The Influence of Work Environment, Compensation, Career Development, and Employee Retention on Turnover Intention (Survey on Plastic Division Employees CV. Surya Nedika Isabella)

The objective of this study is to investigate the impact of the work environment, salary, career development


INTRODUCTION
In the age of Society 5.0, companies encounter intense business rivalry, necessitating the recruitment of employees who can competently compete with other corporations and adeptly operate cutting-edge technologies.Humans are the primary resource responsible for driving all operations within a company, regardless of its size.By prioritizing the wellbeing and satisfaction of its human resources or employees, a corporation can mitigate the risk of employee attrition.Therefore, it is imperative for companies to provide priority to their employees by treating them fairly as a means of recognizing their contributions to the corporation.
While employee turnover might be substantial in specific circumstances, particularly for employees who frequently fail to meet expectations, it is crucial to prevent an excessively high turnover rate.Effectively managing employee turnover is essential for the organization to sustain its growth and capitalize on advancements.An intense inclination to quit a work can lead to financial and temporal setbacks, compelling the company to frequently recruit fresh personnel, ultimately resulting in unfavorable consequences.
This condition is believed to impact various aspects of the work environment, including job satisfaction, compensation provision, career advancement initiatives, and staff retention methods.CV.Surya Nedika Isabella was founded in October 2010 and specializes in the production and distribution of bottled drinking water (AMDK).The venue is situated on Jl.Mayor Idma No. 780, in the Babakan Mulya Village of the Jalaksana District, within the Kuningan Regency.The company employs state-of-the-art machinery in its manufacturing process to create top-notch products, resulting in heightened client contentment.Resume.Surya Nedika Isabella's objective is to fulfill the community's demand for cost-effective and high-quality bottled drinking water (AMDK).Currently, the Plastic Division of CV.Surya Nedika Isabella has a workforce of 40 employees.In order to obtain a more thorough comprehension of the present circumstances at CV.In Surya Nedika Isabella, where a substantial number of employees have indicated their desire to resign from the company, the preliminary survey results are as follows: Researcher needs to analyze the many concerns among the personnel in the plastic division of CV.Surya Nedika Isabella in order to discover effective strategies to address these problems.The preliminary survey results suggest that several statements from each variable indicate employees' inclination to depart from the organization.This scenario has the ability to hinder the company's goals and diminish employees' motivation to remain with the organization.

LITERATURE REVIEW
Human Resource Management (HRM) inolves the systematic management of several aspects related to employees, including recruiting, development, remuneration, integration, maintenance, and termination.The aim is to achieve the objectives of the organization, people, employees, and society.According to Edwin B. Flippo (as mentioned in S.P. Hasibuan, 2020) Turnover Intention Turnover intention, as defined by Mobley et al. (as stated in Nugroho, 2015), is the voluntary propensity or decision of employees to resign from their current position or transition to a different workplace.

Working Environment
The work environment encompasses the various situations and factors that surround employees and have an impact on their performance of assigned tasks (Putra & Rahyuda, 2016).
Compensation Handaru et al. (2018) define compensation as a type of remuneration given to employees as acknowledgement of their efforts to the organization.The remuneration amount reflects the employees' and their families' status, recognition, and degree of satisfaction of their needs.Gok et al. (2023) found that employee retention positively impacts turnover intention, though the effect is not statistically significant.Therefore, the hypothesis that can be drawn is: H1: The work environment, compensation, career development, and employee retention have an effect on turnover intention.

The Relationship Between Work Environment and Turnover Intention
The work environment encompasses external variables, both tangible and intangible, that affect the people within a business.The work environment is presently characterized as the physical location where employees carry out their responsibilities and earn remuneration.The aspect mentioned is a crucial determinant in employees' decision to either leave their current job or accept a job offer from another firm offering a greater income (Marzuqi, 2021).In order to attain maximum productivity, employees want a work environment that is both favorable and comfortable (Pricelda & Pramono, 2021, as referenced in Putri & Wijayanto, 2023).These findings corroborate the notion that a positive and conducive work environment has the potential to mitigate the likelihood of employee attrition.Thus, the hypothesis that can be inferred is: H2: A positive work environment has a negative effect on turnover intention.

The Relationship Between Compensation and Turnover Intention
Compensating employees is a means of expressing gratitude for their valuable services to the organization.Nevertheless, it is crucial to acknowledge that not every company provides remuneration that aligns with employees' expectations, perhaps resulting in a higher intention to leave the company.According to the statement, the research conducted by Gani et al. (2022) reveals that remuneration has a notable adverse impact on turnover intention.In contrast, a study conducted by Johar Kuswahyudi et al. (2022) demonstrates that remuneration has a notable adverse impact on turnover intention.Thus, the hypothesis that can be inferred is: H3: Compensation has a significant negative effect on turnover intention.

The Relationship Between Career Development and Turnover Intention
Career development is a structured strategy employed by firms to ensure that personnel possessing the necessary skills and expertise are adequately prepared and available when required by the company.According to Anggara & Nursanti's (2019) research, career growth has a notable adverse effect on turnover intention.Consequently, the following hypothesis can be made: H4: Career development has a significant negative effect on turnover intention.

The Relationship Between Employee Retention and Turnover Intention
Employee retention is a measure of a company's capacity to retain high-quality employees inside the business for an extended period of time.Companies must prioritize staff retention as a critical aspect of their operations.The company's efforts to retain personnel have a substantial impact on their performance in their responsibilities.Inadequate focus on employee retention can result in employees' inclination to go from the firm.
The company's employee retention measures, such as fostering strong relationships between employees and supervisors, providing encouraging career options, and offering rewards, have a beneficial impact on employees.This not only boosts job satisfaction but also diminishes employees' inclination to quit the company as they see that their entitlements are effectively addressed by the organization (Wulansari et al., 2020).Thus, according to the statement, the research conducted by Wulansari et al. ( 2020) suggests that staff retention has a notable adverse impact on turnover intention.Therefore, the hypothesis that can be inferred is: H5: Employee retention has a significant negative effect on turnover intention.This study utilizes a quantitative research method.Quantitative research methods rely on the positivist ideology and are employed to examine a particular population or sample.Data collection is conducted through the utilization of research equipment, while data analysis is predominantly quantitative and statistical in nature, with the objective of testing pre-established hypotheses.Positivist philosophy perceives reality and phenomena as being capable of being classified, relatively stable, tangible, observable, measurable, and marked by cause-and-effect linkages (Sugiyono, 2016:8).

RESEARCH METHOD
According to Sugiyono (2016), a population is a comprehensive group that includes things or persons with distinct features and characteristics chosen by the researcher for study and drawing conclusions.Therefore, the study only targets individuals who work in the plastic section of CV.Surya Nedika Isabella is provided as an example.The population for this study comprises all 40 workers that work in the plastic section of CV.The name is Surya Nedika Isabella.
The sample approach used in this study is non-probability sampling, specifically saturation sampling.Saturated sampling is a method that entails incorporating every individual from the population into the sample.This methodology is sometimes referred to as a census, in which the complete population is employed for sampling purposes (Sugiyono, 2016:85).The sample for this research consists of all 40 employees in the plastic section of CV.Surya Nedika Isabella.
Questionnaires were utilized for data gathering.According to Sugiyono (2016:142), a questionnaire is a technique for collecting data by presenting a sequence of written questions and statements for respondents to provide answers to.The questionnaire was distributed to all 40 employees in the plastic division of CV.Surya Nedika Isabella.
Participants provided their responses voluntarily, without any external coercion or influence.The study employed the Likert scale, a measurement tool that assigns values from 1 to 5, to evaluate attitudes, views, and perceptions pertaining to social phenomena (Sugiyono, 2016).According to the table provided, the results suggest that all research variables have a normal distribution.This can be deduced from the Asymp.Sig.(2-Tailed) values, all of which above 0.05 (e.g., 0.200).This indicates that the sample data follows a normal distribution.

DISCUSSION
The F test results indicate that the variables of Work Environment (X1), Compensation (X2), Career Development (X3), and Employee Retention (X4) collectively have a substantial impact on Turnover Intention among plastic division employees.The coefficient of determination determines the extent of effect, with 95.5% being attributed to it, while the remaining 4.5% being influenced by other variables.Among the four independent variables Work Environment (X1), Compensation (X2), Career Development (X3), and Employee Retention (X4) compensation has the strongest influence on turnover intention, as indicated by the larger regression coefficient of -0.757.On the other hand, employee retention has a smaller regression coefficient of 0.157.This aligns with the findings of Kristin et al. (2022), who demonstrated that the work environment exerts a favorable and substantial impact on turnover intention.Research conducted by Gani et al. (2022) supports the notion that remuneration has a favorable and significant impact on turnover intention.According to a study conducted by Hadir Sugianto et al. ( 2022), there is evidence to suggest that career development has a beneficial and substantial impact on turnover intention.Research conducted by Gok et al. (2023) demonstrates that staff retention has a favorable but statistically negligible impact on turnover intention.
The test findings for the Work Environment variable (X1) on Turnover Intention (Y) indicate that H0 has been rejected and Ha has been accepted.This means that the work environment has a strong negative impact on turnover intention among employees.There is an inverse relationship between the quality of the work environment and the rate at which employees leave the company.Employee relations is a key factor in the work environment that influences turnover intention.According to Putra & Rahyuda (2016), the work environment refers to the surroundings of a person that can impact their performance in completing assigned tasks.This study is backed by prior research conducted by Kristin et al. (2022) regarding the impact of the work environment on turnover intention.Their findings indicate that the work environment has a notable adverse influence on turnover intention.
The test findings for the Compensation variable (X2) on Turnover Intention (Y) indicate that the null hypothesis (H0) has been rejected and the alternative hypothesis (Ha) has been accepted.This means that compensation has a statistically significant negative impact on turnover intention among employees.This indicates that there is an inverse relationship between the degree of compensation and the level of turnover intention.In other words, as the level of compensation increases, the level of turnover intention decreases.
Benefits are a compensation signal that influences turnover intention.This aligns with the viewpoint expressed by S.P Hasibuan in 2020.Compensation refers to the total income, whether in the form of currency or commodities, that employees receive as remuneration for the services they render to the organization.The primary objective of the pay system is to guarantee that employees perceive their contributions as valuable, are incentivized to perform at a high level, and maintain a strong sense of loyalty to the firm.Compensation encompasses both monetary remuneration and any additional forms Yeyen Suryani 1 , Iskandar 2 , Ilham Akbar 3 , M. Aksha Nur Ibrahim 4 International Journal Administration, Business & Organization, Vol. 5 (2), 2024 106 DOI: https://doi.org/10.61242/ijabo.24.414 of incentive or benefit that are included in the whole compensation package supplied by the employer.This study is backed by prior research conducted by Gani et al. (2022) on the relationship between compensation and turnover intention.The findings indicate that remuneration has a significant and negative impact on turnover intention.
The test findings for the Career Development variable (X3) on Turnover Intention (Y) indicate that the null hypothesis (H0) has been rejected and the alternative hypothesis (Ha) has been accepted.This means that career development has a significant negative impact on turnover intention among employees.Consequently, when career growth grows, turnover intention will drop proportionally.The concern of direct supervisors is one factor that influences turnover intention, which is a sign of career progress.This aligns with the viewpoint expressed by Haryani (2013) as referenced in the work of Manik Aditya Budi Suta & Ardana (2019).Career development involves the identification of an employee's skills and talents, and the implementation of an appropriate model to help them progress in their career.Utilizing an appropriate model in career development is crucial to align an individual's self-improvement endeavors with their requirements, capabilities, and professional aspirations.
Career development models encompass a wide range of approaches, including those that center on the psychological elements of persons and others that prioritize the acquisition of specific skills and competences essential to a particular area or business.Hence, career development encompasses the identification of an individual's capabilities and ambitions, as well as the strategic formulation and execution of necessary measures to attain certain professional objectives.This entails utilizing suitable models or tactics to efficiently steer the career development process.The findings of Hadir Sugianto et al. ( 2022) support the notion that career growth has a large and unfavorable impact on turnover intention.
The test results indicate that the null hypothesis (H0) has been rejected and the alternative hypothesis (Ha) has been accepted.This means that there is a strong negative relationship between employee retention and turnover intention among employees.This implies that as employee retention grows, turnover intention reduces proportionally.Work incentives are a significant factor in employee retention and have a strong impact on turnover intention.According to Ragupathi (2014), employee retention is a strategy employed by management to ensure that employees stay with a company for an extended duration.
Employee retention pertains to the strategies and methods employed by company leadership to encourage employees to remain with the corporation for an extended duration.Employee retention strategies typically encompass a range of initiatives or policies aimed at enhancing employee satisfaction, well-being, and engagement in their job.This can encompass a range of elements, including augmenting remuneration and perks, presenting prospects for professional growth, granting incentives or bonuses, enhancing a favorable work atmosphere, and implementing equitable and just promotions.By retaining qualified and potential individuals, management may preserve significant expertise and experience, while also establishing strong and durable connections with team members.Employee retention is a crucial strategy for firms to preserve precious human resources and ensure the long-term growth and sustainability of their business.This study is backed by prior research conducted by Gok et al. (2023) on the relationship between employee retention and turnover intention.The findings indicate that employee retention has a notable adverse impact on turnover intention.

CONCLUSIONS
The conclusions research namely: yielded the following conclusions: 1.The factors of Work Environment (X1), Compensation (X2), Career Development (X3), and Employee Retention (X4) all exert a substantial influence on Turnover Intention.2. The work environment has a substantial adverse impact on turnover intention.
Consequently, an unfavorable work atmosphere escalates the propensity for employees to have a desire to leave their jobs.3. Compensation exerts a substantial adverse impact on Turnover Intention.
Consequently, a decrease in salary results in an increase in the intention to leave the job.4. Career Development has a substantial adverse impact on Turnover Intention.
Insufficient professional advancement prospects lead to a greater likelihood of employees wanting to leave their jobs.5. Employee Retention exerts a substantial adverse impact on Turnover Intention.
Consequently, inadequate employee retention strategies result in a heightened propensity for employees to consider leaving their jobs.
Based on the research findings, the author provides the following recommendations: For the Company: Concerning the work environment variable: The replies suggest that the lowest scores were associated with the working relationships indication.Hence, it is imperative for the company's management to prioritize enhancing the work environment.This can be accomplished by a variety of methods, such as Implementing tactics such as enhancing managerial communication with employees, offering pleasant facilities, fostering a constructive and encouraging work atmosphere, formulating policies to retain highcaliber staff, and regularly conducting surveys to assess employee contentment with the work environment can assist companies in pinpointing areas that need enhancement.By applying these measures, firms can mitigate turnover intentions and cultivate a robust and efficient work environment for their employees.
The indication relating to benefits had the lowest frequency of responses for the Compensation variable.Hence, it is imperative for management to thoroughly assess and appraise the current compensation structure to guarantee that the remuneration provided aligns with the capabilities and contributions of the employees.It is crucial to uphold transparent communication with employees regarding compensation policies and performance evaluation procedures.Additionally, it is essential to take into account other factors that can influence employees' inclination to remain, such as the work environment, career advancement prospects, company culture, and work-life equilibrium.By using these measures, organizations may guarantee that their remuneration systems effectively facilitate the reduction of turnover rates and the retention of top-performing staff.
The Career Development variable had the least frequent replies regarding information about promotion chances.Hence, it is imperative for the organization to establish a wellorganized and quantifiable career advancement initiative that encompasses all tiers of employees.It is imperative for management to effectively convey the many career trajectories that exist inside the organization to its personnel.The organization should additionally provide rewards and acknowledgments to employees who actively engage in career development programs and attain success in skill enhancement and career progression.By implementing these measures, the company can guarantee that its initiatives for career advancement not only benefit individual employees but also contribute to the reduction of turnover rates and the enhancement of staff retention.
The Employee Retention variable had the lowest frequency of responses in relation to indications of organizational career prospects and work incentives.Hence, it is imperative for management to assess the current retention policies and procedures, with a specific focus on the holistic welfare of employees, encompassing their physical, emotional, and financial well-being.Fostering transparent communication and promoting active employee involvement can effectively strengthen employees' sense of ownership and connection to the organization.Management should additionally evaluate the existing corporate culture and implement any required modifications to establish a favorable and inspiring work atmosphere.By aligning policies with employees' needs and aspirations, the company can decrease turnover rates and retain important talent in the organization.
Efforts to retain employees are essential for ensuring the ongoing stability and expansion of the organization.

Figure
Figure 1.Research Model

Table 2 .
Results of Multicollinearity Test Coefficients a

Table 3 .
Multiple Linear Regression Analysis Test Results The constant value of 45573.977indicates that when the values of Work Environment (X1), Compensation (X2), Career Development (X3), and Employee Retention (X4) are all set to zero, the Turnover Intention (Y) is predicted to be 45573.977.2. The Work Environment Coefficient (X1) of -0.704 indicates that there is a substantial negative effect of the Work Environment on Turnover Intention.A one-unit rise in Work Environment leads to a decrease of -0.704 in Turnover Intention, holding all other factors constant.3. The Compensation Coefficient (X2) of -0.757 demonstrates that Compensation has a notable adverse impact on Turnover Intention.A one-unit rise in Compensation results in a fall of -0.757 in Turnover Intention, provided all other variables remain unchanged.4. The Career Development Coefficient (X3) of -0.365 indicates a strong negative impact of Career Development on Turnover Intention.A one-unit rise in Career Development leads to a decrease of -0.365 in Turnover Intention, assuming all other variables remain constant.5.The Employee Retention Coefficient (X4) of -0.066 indicates that there is a considerable negative relationship between Employee Retention and Turnover Intention.A one-unit increase in Employee Retention leads to a decrease of -0.066 in Turnover Intention, provided all other factors remain unchanged.

Table 6
Table 6 displays the computed value of Tstat as -7.099.The T test findings indicate that the Work Environment Tstat value is -7099, which is less than the Ttable value of 2.030.H1 is accepted and H0 is denied.This indicates that the Work Environment variable (X1) has a significant and negative impact on the Turnover Intention (Y) variable.Table 6 displays the computed value of Tstat as -12.834.The T test findings indicate that the Compensation Thitung value is 12.384, which is greater than the Ttable value of 2.030.H2 is supported whereas H0 is rejected.This indicates that the Compensation variable (X2) has a large and negative impact on the Turnover Intention (Y) variable.Table 6 displays the computed value of Tstat as -5.757.The T-test results indicate that the TStat value for Career Development is -5.757, which is less than the Ttable value of 2.030.H3 is accepted and H0 is rejected.This indicates that the Career Development variable (X3) has a large and negative impact on the Turnover Intention (Y) variable.

Table 6
displays the computed value of Tstat as -2.376.The T test findings indicate that the Tstat value for Employee Retention is -2.376, which is less than the Ttable value of 2.030.H4 is rejected and H0 is accepted, indicating that there is a statistically negligible negative impact of the Employee Retention variable (X4) on the Turnover Intention variable (Y).