Strategi Retensi Karyawan Untuk Mencegah Turnover di SD Bina Talenta Kota Bandung
DOI:
https://doi.org/10.35870/jemsi.v11i5.5025Keywords:
Employee Retention, Turnover, Human ResourcesAbstract
Human resources, including teachers and staff, play a crucial role in school success. High turnover rates can result in losses, such as recruitment costs, training, and adaptation of new employees. This study used a qualitative approach with data collection techniques through interviews, observation, and documentation. Employee retention strategies in schools are crucial for maintaining quality and community trust. Employees who understand the school's vision and mission contribute to the smooth running of the program. The implemented retention strategies include recognizing employees as assets through regular internal and external training and structured career development; building employee engagement through Golden Afternoon activities (sharing sessions) and sports/tadarus (religious study groups); and focusing on competition by creating a comfortable work environment, conducting regular evaluations, and ensuring fair distribution of tasks. In the 2022-2023 academic year, the turnover rate decreased to 6%, with two employees resigning out of a total of 33 employees. The implementation of retention strategies at Bina Talenta Elementary School is routine, with employee training held 3-4 times per semester, Golden Afternoons held monthly, and performance evaluations conducted consistently after each school activity. The decrease in turnover rates demonstrates the effectiveness of the implemented strategies.
Downloads
References
Agustini, A. (2024). Analisis Strategi Retensi Karyawan Untuk Mengurangi Turnover Dan Meningkatkan Loyalitas Karyawan. Nobel Management Review, 5(3), 306-320.
Agustini, A., Grashinta, A., Putra, S., Sukarman, S., Guampe, F. A., Akbar, J. S., ... & Rulanggi, R. (2024). Metode Penelitian Kualitatif: Teori dan Panduan Praktis Analisis Data Kualitatif. Penerbit Mifandi Mandiri Digital, 1(01).
Harvida, D. A., & Wijaya, C. (2020). Faktor Yang Mempengaruhi Turnover Karyawan dan Strategi Retensi Sebagai Pencegahan Turnover Karyawan: Sebuah Tinjauan Literatur. Jurnal Ilmu Administrasi Negara, 18(2), 13-23.
Jailani, M. S. (2023). Teknik pengumpulan data dan instrumen penelitian ilmiah pendidikan pada pendekatan kualitatif dan kuantitatif. IHSAN: Jurnal Pendidikan Islam, 1(2), 1-9. https://doi.org/10.61104/ihsan.v1i2.57.
Muslim, A. (2020). Pengembangan Karier Profesional Perawat Non PNS Di Rumah Sakit X. Jurnal Ilmiah Keperawatan Sai Betik, 16(1), 51-58.
Purwanza, S. W. (2022). Metodologi penelitian kuantitatif, kualitatif dan kombinasi. Cv. Media Sains Indonesia.
Rony, Z. T., Fitriadi, H., & Widjaja, W. (2023). Pengaruh turnover intention dan kompensasi terhadap tingkat retensi karyawan pada perusahaan manufaktur di Jawa Barat. Jurnal Bisnisman: Riset Bisnis dan Manajemen, 5(1), 45-54. https://doi.org/10.52005/bisnisman.v5i1.133.
Sari, S. Y., Aima, M. H., & Zefriyenni, Z. (2024). Mengurai Turnover Intention: Strategi Mempertahankan Karyawan. CV. Gita Lentera.
Sartika, G. (2024). Peran strategis manajemen sumber daya manusia dalam mendukung keberlanjutan organisasi melalui penerapan triple bottom line. Jurnal Ekonomi Dan Bisnis, 4(1), 177-188. https://doi.org/10.56145/ekonomibisnis.v4i1.155.
Setiyawan, A. D., & Kusumaningrum, R. (2018). Strategi Retensi Karyawan Dalam Penurunan Angka Turnover. Epicheirisi: Jurnal Manajemen, Administrasi, Pemasaran Dan Kesekretariatan, 2(2), 5-8.
Suryaputri, A., Damayanti, A., Waskita, D. W., Irawan, M. E., Irawan, R., & Hadi, A. S. (2021). Faktor-Faktor yang Memengaruhi Niat Mengundurkan Diri Karyawan Generasi Y di Indonesia. Indonesian Business Review, 4(2), 145-157. https://doi.org/10.21632/ibr.4.2.145-157.
Teratai, N. R. S. P., Hanum, N., & Fitriyani, D. (2024). ANALISIS KOMPENSASI TERHADAP TURNOVER INTENTION KARYAWAN. Bussman Journal: Indonesian Journal of Business and Management, 4(3), 999-1011.
Tigau, F. I., & Sugiarto, A. (2022). Strategi Mengendalikan Turnover Karyawan: Studi Kasus Pada Sebuah Rumah Sakit Swasta Di Kota Manado. Jurnal Nusantara Aplikasi Manajemen Bisnis, 7(1), 135-148. https://doi.org/10.29407/nusamba.v7i1.17395.
Downloads
Published
Issue
Section
License
Copyright (c) 2025 Indri Fitriani, Alda Ramadhika
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
1. Copyright Retention and Open Access License
Authors retain copyright of their work and grant the journal non-exclusive right of first publication under the Creative Commons Attribution 4.0 International License (CC BY 4.0).
This license allows unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
2. Rights Granted Under CC BY 4.0
Under this license, readers are free to:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material for any purpose, including commercial use
- No additional restrictions — the licensor cannot revoke these freedoms as long as license terms are followed
3. Attribution Requirements
All uses must include:
- Proper citation of the original work
- Link to the Creative Commons license
- Indication if changes were made to the original work
- No suggestion that the licensor endorses the user or their use
4. Additional Distribution Rights
Authors may:
- Deposit the published version in institutional repositories
- Share through academic social networks
- Include in books, monographs, or other publications
- Post on personal or institutional websites
Requirement: All additional distributions must maintain the CC BY 4.0 license and proper attribution.
5. Self-Archiving and Pre-Print Sharing
Authors are encouraged to:
- Share pre-prints and post-prints online
- Deposit in subject-specific repositories (e.g., arXiv, bioRxiv)
- Engage in scholarly communication throughout the publication process
6. Open Access Commitment
This journal provides immediate open access to all content, supporting the global exchange of knowledge without financial, legal, or technical barriers.
