Article Per Year (5 Year)
p-Index From 2021 - 2026
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This Author published in this journals
All Journal Journal of Business and Management Inaba Siber Journal of Advanced Multidisciplinary
Lia Agustianti Ghemy
Universitas Indonesia Membangun
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Engineering Health Professions Law, Crime, Criminology & Criminal Justice Materials Science & Nanotechnology Social Sciences

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A Literature Review On Turnover Intention Analysis: The Effect Of Leadership Style, Compensation, and Work Environment Gurawan Dayona Ismail; Lia Agustianti Ghemy
Journal of Business and Management Inaba Vol. 5 No. 1 (2026): Volume 5 Number 1, June 2026
Publisher : Universitas Indonesia Membangun (Inaba)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.56956/jbmi.v5i1.521

Abstract

Employee turnover intention remains a persistent challenge for organizational sustainability, yet recent studies often examine leadership style, compensation, and work environment in isolation rather than in an integrated framework. This literature review seeks to address this gap by synthesizing findings from fifteen peer-reviewed articles published between 2022 and 2025. A systematic review approach was employed, with inclusion criteria focusing on empirical studies that explicitly analyzed the three variables in relation to turnover intention. The synthesis reveals consistent patterns: authoritarian leadership tends to heighten turnover intention, while transformational, participative, and supportive leadership styles mitigate it; compensation fairness and adequacy are repeatedly linked to reduced turnover intention; and positive work environments characterized by inclusivity, safety, and work–life balance foster retention, whereas stressful or unsupportive climates intensify turnover risks. Notably, several studies highlight tensions between compensation adequacy and leadership style, suggesting that supportive leadership may partially offset compensation dissatisfaction. By integrating these variables, the review contributes theoretically by clarifying how leadership, compensation, and environment interact as complementary retention mechanisms, and practically by underscoring the need for holistic HRM (Human Resource Management) strategies that combine leadership development, equitable compensation systems, and supportive workplace cultures
Integrative Model of Employee Productivity Based on Digital Capability, Leadership, and Operational Excellence Lia Agustianti Ghemy; Aris Setiyani; Irving Ignatius Paul Luntungan
Siber Journal of Advanced Multidisciplinary Vol. 4 No. 2 (2026): Siber Journal of Advanced Multidisciplinary (July - September 2026)
Publisher : Siber Nusantara Research & Yayasan Sinergi Inovasi Bersama (SIBER)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/sjam.v4i2.979

Abstract

This study develops an integrative model of employee productivity by examining the roles of digital capability, leadership, and operational excellence in the context of digital transformation within Indonesia’s food and beverage manufacturing industry. Although previous studies have investigated these constructs separately, limited research has integrated them into a comprehensive structural framework. A quantitative explanatory design was employed using survey data collected from 200 employees of PT Ultrajaya Milk Industry & Trading Company Tbk. The proposed relationships were analyzed using Structural Equation Modeling (SEM). The findings reveal that digital capability is the strongest determinant of employee productivity, followed by leadership, while operational excellence significantly enhances productivity and partially mediates the effects of both digital capability and leadership. The results indicate that organizations can achieve sustainable productivity by simultaneously strengthening employees’ digital competencies, developing transformational leadership, and fostering operational excellence. The study contributes to the Resource-Based View and Human Capital Theory by demonstrating that technological capability, leadership quality, and organizational processes function as complementary strategic resources for improving workforce productivity. Practically, the findings provide managerial guidance for designing integrated digital transformation and human capital development strategies to enhance organizational competitiveness.
Co-Authors Aris Setiyani Gurawan Dayona Ismail Irving Ignatius Paul Luntungan