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The Impact of Financial Compensation and Leadership on Turnover Intention at Bank BNI Makassar

In: Proceedings of the 9th International Conference on Accounting, Management, and Economics 2024 (ICAME 2024)

Author

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  • Siti Hardiyanti Purnama

    (Hasanuddin University)

Abstract

Human resources (HR) are a critical component in any organization or company, serving as the driving force behind achieving organizational goals. Whether in the trade or service sectors, the success of an organization depends on its ability to operate effectively and efficiently to meet its objectives. To ensure optimal performance, it is essential to maintain and support HR by addressing factors that influence their stability and satisfaction. This study focuses on analyzing the impact of financial compensation and leadership on turnover intention among employees at Bank BNI Makassar. Using a survey method and multiple linear regression analysis, the research examines the relationship between these variables. The findings reveal that both financial compensation and leadership have a significant negative effect on turnover intention. Specifically, improvements in compensation and leadership practices can effectively reduce employee turnover rates at Bank BNI Makassar. These results highlight the importance of prioritizing fair compensation and effective leadership to enhance employee retention and organizational stability. This study provides valuable insights for HR management strategies aimed at fostering a more committed and satisfied workforce.

Suggested Citation

  • Siti Hardiyanti Purnama, 2025. "The Impact of Financial Compensation and Leadership on Turnover Intention at Bank BNI Makassar," Advances in Economics, Business and Management Research, in: Mursalim Nohong & Fitra Roman Cahaya & Phung Minh Tuan & Arifuddin Mannan & Anas Iswanto Anwar & Ria (ed.), Proceedings of the 9th International Conference on Accounting, Management, and Economics 2024 (ICAME 2024), pages 72-78, Springer.
    • Handle: RePEc:spr:advbcp:978-94-6463-758-8_7
    DOI: 10.2991/978-94-6463-758-8_7
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