The performance of a company is determined by the condition and behavior of the
employee-owned company. The phenomenon that often happens is that the
performance of a company that has been so good can be destroyed, either directly
or indirectly, by a variety of employee behavior that is difficult to prevent the
occurrence. One form of employee behavior is a desire to move (turnover
intentions) that led to the employee's decision to leave his job.
The high level of turnover in the company, the more cause various potential costs,
both the cost of the training that has been invested in employees, the level of
performance that must be sacrificed, as well as recruitment and retraining costs
(Suwandi and Indriantoro, 1999 in Toly, 2001).
In some cases, turnover is required by the company, especially for employees with
low performance (Hollenbeck and Williams 1986), but the turnover rate should be
aligned to be not so high that the company still has the opportunity to benefit or
advantage to the enhanced performance of the new employee greater than the
costs incurred recruitment organization.
This study aims to analyze the factors that influence turnover intentions. Under
the proposed framework, the following hypotheses: Job satisfaction,
organizational commitment, role conflict and job insecurity simultaneously and
partially significant effect on turnover intentions.
The results of this study indicate that job satisfaction, organizational commitment,
role conflict, job insecurity and significant effect on turnover intentions and job
satisfaction is a variable dominant influence turnover intentions
