Why Turnover Intention Still High Among Employee? Review Systematic to Factor Causes and Impacts

Balqis Salma Labibah; I Gusti Ayu Agung Noviekayati

doi:10.55927/mudima.v5i11.680

Authors

Balqis Salma Labibah Univeritas 17 Agustus 1945 Surabaya
I Gusti Ayu Agung Noviekayati Univeritas 17 Agustus 1945 Surabaya

DOI:

https://doi.org/10.55927/mudima.v5i11.680

Keywords:

Turnover Intention, Staff. Employee, Organization, Work

Abstract

The phenomenon of turnover intention, namely the desire of employees to leave an organization, remains a major challenge despite the implementation of various management strategies. This study aims to identify the factors causing turnover intention and its impact on organizations through a Systematic Literature Review (SLR) based on the PRISMA-ScR guidelines. The articles reviewed included empirical studies related to turnover intention published between 2015 and 2025, in English or Indonesian, and available in full text. The literature search was conducted through Scopus, ScienceDirect, and Google Scholar using a Boolean combination of ("turnover intention" OR "employee turnover" OR "intention to quit" OR "resignation intention" OR "intention to leave" OR "employee retention") AND ("employee" OR "staff" OR "worker" OR "personnel"). Scopus identified 200 articles, with 37 eliminated, leaving 163 articles eligible for review. Google Scholar retrieved 17,200 articles, but only 15 were relevant. After further selection and quality assessment, 30 articles were analyzed. The study results showed that the main factors influencing turnover intention include job dissatisfaction, work stress, low organizational commitment, ineffective leadership styles, minimal support, and limited career development opportunities. These impacts include decreased productivity, increased HR costs, and weakened morale. These findings underscore the importance of retention strategies that focus on well-being and organizational support to reduce turnover.

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