Determinants of Employee Turnover in the Indonesian Banking Industry
DOI:
https://doi.org/10.63208/21014-629Keywords:
Career Development, Employee Turnover Intention, Job Satisfaction, Transformational LeadershipAbstract
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 conducting a systematic literature review (SLR) of several peer-reviewed journal articles published over the past ten years, 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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