Employee Retention in Small and Medium Enterprises Export Potential

Abstract

This study aims to determine the relationship between MSMEs and their employees, including employee retention and intention to stay in MSMEs that have export potential. Companies that have an export orientation will always try to increase human resource capacity. Meanwhile, the capacity of MSMEs human resources is very minimal. This study uses a qualitative approach. This research examines UD Arif Jaya in Gresik Regency. Data collection uses in-depth interviews with owners and employees as well as triangulation between the two for the validity of the data. The results of this study indicate that geographical proximity makes emotional connection a consideration for companies in recruiting employees to ensure trust. Compensation-based retention patterns are still the main factor with various models; reciprocity, this is also a consideration for employees to stay. In addition to retention, employees consider family factors, time flexibility, and efficiency as the basis for survival. The pattern of employee recruitment and retention makes the company sustainable, especially in its production cycle. However, problems often arise in developing human resources to maintain the quality of export products. Opportunities to develop studies are still open to identify the existence of social capital as a background for relations in MSMEs.

Promotion and Employee Retention in the Ghanaian Life Insurance Subsector: Ascertaining Relationship and Effect

“…As a form of employee recognition, promotion serves as a significant and effective contribution to work and a key element of employee retention (Rijal, 2023). Promotion and career growth are an important aspect of the career and life of the employee and affect other aspects of work experience (Lee et al, 2022;Prohimi, 2022). This is achieved if the employee feels physically and mentally comfortable in his current state and his responsibilities in the organisation.…”