<![CDATA[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.]]>
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