho-logical Empowerment, Intrinsic Moti-vation, Creative Process Engagement, Academy of Management Journal.




DOI: http://dx.doi.org/10.14414/jebav.v22i1.1252

Refbacks

  • There are currently no refbacks.




Copyright (c) 2019 Journal of Economics, Business & Accountancy Ventura

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

Abstracting & Indexing

 

 

Hasil gambar untuk ccbyncsa

Copyright @ 2010 Pusat Penelitian dan Pengabdian Masyarakat Sekolah Tinggi Ilmu Ekonomi (PPPM STIE)