Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm
Generally, employees who have high skills always accept offers from other companies or what we call "high caliber" or "potential" employees. These employees often go in and out of the company, which causes problems for every company. The purpose of this research is to determine t...
| Main Authors: | , |
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| Format: | Article |
| Language: | Indonesian |
| Published: |
Institut Ilmu Sosial dan Manajemen STIAMI
2022-09-01
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| Series: | Majalah Ilmiah Bijak |
| Subjects: | |
| Online Access: | https://ojs.stiami.ac.id/index.php/bijak/article/view/2452 |
| _version_ | 1827315405670055936 |
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| author | Dipa Teruna Tedy Ardiansyah |
| author_facet | Dipa Teruna Tedy Ardiansyah |
| author_sort | Dipa Teruna |
| collection | DOAJ |
| description | Generally, employees who have high skills always accept offers from other companies or what we call "high caliber" or "potential" employees. These employees often go in and out of the company, which causes problems for every company. The purpose of this research is to determine the relationship between recruitment, compensation, and employee retention and to determine the most dominant indicators of the three variables mentioned above. The research uses a qualitative approach with a phenomenological approach. The sample is taken from 3 informants, where the average status is as a company leader. nvivo as a tool in analyzing the paradigm or employee retention model. There are four analyses carried out where, in the cluster analysis, it is found that there is a moderate relationship between recruitment, compensation, and employee retention. On the recruitment map for recruitment analysis, the most dominant indicators are competency-based recruitment and online recruitment. For compensation analysis, the most dominant indicators are salary and bonus. The last analysis map for employee retention shows the most dominant career path. It is these dominant indicators that are expected to help with the problem of employee retention in the company. |
| first_indexed | 2024-04-24T22:54:17Z |
| format | Article |
| id | doaj.art-f543c5a6102b4d0ab3841d1a8ff45cf2 |
| institution | Directory Open Access Journal |
| issn | 1411-0830 2621-749X |
| language | Indonesian |
| last_indexed | 2024-04-24T22:54:17Z |
| publishDate | 2022-09-01 |
| publisher | Institut Ilmu Sosial dan Manajemen STIAMI |
| record_format | Article |
| series | Majalah Ilmiah Bijak |
| spelling | doaj.art-f543c5a6102b4d0ab3841d1a8ff45cf22024-03-18T09:10:06ZindInstitut Ilmu Sosial dan Manajemen STIAMIMajalah Ilmiah Bijak1411-08302621-749X2022-09-0119220622110.31334/bijak.v19i2.24521148Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention ParadigmDipa Teruna0Tedy Ardiansyah1Universitas Nasional, JakartaUniversitas Indraprasta PGRI, JakartaGenerally, employees who have high skills always accept offers from other companies or what we call "high caliber" or "potential" employees. These employees often go in and out of the company, which causes problems for every company. The purpose of this research is to determine the relationship between recruitment, compensation, and employee retention and to determine the most dominant indicators of the three variables mentioned above. The research uses a qualitative approach with a phenomenological approach. The sample is taken from 3 informants, where the average status is as a company leader. nvivo as a tool in analyzing the paradigm or employee retention model. There are four analyses carried out where, in the cluster analysis, it is found that there is a moderate relationship between recruitment, compensation, and employee retention. On the recruitment map for recruitment analysis, the most dominant indicators are competency-based recruitment and online recruitment. For compensation analysis, the most dominant indicators are salary and bonus. The last analysis map for employee retention shows the most dominant career path. It is these dominant indicators that are expected to help with the problem of employee retention in the company.https://ojs.stiami.ac.id/index.php/bijak/article/view/2452recruitmencompensationemployee retentioncluster analysis |
| spellingShingle | Dipa Teruna Tedy Ardiansyah Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm Majalah Ilmiah Bijak recruitmen compensation employee retention cluster analysis |
| title | Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm |
| title_full | Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm |
| title_fullStr | Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm |
| title_full_unstemmed | Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm |
| title_short | Recruitment Capabilities and Attractive Compensation in Supporting of the Employee Retention Paradigm |
| title_sort | recruitment capabilities and attractive compensation in supporting of the employee retention paradigm |
| topic | recruitmen compensation employee retention cluster analysis |
| url | https://ojs.stiami.ac.id/index.php/bijak/article/view/2452 |
| work_keys_str_mv | AT dipateruna recruitmentcapabilitiesandattractivecompensationinsupportingoftheemployeeretentionparadigm AT tedyardiansyah recruitmentcapabilitiesandattractivecompensationinsupportingoftheemployeeretentionparadigm |