Zahwa Aisyiyah Salma, Muafi Muafi

Pengaruh Kerangka AMO (Ability, Motivation, Opportunity) Terhadap Retensi Talenta Peran Mediasi Keterlibatan Karyawan Di PT X

Introduction

Pengaruh kerangka amo (ability, motivation, opportunity) terhadap retensi talenta peran mediasi keterlibatan karyawan di pt x. Kaji pengaruh kerangka AMO (Ability, Motivation, Opportunity) pada retensi talenta & mediasi keterlibatan karyawan di PT X. Hasil: AMO & keterlibatan positif tingkatkan retensi talenta.

Abstract

Nowdays, the business world is not only required to create high quality products and services, but also be able to develop superior talents. Companies that want to be successful must be able to improve the ability, motivation, and provide opportunities for each of their employees. This study aims to examine and analyze the impact of the AMO framework (ability, motivation, opportunity) on talent retention, along with the mediating role of employee engagement. In this study, a quantitative research approach is used by distributing questionnaires. The study used a simple random sampling technique to choose 100 respondents from 580 employees at PT X. The data analysis method used was Structural Equation Modeling (SEM) with Partial Least Squares (PLS). The result of this study show that PT X talent retention is positively impacted by ability, motivation, and opportunity. This indicates that the higher the level of ability, the better the motivation, and the greater the opportunity possessed by employees, the higher the level of talent retention will be. Furthermore, at PT X employee engagement is positively impacted by ability, motivation, and opportunity. This shows that the higher the level of ability, the better the motivation, and the greater the opportunity possessed by employees, the higher the level of employee engagement will be. Additionally, the relationship between ability, motivation, opportunity, and talent retention among PT X employees is influenced by the mediating variable of employee engagement.

Review

This study investigates the influence of the Ability, Motivation, Opportunity (AMO) framework on talent retention, exploring the mediating role of employee engagement within PT X. The paper addresses a highly relevant issue in contemporary business, emphasizing the necessity for organizations to cultivate and retain superior talent through strategic human resource practices. By focusing on the interplay between individual capabilities, motivational factors, and provided opportunities, and how these collectively impact an organization's ability to retain its skilled workforce, the research offers a timely contribution to human resource management literature, particularly concerning the practical application of the AMO framework in a specific organizational context. The research employs a quantitative approach, utilizing questionnaires distributed to a sample of 100 employees selected via simple random sampling from a total of 580 employees at PT X. Data analysis was conducted using Structural Equation Modeling (SEM) with Partial Least Squares (PLS), a robust method suitable for exploring complex relationships and mediating effects. The findings indicate that ability, motivation, and opportunity significantly and positively impact talent retention at PT X, suggesting that enhancing these elements directly contributes to a higher retention rate. Furthermore, the study reveals that employee engagement is also positively influenced by ability, motivation, and opportunity, and crucially, employee engagement acts as a mediating variable in the relationship between the AMO framework and talent retention. While providing valuable insights into the dynamics of talent retention at PT X, the study's scope is somewhat limited by its single-organization focus and cross-sectional design, which may impact the generalizability of the findings to other contexts or industries. The reliance on self-reported data through questionnaires also introduces the potential for common method bias. Nonetheless, the research effectively utilizes a strong theoretical framework (AMO) and a sophisticated analytical technique (SEM-PLS) to uncover significant relationships. The results offer practical implications for HR practitioners at PT X and similar organizations, highlighting the importance of developing holistic strategies that not only enhance employee abilities, foster motivation, and create opportunities but also actively cultivate engagement to ensure the long-term retention of valuable talent. Future research could benefit from longitudinal designs or multi-organizational studies to enhance generalizability and establish stronger causal inferences.

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