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All Journal Jurnal Manajemen & Supervisi Pendidikan Jurnal Bisnis dan Manajemen AFEBI Management and Business Review Ganaya: Jurnal Ilmu Sosial dan Humaniora Al Qalam: Jurnal Ilmiah Keagamaan dan Kemasyarakatan Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship Publik: Jurnal Manajemen Sumber Daya Manusia, Administrasi dan Pelayanan Publik Jurnal Ilmiah Manajemen Kesatuan Jurnal Manajemen Universitas Bung Hatta Budapest International Research and Critics Institute-Journal (BIRCI-Journal): Humanities and Social Sciences Jurnal Ekonomi dan Bisnis Terapan Jurnal Pengabdian Masyarakat Indonesia Jurnal Ilmiah Wahana Pendidikan PERWIRA - Jurnal Pendidikan Kewirausahaan Indonesia Media Bina Ilmiah
Imas Soemaryani
Fakultas Ekonomi Dan Bisnis, Universitas Padjadjaran, Jl. Dipati Ukur No. 35, Bandung 40132, Indonesia
Religion Arts Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Engineering Public Health Social Sciences Other

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Impact of Retention and Development on Turnover Intention among Gen Z at Bank BNI Armayani, Revina; Soemaryani, Imas
Jurnal Ilmiah Manajemen Kesatuan Vol. 13 No. 5 (2025): JIMKES Edisi September 2025
Publisher : LPPM Institut Bisnis dan Informatika Kesatuan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37641/jimkes.v13i5.3903

Abstract

Generation Z, a growing segment of Indonesia’s workforce, shows high turnover intentions, creating retention challenges for organizations. At PT Bank Negara Indonesia (BNI) Regional Office 04, more than 60% of recent resignations involved this demographic. This study aims to investigate the effect of employee retention and employee development on turnover intention among Generation Z employees. A quantitative research design was applied using a survey of 132 respondents selected through purposive sampling. Data were analyzed using path analysis with SPSS to assess individual and joint effects. Results show that employee retention significantly reduces turnover intention by 57.1%, largely driven by strong employee relations and clear career advancement opportunities. Employee development also decreases turnover intention by 29.4%, though its impact is constrained by less effective training delivery. Combined, these variables explain 64.28% of the variance in turnover intention, indicating a substantial negative influence. The findings suggest that enhancing competitive rewards, career pathways, and interactive training can be effective strategies for reducing turnover intention and fostering loyalty among Generation Z employees in the banking sector.
Co-Authors Adhi Prapaskah Hartadi Anisya Nurfitri Kustyani Armayani, Revina Ayu Nuria, Pristia Meisty Dara Sagita Triski Deki Fermansyah Dina Sartika Emilia, Cindy Ernie Tisnawati Feny Widyawati Hilmiana Hilmiana Hilmiana Hilmiana Yudomartono Joeliaty Joeliaty Maryam Siti Azizah Purba, Melisanra Putri, Nadya Anggara Putri, Shasqia Velliana Rina Novianty, Rina Shasqia Velliana Putri Sipa Paujiah Sopian, Meili Sapri Sule, Ernie Tisnawati Wa Ode Zusnita Muizu Wa Ode Zusnita Muizu Wa Ode Zusnita Muizu Wa Ode Zusnita Muizu Wa Ode Zusnita, Wa Ode