MANAGEMENT LEADERSHIP, ORGANIZATIONAL CULTURE, AND COMPENSATION AS INFLUENCER ON EMPLOYEE TURNOVER IN A POWERPLANT

Aims: This paper examines the factors influencing turnover intention in a power plant. Using data from a survey of power plant workers, the study analyzes the role of Management Leadership style, Organizational Culture, and Compensation in employees’ turnover intention. Study design: The study used a survey questionnaire and statistical analyses. Place and Duration of Study: The participants of the study are company employees. The participants were selected randomly for each section of the company. Methodology: The participants of the study are company employees. The participants were selected randomly for each section of the company. Results from the study indicated that, among the three variables, only Compensation emerged as a significant predictor of Turnover Intention. Neither Leadership nor Organizational Culture showed a statistically significant relationship with the intent to leave. The study underscores the critical importance of competitive compensation in retaining employees and suggests that remuneration may positively influence turnover decisions more than perceived leadership and culture. Results: Results from the study indicated that, among the three variables, only Compensation emerged as a significant predictor of Turnover Intention. Neither Leadership nor Organizational Culture showed a statistically significant relationship with the intent to leave. The study underscores the critical importance of competitive compensation in retaining employees and suggests that remuneration may positively influence turnover decisions more than perceived leadership and culture Conclusion: The study revealed the factors that significantly impact turnover intentions in the workplace. The findings indicated that neither management leadership styles nor organizational culture had a statistically significant relationship with turnover intention. This suggests that within the context of this study, these elements, while undoubtedly crucial to many aspects of organizational success, may not directly sway an employee’s decision to stay or leave. However, compensation was found to have a statistically significant relationship with turnover intention, as indicated in the p-value; although the effect was not substantial, it was evident that better compensation could slightly decrease the intent to leave the organization.