Widia Astuti, Bambang Purnomo Yanuarso, M. Yusuf Sunaryo

Analysis of the Influence of Work Culture and Work Environment on Employee Turnover Intention PT. ABC President Indonesia

Introduction

Analysis of the influence of work culture and work environment on employee turnover intention pt. Abc president indonesia. Explore how work culture & environment influence employee turnover intention at PT. ABC President Indonesia. Unfavorable conditions significantly increase turnover risk.

Abstract

The purpose of this research is to analyze how much influence between work culture and work environment on employees turnover intention at PT ABC President Indonesia, both partially and simultaneously. The used research method is a quantitative method. Data collection techniques used were observation, interviews and distributing questionnaires. Data analysis methods used were normality test, multicollinearity test, heteroscedasticity test, F test, T test, coefficient test of determination and multiple linear regression. Population 150 people with sample used was 60 people according to calculations using the Slovin formula with a tolerance error of 0,1 or 10%. Based on the results obtained that the work culture and work environment at PT ABC President Indonesia (ABCPI) could be said to be unfavorable and has much affect on turnover intention both partially and simultaneously. This is evidenced by the results of the T count 3,780 > t table 1,6720 for the influence of work culture on turnover intention, the result of T count 1,952 > t table 1,6720 for the influence of the work environment on turnover intention, and the F test 16,236 > F table 3,16. Also based on the results of coefficient test of determination, the value of R Square is 0,363 which means that work culture and work environment affected of turnover intention by 36.3%.

Review

This study meticulously examines the influence of work culture and work environment on employee turnover intention at PT ABC President Indonesia (ABCPI). Utilizing a quantitative research design, the authors collected data through observation, interviews, and questionnaires from a sample of 60 employees out of a population of 150. The research employed a robust set of statistical analyses, including normality, multicollinearity, heteroscedasticity, F-test, T-test, coefficient of determination, and multiple linear regression. A key strength lies in its clear objective and the application of standard statistical methods to investigate a highly relevant organizational issue. The findings strongly indicate that both work culture and work environment, identified as unfavorable, significantly impact turnover intention, both individually and collectively, explaining 36.3% of the variance in employee turnover intention. While the study provides valuable insights, there are areas for further clarification and improvement. The abstract states that the work culture and environment "could be said to be unfavorable," but it does not elaborate on how this qualitative assessment was derived from the quantitative data, or how these aspects were specifically operationalized and measured. Furthermore, while the R-square value of 0.363 demonstrates a significant influence, it also implies that a substantial portion (over 63%) of turnover intention remains unexplained by the investigated variables. This suggests that other crucial factors are likely at play. The inclusion of observation and interviews in the data collection techniques is noted, but their specific contribution to the quantitative analysis or the interpretation of the results, beyond questionnaire development, is not detailed in the abstract. The research makes a significant contribution by highlighting the critical role of work culture and environment in influencing employee turnover intention, offering direct implications for PT ABC President Indonesia and potentially other similar organizations. To build upon these findings, future research could focus on identifying and incorporating additional variables, such as compensation, career development opportunities, or leadership styles, to explain more of the variance in turnover intention. A deeper qualitative exploration of the identified "unfavorable" aspects of the work culture and environment would also provide richer context and actionable insights for management. Such follow-up studies could lead to more comprehensive strategies for improving employee retention and fostering a more positive organizational climate.

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