Employee Value Proposition and Turnover Intention among Employees in Indonesia
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Abstract
Employee retention remains a critical concern for organizations as employees increasingly evaluate employment opportunities based not only on compensation, but also on broader workplace value and leadership quality. This study examines the effects of Employee Value Proposition (EVP) and leadership on employees’ intent to change jobs in Indonesia. A quantitative research design was employed using data collected from 185 employees through a structured questionnaire measured on a five-point Likert scale. The data were analyzed using SPSS version 25 through descriptive statistics, validity and reliability testing, classical assumption tests, Pearson correlation, multiple linear regression, t-tests, F-tests, and the coefficient of determination. The results indicate that Employee Value Proposition has a negative and significant effect on intent to change jobs. Leadership also has a negative and significant effect on intent to change jobs. Simultaneously, Employee Value Proposition and leadership significantly explain employees’ job-change intentions. The model explains 52.0% of the variance in intent to change jobs, with an Adjusted R² of 0.515. Leadership demonstrates a relatively stronger contribution than Employee Value Proposition in explaining employees’ job-change intentions. These findings support Social Exchange Theory by demonstrating that employees’ decisions to remain with or leave an organization are influenced by both the value received from the employment relationship and the quality of their leadership experience. The study highlights the importance of strengthening Employee Value Proposition and leadership practices as complementary strategies for reducing employee turnover intentions and improving workforce retention in Indonesia.
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