About this article
- Submitted: May 28, 2025
- Final Revised: Aug 29, 2025
- Accepted: Dec 05, 2025
- Published: Dec 30, 2025
- Abstract view: 19
- PDF Download: 1
- Volumes: Vol. 3 No. 2 (2025) Pages 97-1`09
- DOI: 10.63208/21014-131
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This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
Copyright (c) 2025 Akhmad Ferizal, Soffa Rahma Yulia, Mirwan Surya Perdana (Author)
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Abstract
Employee turnover is a persistent challenge in human resource management, particularly in the banking industry, where service quality and operational continuity rely on workforce stability. In Indonesia, high employee mobility has led to rising recruitment and training costs, loss of human capital, and disruptions in long-term customer relationships. Previous studies often examine turnover determinants in isolation, resulting in fragmented and inconsistent findings. This study addresses this gap by employing a systematic literature review (SLR) of 52 peer-reviewed journal articles published between 2015 and 2024, integrating classical turnover theories with recent empirical evidence. The findings identify five key determinants of employee turnover: job satisfaction, workload and performance pressure, leadership style, compensation and perceived fairness, and career development opportunities. These results demonstrate that turnover is a multidimensional phenomenon shaped by psychological mechanisms, work environment dynamics, and organizational practices. By synthesizing these factors, the study offers a refined conceptual framework that bridges theoretical gaps and provides practical insights for developing holistic employee retention strategies, enabling banks to maintain workforce stability while adapting to the evolving demands of the modern banking sector.
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