MENGEKSPLORASI DAMPAK BEBAN KERJA DAN KOMPENSASI TERHADAP INTENSI TURNOVER KARYAWAN DI DEPARTEMEN FOOD & BEVERAGE DI MANDAPA, A RITZ-CARLTON RESERVE
DOI:
https://doi.org/10.31539/costing.v7i6.13616Keywords:
Beban Kerja, Kompensasi, Turnover Intention, Retensi Karyawan, Makanan & MinumanAbstract
Penelitian ini menguji dampak dari beban kerja dan kompensasi terhadap turnover intention di antara karyawan di departemen Food & Beverage di Mandapa a Ritz-Carlton Reserve, yang berlokasi di Ubud, Bali. Dengan menggunakan pendekatan kuantitatif, penelitian ini menggunakan data yang dikumpulkan melalui kuesioner yang disebarkan kepada 35 karyawan. Penelitian ini menggunakan berbagai uji statistik, termasuk analisis deskriptif, analisis regresi berganda, dan uji hipotesis, dengan menggunakan perangkat lunak SPSS. Hasil penelitian menunjukkan bahwa beban kerja dan kompensasi memiliki pengaruh negatif yang signifikan terhadap turnover intention. Secara khusus, beban kerja ditemukan berpengaruh negatif terhadap intensi turnover, dimana karyawan menganggap beban kerja dapat dikelola karena adanya kompensasi seperti cuti pengganti untuk lembur. Selain itu, kompensasi terbukti menurunkan turnover intention, karena karyawan merasa bahwa kompensasi mereka memenuhi kebutuhan mereka, menumbuhkan rasa penghargaan dan motivasi. Selain itu, kedua variabel tersebut secara bersama-sama berkontribusi dalam mengurangi turnover intention, dengan 57,8% dari variasi turnover intention dijelaskan oleh beban kerja dan kompensasi. Penelitian ini menyimpulkan bahwa beban kerja yang adil dan kompensasi yang memadai dapat secara signifikan mengurangi turnover intention, sehingga meningkatkan retensi karyawan di Mandapa a Ritz-Carlton Reserve.
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[2]. Ariandi, G., Suryadi, D., & Suharto, A. (2018). The impact of compensation on employee motivation and retention in the hospitality industry. Journal of Human Resource Management, 32(4), 75-89.
[3]. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2005). Burnout and work engagement: The JD-R approach. Annual Review of Organizational Psychology and Organizational Behavior, 2, 367-396.
[4]. Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2005). Burnout and work engagement: The JD-R approach. Annual Review of Organizational Psychology and Organizational Behavior, 2, 367-396.
[5]. Cavanaugh, M. A., Boswell, W. R., Roehling, M. V., & Boudreau, J. W. (2000). An empirical examination of self-reported work stress among US employees. Journal of Applied Psychology, 85(1), 65-74.
[6]. Green, A. E., McIntyre, C. L., & Lucas, R. (2020). Workplace stress, job satisfaction, and employee retention: An analysis of healthcare employees. Journal of Occupational Health Psychology, 25(3), 205-218.
[7]. Green, A. E., McIntyre, C. L., & Lucas, R. (2020). Workplace stress, job satisfaction, and employee retention: An analysis of healthcare employees. Journal of Occupational Health Psychology, 25(3), 205-218.
[8]. Harnoto, R. (2002). Turnover intention and its impact on organizational performance. Journal of Business and Management, 22(1), 45-58.
[9]. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
[10]. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672.
[11]. Karasek, R. A., & Theorell, T. (1990). Healthy work: Stress, productivity, and the reconstruction of working life. Basic Books.
[12]. Karasek, R. A., & Theorell, T. (1990). Healthy work: Stress, productivity, and the reconstruction of working life. Basic Books.
[13]. Khan, A., & Akbar, M. (2023). The role of HR practices in enhancing employee performance and satisfaction in the hotel sector. International Journal of Hospitality and Tourism Management, 29(1), 45-58.
[14]. Kooij, D. T., De Lange, A. H., Jansen, P. G., & Dikkers, J. S. (2010). Age and work-related motivation: A meta-analysis of studies in the hospitality industry. Personnel Psychology, 63(3), 691-717.
[15]. Kooij, D. T., De Lange, A. H., Jansen, P. G., & Dikkers, J. S. (2010). Age and work-related motivation: A meta-analysis of studies in the hospitality industry. Personnel Psychology, 63(3), 691-717.
[16]. Lawler, E. E. (1971). Pay and organizational effectiveness: A psychological view. McGraw-Hill.
[17]. Manuaba, I. G. (2000). The influence of workload on employee performance and satisfaction in the service industry. Journal of Applied Psychology, 16(3), 88-102.
[18]. Marhamah, R., Pratama, A. W., & Rahman, F. (2022). Compensation as a moderator of turnover intention in hospitality businesses: An empirical study. Journal of Tourism and Hospitality Research, 29(1), 78-92.
[19]. Milkovich, G. T., & Newman, J. M. (2008). Compensation (9th ed.). McGraw-Hill.
[20]. Milkovich, G. T., & Newman, J. M. (2008). Compensation (9th ed.). McGraw-Hill.
[21]. Nurafni, S. (2019). The role of compensation in employee retention: A study in the hospitality industry. Journal of Human Resources Management, 25(3), 45-60
[22]. O’Neil, H., & Vyas, A. (2021). Compensation and employee engagement: A study of the healthcare sector. Journal of Human Resource Management, 39(4), 91-105.
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[24]. Purwati, S., & Maricy, A. (2019). The impact of workload on employee turnover intention in service industries. International Journal of Hospitality Management, 34(2), 123-130.
[25]. Rajeswari, S., & Srinivasan, R. (2018). The impact of workload on job satisfaction and work-life balance: A study of IT employees in India. Journal of Business Research, 12(4), 44-59.
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[28]. Saputra, G., Edi, A., & Wijaya, P. (2022). The relationship between compensation and turnover intention in the hotel industry: Evidence from Bali. Journal of Hospitality and Tourism, 35(1), 52-64.
[29]. Smith, L., & Jones, R. (2019). Employee satisfaction and performance in hospitality: A review of HR practices. International Journal of Tourism Research, 25(3), 205-219.
[30]. Sutikno, A. (2020). The effects of workload and compensation on employee retention in the tourism sector. Journal of Business and Tourism, 18(4), 210-220.
[31]. Yusuf, A., & Zulkifli, M. (2020). Human resource management in the hospitality industry: Trends and challenges. Tourism Management Perspectives, 34, 51-63.
[32]. Yusuf, F., & Amin, M. (2019). Workload and compensation as predictors of employee turnover in the hotel industry. Journal of Tourism and Hospitality Management, 17(2), 124-139.
[33]. Zakaria, M., Jamil, A., & Ahmad, F. (2017). Compensation, workload, and job satisfaction: The drivers of employee turnover intention. International Journal of Business and Management, 27(1), 150-164.
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2024-12-11
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