IMPLEMENTATION OF EMPLOYER BRAND EQUITY AS AN EFFORT TO REDUCE INTENTION TO LEAVE AT PT GEMILANG PLASTAMA CEMERLANG
IMPLEMENTATION OF EMPLOYER BRAND EQUITY
AS AN EFFORT TO REDUCE INTENTION TO LEAVE AT PT GEMILANG PLASTAMA CEMERLANG
Elvani Anisa Putri1, Agung Surya Dwianto2
1,2Fakultas Ekonomi dan Bisnis,
Universitas Paramadina, Jakarta
e-mail: 1)elvani.putri@students.paramadina.ac.id, 2)agung.dwianto@paramadina.ac.id
ABSTRACT
This study aims to analyse
the effect of employer brand equity of PT Gemilang Plastama Cemerlang, namely
social value, interest value, development value, application value, economic
value. As well as the effect of employer brand equity on intention to leave.
The research method used is associative quantitative research method, where the
data collection method is done by distributing questionnaires. The population
in this study were all Gen Z, totalling 100 people. Sample withdrawal is done by saturated sampling method. Data processing
using SPSS version 26 software, with descriptive analysis and multiple
linear regression analysis hypothesis testing.
The results showed
that (1) Social value has a partial
positive and significant influence on interest
value
(2) Development value has a partial
positive and significant influence on application value. (3) simultaneously there are positive and
significant influence between economic value variables and intention to leave.
These findings can be used as input for employers in making decisions as a strategy
to increase comfort
for employees, especially in
shaping employer brand equity to employees.
Keywords: employer brand equity; intention to leave
ABSTRAK
Penelitian ini bertujuan untuk menganalisis pengaruh
employer brand equity
PT Gemilang Plastama Cemerlang, yaitu social value,
interest value, development value, application value, economic value. Serta pengaruh
employer brand equity terhadap intention to leave. Metode
penelitian yang digunakan adalah metode penelitian
kuantitatif asosiatif, dimana metode pengumpulan data dilakukan dengan cara menyebarkan kuesioner. Populasi dalam penelitian ini adalah seluruh
Gen Z yang berjumlah
100 orang. Penarikan sampel dilakukan dengan metode
sampling jenuh. Pengolahan data menggunakan software SPSS versi 26, dengan
analisis deskriptif dan uji hipotesis analisis regresi linier berganda. Hasil
penelitian menunjukkan bahwa (1) secara parsial social value memiliki pengaruh positif
dan signifikan terhadap
interest value (2) secara parsial
development value memiliki pengaruh positif dan signifikan
terhadap application value. (3) secara simultan terdapat pengaruh yang positif
dan signifikan antara variabel economic value dan intention to leave. Temuan
ini dapat menjadi masukan bagi pemberi kerja dalam mengambil keputusan sebagai
strategi untuk meningkatkan kenyamanan bagi karyawan terutama
dalam membentuk employer
brand equity kepada karyawan.
Kata kunci:
ekuitas merek perusahaan; intensi keluar
I.
INTRODUCTION
Employer brand equity is related to intention to leave, even
when today's 4.0 intention to leave greatly affects employer branding, either
increasing or decreasing employer branding itself. The positive thing is that
it improves the internal company and the external company. While the negative
impact is that brand equity is affected and undervalued. PT Gemilang Plastama
Cemerlang as an employer is a company that manages plastic products to make
meal boxes.
Employer brand equity reflects
the internal and external value generated from managing employer branding. PT Gemilang Plastama
Cemerlang has several employees who are tasked with completing work according
to company targets
that apply at PT Gemilang
Plastama Cemerlang. In the
context of Industry 4.0, a significant impact
on human resources
is expected, with changes in structure
requirements, qualifications, and effective use (Lorincová et al., 2018; Papula
et al., 2019; Copuš et al., 2019) in the context
of sustainable competitiveness. work system includes
work-life balance elements (Sirgy
& Lee, 2018),
companies systematically work on their own attractiveness as employer branding. Because
not so good employer brand equity affects
intention to leave, so the size of the effect of employer brand equity
can affect intention
to leave. Intention
to leave will make companies compete to retain employees, with the aim of increasing employee performance and increasing employer
profits. Likened to a country, the establishment of a country
because of the people, government, territory, natural
resources and a company can stand because of employees. As the people are likened
to an employee, the government is likened to a company, the territory is likened to a building, and natural resources are the facilities
contained in the company. In the circulation of mutualism, it does not always
run smoothly, sometimes the term is "flea jumpers" or in English
called job-hoppers who grow in this circulation, commonly referred to as gen Z. In addition, it is interesting if we look
and compare Gen Z and Gen Y expressing different expectations. Gen Z was born and
grew up during the hardships of the economic
recession. The study confirms that Gen Z wants stability
and security when
looking for a job
after they graduate. The more realistic Gen Z also applies to Gen Z in Indonesia.
Gen
Z prefers practical, real-world learning experiences (Chicca & Shellenbarger, 2018; Schmitt &
Lancaster, 2019). Gen Z are "true digital natives" (Chicca &
Shellenbarger, 2018, p. 250). Generation Z has been reported to be the most
open-minded, inclusive and tech-savvy generation (Chicca & Shellen barger,
2018). They excel
at seeking information and communicating in the digital world. As a generation
that has not known a time before.
In addition, Gen Z is also very concerned
about emotional, physical and financial security. Such
concerns are fuelled by their early exposure
to unstable and uncertain times, including bombings, school shootings,
9/11, and now, the coronavirus (Marshall & Wolanskyj- Spinner, 2020). They
struggle for job security and fear the consequences of not succeeding in their
chosen career (Chicca & Shellenbarger, 2018). When challenged to seek
meaning and understanding that is not immediately apparent, Gen Z can become
frustrated (Chicca & Shellenbarger, 2018).
Of the many factors that affect employee
performance at PT Gemilang Plastama Cemerlang.
II.
Literature Review
2.1
Employer Branding
Equity
The application of branding theory to
human resource management is referred to as "employer branding".
Selvanathan et al (2019) highlighted that some employers remain cautious in
hiring job seekers in their companies. This is because these types of
individuals are likely to change jobs again in
the future and may bring important information, skills and expertise to the new organization, which can indirectly harm the current organization. The impact of a job move on an organization goes beyond money,
time, and resources. According to Larasati and Aryanto (2020), job hopping is a
pattern of leaving the current
organization once every one to two years which is attributed to the employee's own decision and not due to dismissal by the company
where they currently work. In connection with EBE, which has
an interesting concept of views related to employee retention related to job
hopping.
This is very related because the
effect of lack of loyalty will be easy to
do employee retention, so this must be realized by the company. Agarwal and
Vaghela (2018) revealed that the future workforce will face drastic changes due
to Gen Z's involvement in the workplace. On average, the amount of time spent by Gen Z on each job is about 1.2
years and a cross-check of Gen
Z-related job- hopping trends
over the past five years
shows that they have 2.4 jobs each (LiveCareer, 2018).
It seems that Gen Z employees
tend to have a tendency to change jobs and move from one job to another in a
short period of time. Decembrele (2018) asserts that young professionals among
Gen Z employees tend to change
jobs three times higher than other generations in the workplace. This young generation is said to have high confidence
that they can change careers easily without fear of losing anything because
their talents and abilities are in high demand in the industrialized world,
especially in areas related to the latest technological advancements and adoption.
In addition, EBE has an interesting
concept of views related to employee retention. This is very related because
the effect of lack of loyalty
will be easy to do employee retention, so this must be realised by the company.
2.2
Social value
Social value is an employee relationship within the company
that provides good reciprocity with colleagues. By supporting and encouraging each other to form a pleasant work environment. This also
relates to how a pleasant
work environment can have a positive impact
in terms of employees, namely making employees loyal, while in
terms of the employer, it can increase brand equity. According to Pandey (2019)
found that one of the main reasons employees choose to pursue or look for better
job opportunities is because of the low salary they get from the company where
they currently work. In addition, Larasati and Aryanto (2020) also agree that the better salaries
offered by other companies do influence employees to move jobs. So that there is a reciprocal relationship in accordance with social value. Among the
representations of the organisation for its uniqueness to employees, useful
consequences of developing employer branding are, in particular, the positive
relationships between engagement, employer branding, perceived organisational
support, and internal communication satisfaction (Verÿiÿ, 2021). Perceived
organisational support has a positive effect
on social value that provides good reciprocity with
colleagues. In addition, internal communication satisfaction affects employee
mechanisms at work. And finally it is useful to create a comfortable place and
increase productivity, thus creating a pleasant work environment.
2.3
Interest value
Interest value is an employer relationship
in a company that provides new, forward-thinking, and innovative work practices to employees that have an impact on employer brand equity and loyalty.
Other things also support such as the organisation in appreciating and
utilising employee creativity. Before knowing that the organisation plays an
active role in Interest value, we must first know how employer image works
better in the company. Employer reputation and employer image affect the
attractiveness of the organisation, while employer familiarity and employer
image affect company performance. The main source of labour information is the
internet and networks. The many perspectives
that exist make many different
perceptions of interest
value. According to Pandey
(2019) found that professional relationships with superiors
and coworkers in the workplace
have a significant
relationship between job switching intentions and
employees. Colleagues in the workplace have a significant relationship between
job change intentions and employees leaving their current jobs. Leaving their
current job. In addition, research by Havlíÿek et al (2018) revealed that Gen Z
values work relationships and workplace interactions in the company. And
workplace interactions in companies. Their study also shows that Gen Z prefers
prefer to have close relationships, open communication between supervisors and
employees, and expect regular feedback from their supervisors. Expect regular
feedback from their superiors.
This
seems to indicate
that when one manages to develop a strong relationship with their boss or coworkers at work, they are more
likely to feel satisfied and motivated. Are more likely to feel satisfied and
motivated by their work, resulting in increased loyalty. Increased loyalty.
Agarwal and Vaghela (2018) also concur that Gen Z values good relationships with coworkers and the importance of working
within the workplace. With coworkers and the importance of working in teams. Apart from
the Interest value of professional
relationships Gen Z as employees
want to know about the company
culture where they work. The things that make organisations produce innovative products
and services are by building
employer image and interest value. If employees can find out an overview of the
company culture so that they can make an influence related to the company environment, this can have a positive or negative impact on
interest value so that it has an impact on employer brand equity.
2.4
Development Value
Development value is the value of human resource
development that the employer provides
to increase productivity, innovation that will provide a stepping stone
for employees to improve their work in the future. Chillakuri (2020) further
supports that Gen Z employees value the face-to-face relationships that they expect
from their managers, seniors and colleagues to help deliver face-to-face relationships that
they expect from their managers, seniors and colleagues to help provide them
with the guidance needed
for them to successfully complete
their work. In today's business
world, the advent of digitization and the adoption
of the latest technology has led to a change in the way employees interact with
each other in the company. As we know, one of the characteristics of Gen Z is that they are highly tech-savvy. Technological advancements make it easier for workers to interact and connect
at their convenience (Chillakuri, 2011).
Their
convenience (Chillakuri, 2020). In a recent study, Baldonado (2018) stated that creating
suitable working conditions is one of the best strategies to increase job
satisfaction. One of the best strategies to increase job satisfaction among Gen
Z employees; therefore, companies need to rethink and redesign the work
environment to meet their needs. Therefore, companies need to rethink and
redesign a safe, fun, and comfortable work environment that emphasizes the preferences and lifestyles
of Gen Z employees. Emphasizes on the preferences and lifestyles of Gen Z
employees so that they can effectively motivate and retain their best talented
employees for the long term. Retain their best talented employees for a long
period of time. Employees who are given the right brand-related information will rise to the top of the pyramid as they develop
a strong commitment to the brand. After
emotional engagement with the employer brand, there is a sense of comfort
working for the organisation. Therefore, development value for employees can provide benefits
in improving careers.
2.5
Application value
Application value is the application that they will do as a permanent
employee in the company
with the application of knowledge
that the employee
does, as well as a customer-oriented organisation that is socially responsible.
Customer orientation in Application value is related to brand orientation.
Fratriÿová and Kirchmayer (2018) confirmed that career advancement has a positive
influence on Gen Z in the workplace. This is because
career advancement is considered a motivational driver that can increase job satisfaction for Gen Z. This is further supported by Ghazali et al (2018)
who found career development to be one of the most prominent
factors for Gen Z in the workplace. Career development as
one of the most prominent factors contributing to employee turnover and
turnover intention. And turnover intention in the
workplace. In addition, Rivers (2018) also
recognized that the availability of advancement opportunities assists
workers in achieving their career goals as well as ensuring rapid promotion. Decembrele (2018) states that about 40% of Gen Z
workers believe that one of the factors
influencing their decision to stay with their current company is the
opportunity for growth and advancement.
Company is because of the opportunities for growth and development in their career
life. This is also consistent with the findings
by Russell (2019)
found 34% of Gen Z agree that they are motivated
by professional advancement rather than the salary offered
in the job search market.
Offered in finding a job in the market. This shows that Gen Z, has its own expectations of career advancement in deciding
to accept a job. Have their own expectations of career
advancement in deciding whether to accept or reject a particular job offer.
In addition, Alias et al (2018) mentioned that most people who are trying
to find a job will look for anything that can enable them to find a job. Will
look for anything that can allow them to advance in their careers. This idea
likely suggest that career advancement has an influence on why people commit to switching jobs in search
of better job opportunities. Change jobs in search of better job opportunities.
Achievement is the tendency and desire to do something to the best of one's
ability (Metz, 2018). In Herzberg's Motivation Theory, achievement is the
top-ranked important factor that can increase job satisfaction among employees
(Holop, 2018). Job satisfaction among employees (Holopainen & Suslova, 2019).Once employees are passionate about the brand,
they become custodians of brand equity, as the organisation's values are embedded in their hearts and minds.
2.6
Economic value
Economic value is a compensation package
that employees get while working
for the company, as well as promotional opportunities provided by the employer
to employees in improving their
career path and making better innovations. A study conducted by Hoang (2021) emphasized that job-hopping
activities allow an individual to increase their current salary and obtain
higher financial benefits throughout their career. higher financial benefits
throughout their career. Pandey (2019) also found that one of the main reasons
employees choose to pursue or seek better
job opportunities is because of the
low salary. To pursue or look for better job opportunities is due to the low salary they get from the
company where they are currently working. From the company where
they currently work.
In addition, Larasati and Aryanto (2020)
also agreed that better salaries
offered by other
companies are not as good as those offered by other companies.
Offered by other companies does influence employees to make job transfers. Salary and benefits
can influence the behavior of employees in determining whether
they want to stay or leave the company. Therefore, we recommend that employers should identify whether financial factors do motivate and
encourage Gen Z employees with the
intention to stay longer in the
company because clearly everyone has different perceptions and needs. Stay
longer in the company because obviously everyone
has many different
perceptions and needs.
From the explanation above, it makes empoyers
think about the level of compensation to be given to different generations with
the profession they are responsible for to improve the career path for employees. From the explanation
above, it makes empoyers think about the level of
compensation that will be given to different generations with the profession
they are responsible for to improve the career path for employees.
They also excel at seeking
information and communicating in the digital world. In addition, Generation Z
is also very concerned with emotional, physical and financial security.
Financial is something that employers need to pay attention to generation Z, because
they really care about it, especially generation Z has a lot of skills and is
beneficial to the company, this is what companies really need to see from generation Z. So that making generation Z survive to keep increasing employer brand equity, as well as economic value equivalent to
the skills they provide can make them
loyal to the employer, which will change
the negative view, that generation Z is just like a job-hopperini. This view
can be changed by one of them regarding the finances they get from the employer,
which makes them think to stay
and still have a positive impact on employer brand equity.
2.7
Intention to leave
Intention to leave is an employee's
desire to move to a job that gives them more in terms of position and financial
terms, even if it affects the employee's own emotional security. In this day and age, there are many employee
transfers from one company to another, the cause of this occurs either from the
company's organisation or other supporting things that cause the number of
employee transfers that occur
in generation Z. In addition, it also involves
life satisfaction and intention to leave
from one place of work to another. In addition, it also involves life
satisfaction and the intention to move from one company to another. Plus, there
are many options with good benefits in terms of position and financial
stability that affect life satisfaction. Employee engagement is "an
employee's positive or negative emotional attachment to their work, colleagues,
and organisation that strongly influences their willingness to learn and
perform at work" (Sandhya and Sulphey, 2019).
The same thing was also revealed by
Ghazali et al (2018) that a stressful environment that makes them unable to cope with stress and pressure in completing their work is significantly correlated with the intention to job hopping
in employees. Completing their work is significantly correlated with the intention to job hopping in employees. Study conducted
by conducted by Rivers (2018) revealed that employee turnover can occur due to
stress and burnout; thus, pleasant working conditions and work with a job
hopping intention. Thus pleasant
working conditions and jobs with a high safety
and security environment are highly prioritized.are highly prioritized. This argument is consistent with the
findings of Ahmad et al (2018) that most Malaysian youth
are reluctant to work in the 3D (Dirty, Dangerous and Degrading) sector due to
poor and discouraging working conditions. In addition, Kodithuwakku et al
(2018) concurred that creating a positive work environment
allows organizations to unleash the
potential of their employees. To unleash the potential of its employees.
Undesirable work environment such as workplace stress was found to be a
predictor of turnover intention at work (Larasati & Aryanto, 2018). (Larasati & Aryanto, 2020);
thus encouraging the tendency of employees
to seek other jobs that can offer a better corporate environment. Can offer a
better corporate environment.
The negative thing about turnover is
that it makes the company spend a large turnover for employees who move from the company,
which is not an easy thing for companies to do if they are in
a financial slump. Turnover intention that is too high has a negative impact on
the company, so companies are looking
for solutions by retention. Retention as a strategy
to reduce turnover. Employee retention refers to the practices used by organisations to prevent workers
from leaving the organisation
(Book et al., 2019). Brand behaviours refer to employees' contributions (both
in and out of the workplace) to their
employer branding efforts,
which should be consistent with the brand
identity and brand promise.
There is another way besides retention which is employee empowerment. Retention
does reduce employee turnover, but there is something else that reduces
employee turnover, namely employee empowerment. The need for employee
empowerment to reduce turnover intention has also been identified by Sandhya
(2018). In addition to retention to reduce employee turnover, empowerment also
participates in preventing employees from leaving the organisation.
Figure 1. Hypothesis
2.8 Conceptual Framework
According to (Sugiyono, 2018), a hypothesis is a temporary answer to a draft problem.
Because it is still
temporary, it needs
to be sought using empirical data that has been collected. Previous research
has shown a link between employer brand equity (EBE) and intention to leave
based on employee loyalty. Giraud (2015)
considers intention to leave to be the best indicator
of the actual implementation
of departure behaviour (Giraud, 2015), Interest Value (INT) is people's need
for self-realisation and appeals to get something they want. So that employers can provide good job prospects for employees
so that they can provide innovative employees who have an impact on employer
brand equity and loyalty. The positive
things that the employer gives to employees greatly affect their positive
feelings towards brand equity, so this causes the intention to leave.
Thus research on INT in employer brand equity is considered as a cause of
intention to leave.
H1: INT in employer brand equity (EBE) on intention to leave (IL)
Development value (DEV) is the
development value that people demand for their desired professional development. To achieve professional development, there must be emotional
engagement with the employer
brand, resulting in a sense
of comfort working
for the organisation. Employees who are
given the right brand-related information will rise to the top of the pyramid as they develop
a strong
commitment to the brand. Thus, employees, customers, and other stakeholders are the protagonists for building the company brand, which can create emotional
engagement with it (Balmer, 2013). The existence of emotional
engagement with the employer brand reduces the impact of intention
to leave. Thus, research on DEV in employer brand equity is considered as a
cause of intention to leave.
H2 : DEV in
employer brand equity (EBE) on
intention to leave (IL).
Social value (SOC)
is Social value
is the social needs of society, such as a sense of belonging
that grows among the community. With a sense of belonging, there is a desire to
support and encourage each other to form a pleasant work environment. This
explains how social value also relates to how a pleasant work environment can
have a positive impact in terms of employees, namely making employees loyalty,
while in terms of employers, it can increase brand equity. SOC has an influence
on employer brand equity so that it can have an impact on intention to leave.
Thus, research on SOC in employer brand equity is considered as a cause of
intention to leave.
H3 : SOC in employer brand equity (EBE) on intention to leave (IL).
Application value is related
to brand orientation. Employees play a role in this section
such as being able to apply it to their role as an
employee in service delivery. This is also one way to increase
customer orientation because if employees can apply it to their role as employees in service delivery, then the brand orientation strategy can run well. Thus,
research on APPLI in employer
brand equity is considered as a cause of intention to
leave.
H4 : APPLI
in employer brand equity (EBE) on intention
to leave (IL).
Economic value (ECO) is people's
evaluation of their economic needs to achieve what they want. Employers think about the level of compensation that will be given to different generations with the profession they are responsible for to improve the
career path for employees. One example that I speak about is Generation Z. Economic value has a significant impact
especially for generation Z who are open-minded, inclusive, and the most tech-savvy (Chicca & Shellen
barger, 2018; Twenge,
2016). ECO is very sensitive especially with generation z. Generation z employees do affect employer
brand equity because when the lack of compensation levels provided makes
more intention to leave occur in
employees. Thus, research on ECO in employer brand equity is considered as a
cause of intention to leave.
H5 : ECO in
employer brand equity (EBE) on
intention to leave (IL)
III.
RESEARCH METHODS
The research approach technique used in this research is
a quantitative research approach. The population in this study was 100 people
from the general public. In this study the authors distributed questionnaires, with a total of six questions using sampling techniques and total sampling techniques. The technique used in data collection uses a questionnaire.The self-concept scale is measured
using a Likert scale with two
statements supporting and not supporting or favourable and unfavourable. The
distribution of the scale focused
on the general public. Data processing using SPLS. The data collected was then analysed consisting of
validity and reliability tests, data normality tests, multiple linear
regression tests, T tests and R square.
IV.
RESEARCH RESULTS AND DISCUSSIONS
4.1
Research Results
4.1.1
Validity Test
Table 1. Validity Test
Results
|
Correlations |
Social value |
Interest value |
Development value |
Application value |
Economic value |
Intention to
leave |
|
Pearson Correlation |
1 |
.820** |
.787** |
.800** |
.822** |
.557** |
|
Sig. (2-tailed) |
|
.000 |
.000 |
.000 |
.000 |
.000 |
|
N |
99 |
99 |
99 |
99 |
99 |
99 |
|
Pearson Correlation |
.820** |
1 |
.909** |
.842** |
.866** |
.504** |
|
Sig. (2-tailed) |
.000 |
|
.000 |
.000 |
.000 |
.000 |
|
N |
99 |
99 |
99 |
99 |
99 |
99 |
|
Pearson Correlation |
.787** |
.909** |
1 |
.893** |
.878** |
.525** |
|
Sig. (2-tailed) |
.000 |
.000 |
|
.000 |
.000 |
.000 |
|
N |
99 |
99 |
99 |
99 |
99 |
99 |
|
Pearson Correlation |
.800** |
.842** |
.893** |
1 |
.905** |
.627** |
|
Sig. (2-tailed) |
.000 |
.000 |
.000 |
|
.000 |
.000 |
|
N |
99 |
99 |
99 |
99 |
99 |
99 |
|
Pearson
Correlation |
.822** |
.866** |
.878** |
.905** |
1 |
.636** |
|
Sig. (2-tailed) |
.000 |
.000 |
.000 |
.000 |
|
.000 |
|
N |
99 |
99 |
99 |
99 |
99 |
99 |
|
Pearson Correlation |
.557** |
.504** |
.525** |
.627** |
.636** |
1 |
|
Sig. (2-tailed) |
.000 |
.000 |
.000 |
.000 |
.000 |
|
|
N |
99 |
99 |
99 |
99 |
99 |
99 |
**. Correlation is significant at the 0.01 level (2-tailed).
The validity test is useful for knowing
the validity or suitability of the questionnaire used by researchers in
measuring and obtaining research data from respondents. With the comparison of
R count with Rtabel. If the value of R count>
Rtabel means valid.
If the value of R count < R table means
invalid. Obtained N = 99 at 5% significance in the distribution of statistical table R values,
the table R value
is 0.164. Based on the table above,
it can be seen that Social Value obtained the result of R count 0.557> R table 0.164.
Interest Value obtained
the result of R count 0.504> R table 0.164.
Development Value is obtained
the result of R count 0.525> R table
0.164. Application Value is
obtained the result of R count 0.627>
R table 0.164. Economic Value is obtained the result of R count 0.636>
R table
0.164. Intention to Leave results obtained R count 1>
R table 0.164. Correlation is used to determine how strong the relationship
between the six data is, whether the independent variable has a strong relationship with the dependent variable. The results
of the hypothesis calculation carried
out on social value obtained sig. (2-tailed)=.000 with a person
correlation of 1, so HO is rejected or it can be said that a positive and
significant relationship regarding social value, Interest value has an
influence on employer brand equity so that it can have an impact on intention
to leave. Thus research on social value in employer brand equity is considered
as a cause of intention to leave. The results of the calculation of the next
hypothesis, namely Development value sig. (2-tailed)=.000 with a person
correlation of 1, HO is rejected or it can be said that a positive and
significant relationship between Development
value, Application value which is considered as a cause of intention
to leave. The results
of the calculation of the next hypothesis, namely Economic value,
obtained sig. (2-tailed)=.000 with a person
correlation of 1, so HO is rejected or it can be said that a positive and
significant relationship between Economic value and Intention to leave. From
the five tests that have been carried out, it can be interpreted that between
Social value, Interest value, Development value, Application value, Economic
value affect Intention to leave.
4.1.2 Reliability Test
Table 2. Reliability Test of Social
Value
|
Cronbach's Alpha |
N of Items |
|
.922 |
4 |
Source: SPSS Data Processing in 2023
Table 3. Reliability Test of Interest
Value
|
Cronbach's Alpha |
N of Items |
|
.942 |
5 |
Source: SPSS Data Processing in 2023
Table 4. Reliability Test of Development Value
|
Cronbach's Alpha |
N of Items |
|
.909 |
5 |
Source: SPSS Data Processing in 2023
Table 5. Reliability Test of Application Value
|
Cronbach's Alpha |
N of Items |
|
.868 |
5 |
Source: SPSS Data Processing in 2023
Table 6. Reliability test of Economic
value
|
Cronbach's Alpha |
N of Items |
|
.877 |
5 |
Source: SPSS Data Processing in 2023
Table 7. Reliability Test of Intention to Leave
|
Cronbach's Alpha |
N of Items |
|
0,949 |
4 |
Source: SPSS Data Processing in 2023
The reliability test aims to see if the questionnaire has consistency if measurements are made with the
questionnaire repeatedly, if the Cronbach alpha value is> 0.6. Based on the
6 tables above, all results are> 0.6, it can be concluded that it is
reliable.
4.1.3 Data Normality Test
A variable is said to be normal
if the distribution image with data points
that spread around
the diagonal line and the
distribution follows the direction of the diagonal line.
Figure 2. P-Plot
Graph
From the figure
above, it can be seen that the points spread around the diagonal and follow the diagonal
line. Through the P-Plot Graph the data in this study is normal.
4.1.4 Multiple Linear Regression Test
Table 8. Multiple
Linear Regression Test
|
Model |
Unstandardized Coefficients |
standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
6.431 |
736 |
|
8.736 |
.000 |
|
Social value |
.363 |
.055 |
.557 |
6.606 |
.000 |
|
|
Interest value |
.244 |
.042 |
.504 |
5.754 |
.000 |
|
|
Development value |
.276 |
.045 |
.525 |
6.079 |
.000 |
|
|
Application value |
.350 |
.044 |
.627 |
7.929 |
.000 |
|
|
Economic value |
.354 |
.044 |
.636 |
8.108 |
.000 |
|
a. Dependent Variable: Intention
to leave
Based on the table above,
it can be seen that the constant
value (α value)
is 6.431 and for Social
value (β value) is 0.363 while Interest value 0.244 (β value) is 0.276
and Appication value 0.350 (β value) is 0.354. So that a multiple linear
regression equation can be obtained as follows:
·
The constant value of Intention to leave (Y) is 6,431 which states
that if the variables X1, X2,
X3, X4, X5 are equal to zero, namely social value, interest value, development
value, application value, and economic value, the intention to leave is 6,431.
·
The X1 coefficient of 0.363 means that every time there is an increase in variable X1 (Social Value) by 1%, the social
value increases by 0.363
(36.3%) or vice versa, every time there is a 1% decrease in variable X1 (Social Value),
the Intention to leave decreases
by 0.363 (36.3%).
·
The X2 coefficient of 0.244 means
that every 1% increase in the X2 (Interest Value) variable,
the interest value increases by 0.244 (24.4%) or vice versa, every 1% decrease
in the X2 (Interest Value) variable, the Intention to leave decreases by 0.244
(24.4%).
·
The X3 coefficient of 0.276 means
that every 1% increase in the X3 (Development Value) variable, the development value increases by 0.276 (27.6%)
or vice versa, every 1% decrease in the X3 (Development Value)
variable, the Intention to leave decreases by 0.276 (27.6%).
·
The coefficient X4 of 0.350 means
that every time there is an increase in variable X4 (Application Value)
by 1%, the application value
increases by 0.350
(35%) or vice versa, every time there is a decrease in
variable X4 (Application Value) 1%, Intention to leave decreases by 0.350
(35%).
·
The X5 coefficient of 0.354 means
that every time there is an increase in variable X5 (Economic Value) by 1%, the economic
value increases by 0.354 (35.4%)
or vice versa, every time there is a decrease in variable X5 (Economic Value)
1%, the Intention to leave decreases
by 0.353 (35.4%).
From the description above, it can be concluded
that Social Value,
Interest Value, Development Value, Application Value, and Economic Value affect Intention
to Leave.
4.1.5 T test and R Square
Table 9. T test and R Square
|
Model |
Unstandardized Coefficients |
standardized Coefficients |
t |
Sig. |
||
|
B |
Std. Error |
Beta |
||||
|
1 |
(Constant) |
6.431 |
736 |
|
8.736 |
.000 |
|
Social value |
.363 |
.055 |
.557 |
6.606 |
.000 |
|
|
Interest value |
.244 |
.042 |
.504 |
5.754 |
.000 |
|
|
Development value |
.276 |
.045 |
.525 |
6.079 |
.000 |
|
|
Application value |
.350 |
.044 |
.627 |
7.929 |
.000 |
|
|
Economic value |
.354 |
.044 |
.636 |
8.108 |
.000 |
|
a. Dependent Variable: Intention
to leave
a)
T-test
In this study, the ttable obtained
a ttable number of 1.661. Based on the table,
the Social
Value variable has a tcount> ttable, namely 6.606>
1.661 and a significance level of 0.000 <0.05. The Interest Value variable
has a tcount> ttable, namely 5.754> 1.661 and a significance level of
0.000 <0.05. The Development Value variable has a
tcount> ttable, namely 6.079> 1.661 and a significance level of 0.000
<0.05. The Application Value variable has a tcount> ttable, namely
7.929> 1.661 and a significance level of 0.000 <0.05. The Economic Value
variable has a tcount> ttable, namely 8.108>
1.661 and a significance level of 0.000 <0.05. This means that partially and
significantly Economic Value
b)
R Square Test
Table 10. R Square Test
|
Model |
R |
R Square |
Adjusted
R Square |
Std. Error
of the Estimate |
|
1 |
.670a |
.449 |
.420 |
2.206 |
a. Predictors: (Constant), Economic
Value, Social Value, Development Value, Interest Value,
Application Value
From the table above, the results of the R Squre test show that the magnitude
of the R2 number is
0.449 which indicates that the independent variables,
namely Social Value (X1), Interest Value (X2), Development Value (X3),
Application Value (X4), and Economic Value (X5) explain the influence on the
dependent variable, namely Intention to Leave (Y) of 0.449 or 44.9% while the
remaining 55.1% is influenced by other factors that come from outside the
variables studied.
4.2
Discussion
4.2.1 The Effect of Social Value on Intention To Leave
Based on partial analysis, the
research results prove that social value has a significant effect on intention
to leave PT Gemilang Plastama Cemerlang. Social value shows the significance
level of t count 6.606> t table 1.661 or significant 0.000 <0.05. Then this hypothesis H0 is rejected
and accepts H1. This hypothesis accepts H1 social value has an effect on employee intention
to leave. The results of this study are supported by previous research conducted by (Verÿiÿ, 2021) regarding the positive
relationship between engagement, employer branding,
perceived organisational support, and internal communication satisfaction to
increase social value in employees. Proven by the value of r count 0.557> r table 0.164 obtained sig. (2-tailed)=.000 and research by Love and Singh (2011)
suggests that employer
branding provides information about the benefits gained by working for a
particular employer and representation of the organisation for its uniqueness for employees for both prospective and current employees. Has a
positive and significant effect on intention to leave employees of PT Gemilang Plastama
Cemerlang. This means
that perceived organisational support has a positive effect on
social value which provides good reciprocity with colleagues. In addition,
internal communication satisfaction
affects employee mechanisms at work. And finally it is useful for creating a comfortable place and increasing
productivity, thus creating a pleasant work environment.
4.2.2
The Effect of Interest
Value on Intention To Leave
Based on partial analysis, the research results
prove that interest
value has a significant effect
on intention to leave PT Gemilang Plastama Cemerlang. Interest value
shows the significance level of t count 5.754> t table 1.661 or significant 0.000 <0.05. Then this hypothesis H0 is rejected
and accepts H1. This hypothesis accepts
H1 interest value has an effect on employee intention to leave. The results
of this study are supported
by previous research
conducted by Kaur et al. (2015) studying
social media perceptions and
employer attractiveness among employees. The thing that makes the Organisation
produce innovative products and services is by building the employer's image
and interest value. Proven by r count 0.504> r table 0.164
obtained sig. (2-tailed)=.000 and research by Kissel and Büttgen
(2015) identified the main reasons for employer attractiveness in the context
of social media, such as information seeking behaviour, compatibility with the
employer, and organisational image. Has a positive and significant effect on
intention to leave employees of PT Gemilang Plastama Cemerlang. This means that when Interest value runs smoothly,
it will form an employer
brand equity attachment, thereby increasing interest
value. From these results, new, forward-thinking, and innovative work practices
are formed, besides that the organisation can produce high-quality products and
services.
4.2.3
Effect of Development Value
on Intention To Leave
Based on partial analysis, the
research results prove that development value has a significant effect on intention to leave PT Gemilang Plastama
Cemerlang. Development value shows the
significance level of t count 6.079> t table 1.661 or
significant 0.000 <0.05. Then this hypothesis H0 is rejected and accepts H1.
This hypothesis accepts H1 development
value has an effect on employee intention to leave.
The results of this study are supported
by previous research
conducted by King and
Grace (2012) which states that employees are very important in brand management
because they provide functional and emotional brand value through their
interactions with customers. Proven by r count
0.525> r table
0.164 obtained sig. (2-tailed)=.000 as well as research by (Balmer, 2013),
namely employees who are given the right
brand-related information will rise to
the top of the pyramid when
they develop a strong commitment to the brand. thus, employees, customers, and
other stakeholders are the protagonists for building a company brand, which can
create emotional involvement with it. Has a positive and significant effect on
intention to leave employees of PT Gemilang Plastama Cemerlang. This means that
after emotional involvement with the employer brand, there is a sense of comfort working for the organisation.
Therefore, development value for employees can provide benefits in improving
careers.
4.2.4
The Effect of Application Value on Intention To Leave
Based on partial analysis, the research results
prove that application value has a significant effect on intention to leave PT Gemilang
Plastama Cemerlang. Application value
shows the significance level of t count 7.929> t table 1.661 or significant
0.000 <0.05. Then this hypothesis H0 is rejected and accepts H1. This
hypothesis accepts H1 application value has an effect on employee intention to
leave. The results of this study are supported by previous research conducted
by (Foster et al., 2010) which is used to refer to organisational efforts to treat
employees as internal
customers, and help them
embrace their organisational values. Proven by r count 0.627> r table 0.164
obtained sig. (2- tailed)=.000 as well as research by (Anisimova and Mavondo,
2010; Riketta, 2005) that the more employees
adopt the organisation's values as their own, the more likely
it is that they will identify with their organisation's brand, will act according
to the organisation's "prototype" and will share the same destiny as their workplace, so that the success or failure of the organisation becomes their own success
or failure. Has a positive and significant effect on intention to leave
employees of PT Gemilang Plastama Cemerlang. This means that brand-oriented
companies focus on creating, developing, and protecting brand identity, which is represented as the core of the company's strategy.
This is also one
way to improve customer orientation because if employees can apply
it to their role as employees in service delivery, then the brand orientation
strategy can run well.
4.2.5
The Effect of Economic Value on Intention To Leave
Based on partial analysis, the research results
prove that economic
value has a significant effect on intention to leave
PT Gemilang Plastama
Cemerlang. Economic value shows the significance level of t count 8.108> t table 1.661
or significant 0.000 <0.05. Then this hypothesis H0 is rejected and accepts H1. This hypothesis accepts H1 economic
value has an effect on employee intention
to leave. The results of this
study are supported by previous research conducted by (Chicca & Shellen
barger, 2018b; Twenge, 2016) economic value also has a significant impact,
especially for generation z who have open-minded, inclusive, and most
tech-savvy. Proven by r count 0.636> r table 0.164 obtained sig. (2-tailed)=.000 and research by (Stillman and Stillman, 2017) different generations have different
values, attitudes, and behavioural models, and these variations affect the work
preferences and expectations that employees may have of their organisations. Has a positive and significant
effect on intention to leave employees of PT Gemilang Plastama Cemerlang. This
means that the job-hopper's view of generation z can be changed by one of them regarding
the finances they get from the employer, which makes them think about
staying and still having a positive impact on employer brand equity.
V.
CONCLUSION
Positive PT Gemilang Plastama
Cemerlang Brand Equity tends to
reduce Intention To Leave. The results showed a strong and statistically
significant negative correlation between employee perceptions of PT Gemilang
Plastama Cemerlang's positive
Brand Equity and Intention To Leave. This suggests that strong Brand Equity
acts as a buffer against Intention To Leave, fostering a sense of loyalty and
commitment among employees. Additionally, a noteworthy finding is the mediating
role of employee engagement in the relationship between Brand Equity
and Intention To Leave. Employees who reported higher levels
of engagement were less likely
to express Intention
To Leave, underscoring the importance of fostering an engaged workforce as a way to retain
talent We can also say that, Brand Equity is influenced by a
combination of factors, including organisational culture, leadership
effectiveness, career development opportunities, and work-life balance.
Companies must adopt a holistic approach to employer branding
to effectively influence
employee perceptions and reduce
turnover intentions. Therefore, organisations must
invest in developing positive Brand Equity and strategically increase employee
loyalty and reduce Intention To Leave. This involves focusing on aspects such
as workplace culture, leadership development, and employee well-being. To
reduce Intention To Leave, fostering employee engagement is of utmost
importance. Regular feedback mechanisms, opportunities for skills development,
and initiatives that promote work-life balance should be prioritised.
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