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All Journal Wawasan : Jurnal Ilmu Manajemen, Ekonomi dan Kewirausahaan Lokawati: Jurnal Penelitian Manajemen dan Inovasi Riset
Katrina Simanjuntak
Universitas Sumatera Utara
Decision Sciences, Operations Research & Management Economics, Econometrics & Finance

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Employee Retention di Tengah Gangguan Cash Flow: Studi Kasus Rendahnya Turnover Karyawan pada PT Bintang Sejahtra Sitorang Katrina Simanjuntak; Iskandarini Iskandarini; Nismah Panjaitan
Lokawati : Jurnal Penelitian Manajemen dan Inovasi Riset Vol. 4 No. 3 (2026): Mei: Jurnal Penelitian Manajemen dan Inovasi Riset
Publisher : Asosiasi Riset Ilmu Manajemen Kewirausahaan dan Bisnis Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/lokawati.v4i3.2938

Abstract

This study examines the low employee turnover at PT Bintang Sejahtra Sitorang, an outsourcing company facing cash flow disruptions due to delayed client payments in 2024. Although Financial distress is theoretically expected to drive employee turnover, field evidence shows that turnover at PT Bintang Sejahtra Sitorang remained low and stable. Using a descriptive qualitative case study approach combined with the Fishbone Diagram (Ishikawa) for root cause analysis, data were collected through in-depth interviews, focus group discussions, participatory observation, and document review involving Management, supervisors, and employees. Findings indicate that low turnover is shaped by six interrelated retention factors: Man (employees' affective commitment and loyalty), Management (supportive leadership and communication transparency), Method (an empowering, participatory work system), Environment (a strong family-like culture and team harmony), Resources (sustained perceived organizational support despite limited Resources), and Financial (employees' understanding of the company's Financial condition through open communication). Supportive leadership, affective commitment, and psychological contract fulfillment through transparent communication emerged as the three dominant factors. These non-Financial factors were found to compensate for weak hygiene factors, consistent with Herzberg's Two-Factor Theory. The study proposes a "retention resilience" model illustrating how these six dimensions interact to sustain employee retention under Financial pressure. Findings were validated through source and Method triangulation and member checking. The study recommends that outsourcing companies under Financial strain prioritize relational leadership, crisis communication protocols, and organizational culture strengthening as key retention strategies.
Employee Retention di Tengah Gangguan Cash Flow : Studi Kasus Rendahnya Turnover Karyawan pada PT. Bintang Sejahtra Sitorang Katrina Simanjuntak; Iskandarini Iskandarini; Nismah Panjaitan
Wawasan : Jurnal Ilmu Manajemen, Ekonomi dan Kewirausahaan Vol. 4 No. 4 (2026): Oktober: Wawasan : Jurnal Ilmu Manajemen, Ekonomi dan Kewirausahan
Publisher : Fakultas Teknik Universitas Maritim AMNI Semarang

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58192/wawasan.v4i4.4859

Abstract

This study examines the low employee turnover at PT Bintang Sejahtra Sitorang (PT BSS), an outsourcing company facing cash flow disruptions due to delayed client payments in 2024. Although financial distress is theoretically expected to drive employee turnover, field evidence shows that turnover at PT BSS remained low and stable. Using a descriptive qualitative case study approach combined with the Fishbone Diagram (Ishikawa) for root cause analysis, data were collected through in-depth interviews, focus group discussions, participatory observation, and document review involving management, supervisors, and employees. Findings indicate that low turnover is shaped by six interrelated retention factors: Man (employees' affective commitment and loyalty), Management (supportive leadership and communication transparency), Method (an empowering, participatory work system), Environment (a strong family-like culture and team harmony), Resources (sustained perceived organizational support despite limited resources), and Financial (employees' understanding of the company's financial condition through open communication). Supportive leadership, affective commitment, and psychological contract fulfillment through transparent communication emerged as the three dominant factors. These non-financial factors were found to compensate for weak hygiene factors, consistent with Herzberg's Two-Factor Theory. The study proposes a "retention resilience" model illustrating how these six dimensions interact to sustain employee retention under financial pressure. Findings were validated through source and method triangulation and member checking. The study recommends that outsourcing companies under financial strain prioritize relational leadership, crisis communication protocols, and organizational culture strengthening as key retention strategies.
Co-Authors Iskandarini Nismah Panjaitan