Employee retention has become a major concern for organizations worldwide. High employee turnover can disrupt operations, increase recruitment and training costs, reduce productivity, and weaken organizational performance. These challenges are especially significant in transportation and logistics industries, where operational continuity depends heavily on experienced employees.
The rapid growth of e-commerce, rising customer expectations for fast delivery, and intensifying market competition have placed additional pressure on transportation companies. Employees are often required to work under demanding conditions, tight schedules, and fluctuating workloads. Consequently, organizations are increasingly seeking evidence-based strategies to improve employee satisfaction and reduce resignation rates.
Researchers Kristanto, Asnawi, and Arfani investigated how physical work environment, internal communication, and workload influence employees' intentions to leave PT X Surabaya. The study also explored whether job satisfaction acts as an intermediary factor connecting workplace conditions with turnover intention.
The researchers surveyed all 60 employees working at PT X, including operators, delivery personnel, and drivers. Because the entire workforce participated, the study used a census approach rather than selecting only a sample of employees. Information was collected through structured questionnaires, and statistical analysis was conducted to identify relationships among workplace factors, job satisfaction, and turnover intentions.
The demographic profile revealed that PT X's workforce is predominantly young. Approximately 50 percent of employees were between 20 and 25 years old, while another 38.3 percent were between 26 and 30 years old. Most respondents had worked at the company for one to three years, indicating a workforce with relatively short employment tenure. These characteristics are important because younger employees often demonstrate higher job mobility and greater willingness to seek alternative employment opportunities.
The study produced several important findings.
First, internal communication emerged as the strongest factor influencing job satisfaction. Employees who experienced open communication, clear information sharing, and effective coordination across departments reported significantly higher levels of satisfaction. Statistical analysis showed that internal communication had the largest positive effect on job satisfaction, with a t-value of 9.082.
However, internal communication did not directly reduce employees' intentions to resign. Instead, its influence operated indirectly through job satisfaction. In other words, communication practices reduce turnover intention only when employees genuinely feel satisfied with their jobs.
Second, workload was identified as the most critical risk factor for employee retention. Employees experiencing excessive workloads showed a significantly stronger intention to leave the organization. High operational demands, time pressure, and work-related stress contributed directly to turnover intention, making workload management a strategic priority for organizations.
Third, the physical work environment also influenced both job satisfaction and turnover intention, although its effect was weaker than internal communication and workload. Workplace conditions such as noise levels, safety, comfort, and supporting facilities affected employees' overall perceptions of their work experience. Even when companies provide adequate facilities, external environmental factors can still contribute to dissatisfaction.
Another important finding concerns the role of job satisfaction. Employees who were satisfied with their jobs demonstrated significantly lower intentions to leave the company. Job satisfaction served as a psychological pathway connecting workplace conditions with employees' decisions to remain employed or seek opportunities elsewhere.
Key findings from the study include:
- Internal communication had the strongest positive effect on job satisfaction (t = 9.082).
- Workload significantly increased turnover intention.
- Physical work environment affected both job satisfaction and turnover intention.
- Job satisfaction significantly reduced employees' intentions to resign.
- The research model explained 64.1 percent of variations in job satisfaction and 21.2 percent of variations in turnover intention.
According to Kristanto, Asnawi, and Arfani, organizations cannot rely on a single strategy to retain employees. The researchers emphasized that companies should simultaneously improve internal communication systems, monitor employee workloads, and create supportive working environments to strengthen employee retention. The authors noted that effective communication and manageable workloads are essential for sustaining employee satisfaction and organizational stability.
The findings have important implications for businesses, policymakers, and human resource professionals. Transportation, logistics, manufacturing, and service companies may benefit from routinely assessing employee satisfaction as an early warning system for potential turnover. Organizations should also invest in communication training, workload balancing, and workplace improvements to reduce employee attrition.
For policymakers and industry leaders, the study highlights the importance of employee well-being as a strategic component of economic productivity. As labor markets become increasingly dynamic, companies that successfully balance operational demands with employee satisfaction are likely to achieve stronger long-term competitiveness.
Author Profiles
Kristanto is a researcher specializing in human resource management, employee retention, and organizational behavior.
Asnawi is an academic and researcher focusing on organizational management, internal communication, and human resource development.
Arfani is a researcher whose expertise includes human resource management, workplace behavior, and organizational strategy.
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