The success of an organization in achieving its vision and mission depends on the quality of its human resources. Organizational management is essentially a process of human resource management because all organizations must operate through human resources. The quality of human resources is reflected in its performance within the company. Employee performance as a human resource is measured in a formal system called performance appraisal. Performance management is applied to achieve the company's vision and mission through employee competence and performance that match the values contained within the company. The targets of each work unit based on the balance scorecard set by the Directorate. The performance of Bank Syariah Mandiri (BSM) employees is monitored through key performance indicator. Performance appraisal of BSM employees is done periodically every 3 months, ie quarterly review and annual review. The grouping of employee performance through Performance Level (PL) is used as the basis for reward/appreciation from company to employee. Employee PL determination is aligned with the achievement level of the Work Unit and the composition should approach the normal distribution curve form using the PL predicate. Performance appraisal is self through self-assessment and direct superior through interview based on evidence of employee performance activity (self-assessment result). Implementation of performance management in BSM is good so that the company

Sumber daya manusia merupakan aspek krusial untuk mencapai tujuan perusahaan. Turnover intention merupakan masalah cukup serius yang dihadapi perusahaan dikarenakan dapat menganggu aktivitas perusahaan dalam mencapai tujuan yang ingin dicapai. Turnover intention adalah proses atau sikap seorang karyawan untuk mempertimbangkan keluar dari pekerjaan dan mencari pekerjaan pengganti yang lebih baik dari saat ini. Penelitian ini bertujuan untuk menganalisis pengaruh compensation, career development, work-life balance dan organizational climate dimediasi oleh employee engagement terhadap turnover intention pada karyawan officer tetap di PT Bank Syariah Mandiri Kantor Pusat. Teknik pengambilan sampel yang digunakan peneliti adalah metode non-probability sampling dengan teknik purposive sampling. Pada penelitian ini jumlah karyawan officer tetap di PT. Bank Syariah Mandiri Kantor Pusat yang dijadikan sampel berjumlah 291 responden dari 404 karyawan officer tetap. Prosedur yang digunakan dalam pengujian, pengolahan data dan pengembangan model adalah model persamaan structural (Structural Equation Modelling). Data dianalisis dengan menggunakan alat bantu perangkat lunak statistik LISREL 8.8. Penelitian ini menghasilkan temuan-temuan bahwa kompensasi, career development, work-life balance, organizational climate dan employee engagement berpengaruh langsung negatif terhadap turnover intention dimana kompensasi memiliki pengaruh paling tinggi terhadap turnover intention. Kompensasi, career development, work-life balance dan organizational climate berpengaruh langsung positif terhadap employee engagement dimana organizational climate memiliki pengaruh paling tinggi terhadap employee engagement. Kompensasi, career development, work-life balance, dan organizational climate berpengaruh tidak langsung negatif terhadap turnover intention melalui employee engagement dimana kompensasi memiliki pengaruh tidak langsung paling tinggi terhadap turnover intention melalui employee engagement. Kata Kunci: Kompensasi, Career Development, Work-life Balance, Organizational Climate, Employee Engagement, Turnover Intention. ABSTRACT Human resources is one of the crucial aspects to achieve the company goals. Turnover intention is a serious problem encountered by the company because it can disrupt the company activities in achieving its goals. Turnover intention is the process or attitude of an employee to consider leaving the current job, and to find alternative employment opportunities in other organizations or companies that are better. The objective of this research is to analyze the influence of compensation, career development, work-life balance, and organizational climate mediated through employee engagement toward turnover intention of the permanent officers employees at the Head Office of PT Bank Syariah Mandiri. In this study, the researcher took the samples by using non-probability sampling method with a purposive sampling technique. The samples were the permanent officers of PT. Bank Syariah Mandiri (Head Office) consisted of 291 respondents from the total of 404 permanent officers. The researcher used structural equation model in testing, analyzing the data, and model development. The data were analyzed by using statistical software tools (LISREL 8.8). The results were compensation, career development, work-life balance, organizational climate and employee engagement have a direct negative influence on turnover intention where compensation has the highest influence on turnover intention. Compensation, career development, work-life balance and organizational climate have a direct positive influence on employee engagement where organizational climate has the highest influence on employee engagement. Compensation, career development, work-life balance and organizational climate have an indirect negative influence on turnover intention through employee engagement where compensation has the highest indirect influence on turnover intention through employee engagement.

Abstract-Human resources is one of the crucial aspects to achieve the company goals which can be handle by supply chain strategy. The relationship among supply chain strategy, management of core operational functions and improvement in performance requires better understanding. In banks, turnover intention is the process or attitude of an employee to consider leaving the current job, and to find alternative employment opportunities in other organizations or companies that are better. The objective of this research was to find out the influence of Supply Chain Management and Organization Performance toward Turnover Intention at the Head Office of PT Bank Syariah Mandiri. In this research, the researcher took the samples by using nonprobability sampling method with a purposive sampling technique. The samples were the permanent officers of PT. Bank Syariah Mandiri (Head Office) consisted of 291 respondents from the total of 404 permanent officers. The researcher used structural equation model in testing, analyzing the data, and model development. The Data were analyzed by using statistical software tools (LISREL 8.8). The paper seeks to establish and validate a theoretical model linking the supply chain strategy, core operational functions and organizational performance in bank. The data validates the theoretical basis of the constructs and shows supply chain strategy has an overall positive impact on multiple performance dimensions through strategically aligned core operational functions.

Human resources is one of the crucial aspects to achieve the company goals. Turnover intention is a serious problem encountered by the company because it can disrupt the company activities in achieving its goals. Turnover intention is the process or attitude of an employee to consider leaving the current job, and to find alternative employment opportunities in other organizations or companies that are better. The objective of this research was to find out the influence of Compensation and Career Development mediated through Employee Engagement toward Turnover Intention of the permanent officers employees at the Head Office of PT Bank Syariah Mandiri. In this research, the researcher took the samples by using non-probability sampling method with a purposive sampling technique. The samples were the permanent officers of PT. Bank Syariah Mandiri (Head Office) consisted of 291 respondents from the total of 404 permanent officers. The researcher used structural equation model in testing, analyzing the data, and model development. The Data were analyzed by using statistical software tools (LISREL 8.8). The results were: 1) Compensation has a direct negative influence on turnover intention, 2) Career development has a direct negative influence on turnover intention, 3) Compensation has a direct positive influence on employee engagement, 4) Career development has a direct positive influence on employee engagement, 5) Employee engagement has a direct negative influence on turnover intention, 6) Compensation has an indirect negative influence on turnover intention through employee engagement and 7) Career development has an indirect negative influence on turnover intention through employee engagement.