Antecedents of Talent Retention: A Study on Oil and Gas Companies in Central Sulawesi
DOI:
https://doi.org/10.22441/jurnal_mix.2026.v16i3.016Keywords:
Talent Retention, Employee Engagement, Employer Branding, Transformational Leadership, Knowledge ManagementAbstract
Oil and gas operators are in need of skilled staff to ensure safe and reliable operations considering the stiff competition in the industry.
Objectives: Therefore, this study aims to examine the relationship between the evaluation of the employer brand, transformational leadership, as well as organizational knowledge practices, work engagement, and intention of employees to remain in an organization. The focus is on Central Sulawesi, Indonesia and the explanatory framework adopted is Social Exchange Theory.
Methodology: The analysis addresses both direct paths and indirect paths through engagement. Moreover, purposive recruitment was used to select 247 workers who participated in the survey and the model developed was estimated in AMOS 24 through structural equation modeling.
Findings: The results showed that stronger employer-brand perceptions and knowledge practices coincided with greater engagement. Transformational leadership also had a negative relationship with engagement but a direct positive relationship with retention. Meanwhile, there was no meaningful direct relationship between retention, employer branding, knowledge management, or engagement. The trend showed that the interpretation should be based on the indirect estimates and respective uncertainty rather than the proposed directions.
Conclusion: Transformational leadership was observed to have the best evidence on the willingness of employees to stay while the other practices in the workplace had mixed outcomes.
References
Aboramadan, M., & Kundi, Y. M. (2020). Does Transformational Leadership Better Predict Work-Related Outcomes Than Transactional Leadership in the NPO Context? Evidence from Italy. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 31(6), 1254–1267. https://doi.org/10.1007/s11266-020-00278-7
Agarwal, U. A., & Gupta, V. (2018). Relationships between job characteristics, work engagement, conscientiousness and managers’ turnover intentions: A moderated-mediation analysis. Personnel Review, 47(2), 353–377. https://doi.org/10.1108/PR-09-2016-0229
Al-Tit, A. (2015). The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance. International Business Research, 9, 43. https://doi.org/10.5539/ibr.v9n1p43
Ali, M., Niu, X., & Rubel, M. R. B. (2024). The influence of transformational and transactional leadership on employee retention: mediating role of employee engagement. Management Matters, 21(2), 164–190. https://doi.org/10.1108/MANM-03-2024-0022
Ali, M., Ullah, M. S., & Haque, A. (2023). Effect of transactional and transformational leadership on talent engagement: Mediating role of talent development. Global Business and Organizational Excellence, 42(6), 120–137. https://doi.org/https://doi.org/10.1002/joe.22214
Alshathry, S., Clarke, M., & Goodman, S. (2017). The role of employer brand equity in employee attraction and retention: a unified framework. International Journal of Organizational Analysis, 25(3), 413–431. https://doi.org/10.1108/IJOA-05-2016-1025
Ambrosius, J. (2016). Strategic Talent Management in Emerging Markets and Its Impact on Employee Retention: Evidence from Brazilian MNCs. Thunderbird International Business Review, 60(1), 53–68. https://doi.org/10.1002/tie.21799
Ancarani, A., Di Mauro, C., Giammanco, & Giammanco, G. (2017). Work engagement in public hospitals: a social exchange approach. International Review of Public Administration, 23(1), 1–19. https://doi.org/10.1080/12294659.2017.1412046
Ansari, K. R., & Bijalwan, P. (2017). Team Effectiveness: A Relational Approach with Employee Retention. Metamorphosis, 16(2), 115–121. https://doi.org/10.1177/0972622517731408
Aslam, U., Muqadas, F., Imran, M. K., & Ubaid-Ur-Rahman. (2018). Exploring the sources and role of knowledge sharing to overcome the challenges of organizational change implementation. International Journal of Organizational Analysis, 26(3), 567–581. https://doi.org/10.1108/IJOA-07-2017-1189
Balwant, P., Mohammed, R., & Singh, R. (2019). Transformational leadership and employee engagement in Trinidad’s service sector: The role of job resources. International Journal of Emerging Markets, 15(4), 691–715. https://doi.org/10.1108/IJOEM-01-2019-0026
Bharadwaj, S., Khan, N. A., & Yameen, M. (2021). Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis. Asia-Pacific Journal of Business Administration, 14(3), 309–334. https://doi.org/10.1108/APJBA-08-2020-0279
Bierly Paul E., I. I. I., Kessler, E. H., & Christensen, E. W. (2000). Organizational learning, knowledge and wisdom. Journal of Organizational Change Management, 13(6), 595–618. https://doi.org/10.1108/09534810010378605
Biswas, M., & Suar, D. (2014). Antecedents and Consequences of Employer Branding. Journal of Business Ethics, 136(1), 57–72. https://doi.org/10.1007/s10551-014-2502
Buil, I., Martinez, E., & Matute, J. (2018). Transformational leadership and employee performance: The role of identification, engagement and proactive personality. International Journal of Hospitality Management, 77, 64–75. https://doi.org/10.1016/j.ijhm.2018.06.014
Chen, T.-J., & Wu, C.-M. (2017). Improving the turnover intention of tourist hotel employees: Transformational leadership, leader-member exchange, and psychological contract breach. International Journal of Contemporary Hospitality Management, 29(7), 1914–1936. https://doi.org/10.1108/IJCHM-09-2015-0490
Chopra, A., Sahoo, C. K., & Patel, G. (2023). Exploring the relationship between employer branding and talent retention: the mediation effect of employee engagement. International Journal of Organizational Analysis, 32(4), 702–720. https://doi.org/10.1108/IJOA-02-2023-3638
Cropanzano, R., & Mitchell, M. (2005). Social Exchange Theory: An Interdisciplinary Review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
Dasan, N. B. (2022). An Empirical Study On Impact Of Employee Retention In IT Companies On The Employer Branding With Reference To Chennai City. Journal of Positive School Psychology, 6(6), 3687–3697. https://www.journalppw.com/index.php/jpsp/article/view/7956/5192
Deepa, R., & Baral, R. (2021). Is my employee still attracted to me? Understanding the impact of integrated communication and choice of communication channels on employee attraction. Corporate Communications: An International Journal, 27(1), 110–126. https://doi.org/10.1108/CCIJ-09-2020-0136
Demerouti, E. (2022). Job demands-resources theory in times of crises: New propositions. Organizational Psychology Review, 13(3), 209–236. https://doi.org/10.1177/20413866221135022
Dineen, B., & Allen, D. (2015). Third Party Employment Branding: Human Capital Inflows and Outflows Following “Best Places to Work” Certifications. Academy of Management Journal, 59(1), 90–112. https://doi.org/10.5465/amj.2013.1091
Ferizal, I. (2016). Journey To Be Employer of Choice.
Ferreira, J. J. M., Mueller, J., & Papa, A. (2018). Strategic knowledge management: theory, practice and future challenges. Journal of Knowledge Management, 24(2), 121–126. https://doi.org/10.1108/JKM-07-2018-0461
Fletcher, L., Alfes, K., & Robinson, D. (2016). The relationship between perceived training and development and employee retention: the mediating role of work attitudes. The International Journal of Human Resource Management, 29(18), 2701–2728. https://doi.org/10.1080/09585192.2016.1262888
Gaddam, S. (2008). Modelling Employer Branding Communication: The Softer Aspect Of HR Marketing Management. ICFAI Journal of Soft Skills, 2(1), 45–55. https://www.iupindia.in/308/IJSS_Modeling_Employer_45.html
Gavin, M. (2020). 6 Strategies For Engaging Your Employees. Harvard Business Review, 2(18), 1–4. https://online.hbs.edu/blog/post/how-to-engage-employees
Gede, I., & Sunny, M. (2019). Pengaruh Leader Member Exchange, Empowerment, Talent Management Terhadap Turnover Intention. Widya Manajemen, 1(2), 113–137. https://doi.org/10.32795/widyamanajemen.v1i2.359
Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership and Organization Development Journal, 34(6), 532–550. https://doi.org/10.1108/LODJ-10-2011-0110
Gilani, H., & Cunningham, L. (2017). Employer branding and its influence on employee retention: A literature review. The Marketing Review, 17(2), 239–256. https://doi.org/10.1362/146934717X14909733966209
Hai, S., Wu, K., Park, I.-J., Li, Y., Chang, Q., & Tang, Y. (2020). The role of perceived high-performance HR practices and transformational leadership on employee engagement and citizenship behaviors. Journal of Managerial Psychology, 35(6), 513–526. https://doi.org/10.1108/JMP-03-2019-0139
Hair, J. F., Babin, B. J., Anderson, R. E., & Black, W. C. (2022). Multivariate Data Analysis (8th ed.). Cengage Learning. https://books.google.co.id/books?id=PONXEAAAQBAJ
Juan, S. H., Ting, I., Kweh, Q. L., & Yao, L. (2018). How does knowledge sharing affect employee engagement? Institutions and Economies, 10(4), 49–67. https://juku.um.edu.my/index.php/ijie/article/view/13445
Kasekende, F. (2017). Psychological Contract, Engagement and Employee Discretionary Behaviours: Perspectives from Uganda. International Journal of Productivity and Performance Management, 66(7), 869–913. https://doi.org/http://dx.doi.org/10.1108/IJPPM-07-2016-0136
Khalid, A., Awan, R. A., Ali, R., & Sarmad, I. (2023). The antecedent cognitions of brand love and its impact on brand loyalty: the moderating role of sustainability marketing. Corporate Governance, 24(3), 609–626. https://doi.org/10.1108/CG-06-2023-0230
Kianto, A., Vanhala, M., & Heilmann, P. (2016). The impact of knowledge management on job satisfaction. Journal of Knowledge Management, 20(4), 621–636. https://doi.org/10.1108/JKM-10-2015-0398
Kossyva, D., Theriou, G., Aggelidis, V., & Sarigiannidis, L. (2023). Retaining talent in knowledge-intensive services: enhancing employee engagement through human resource, knowledge and change management. Journal of Knowledge Management, 28(2), 409–439. https://doi.org/10.1108/JKM-03-2022-0174
Kumar, P., Agrawal, A., & Budhwar, P. (2020). Human and Technological Resource Management (HTRM): New Insights into Revolution 4.0.
Kwarteng, S., Frimpong, S., Asare, R., & Wiredu, T. (2023). Effect of employee recognition, employee engagement on their productivity: the role of transformational leadership style at Ghana Health Service. Current Psychology, 43, 1–12. https://doi.org/10.1007/s12144-023-04708-9
Kyndt, E., Dochy, F., Michielsen, M., & Moeyaert, B. (2009). Employee Retention: Organisational and Personal Perspectives. Vocations and Learning, 2(3), 195–215. https://doi.org/10.1007/s12186-009-9024-7
Lee, E., Kang, M., Kim, Y., & Yang, S.-U. (2021). Exploring the interrelationship and roles of employee–organization relationship outcomes between symmetrical internal communication and employee job engagement. Corporate Communications: An International Journal, 27(2), 264–283. https://doi.org/10.1108/CCIJ-12-2020-0167
Lee Marks, M. (2007). A framework for facilitating adaptation to organizational transition. Journal of Organizational Change Management, 20(5), 721–739. https://doi.org/10.1108/09534810710779126
Li, P., Sun, J.-M., Taris, T. W., Xing, L., & Peeters, M. C. W. (2021). Country differences in the relationship between leadership and employee engagement: A meta-analysis. The Leadership Quarterly, 32(1), 101458. https://doi.org/https://doi.org/10.1016/j.leaqua.2020.101458
Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13(2), 103–123. https://doi.org/https://doi.org/10.1002/job.4030130202
Masrtin, D., & Silva, S. (2017). Knowledge management and labor retention: An empirical study. In Proceedings of the European Conference on Knowledge Management, ECKM.
Matongolo, A., Kasekende, F., & Mafabi, S. (2018). Employer branding and talent retention: perceptions of employees in higher education institutions in Uganda. Industrial and Commercial Training, 50(5), 217–233. https://doi.org/10.1108/ICT-03-2018-0031
Mcdonnell, A. (2011). Still Fighting the “War for Talent”? Bridging the Science Versus Practice Gap. Journal of Business and Psychology, 26(2), 169–173. https://doi.org/10.1007/s10869-011-9220-y
Minh Ha, N., Luan, N., & Huỳnh Lương, T. (2021). Employer Branding and Employee Engagement. Hong Kong Journal of Social Sciences, 57, 2021.
Mon, M. D., Robin, R., & Tarihoran, O. (2021). The Effect Of Transformational Leadership On Employee Perfromance With Employee Engagement As A Mediaton Variabel. Journal of Business Studies and Mangement Review, 5(1), 62–69. https://doi.org/10.22437/jbsmr.v5i1.14333
Nasruddin, & Putri, S. (2023). Pengaruh Talent Management dan Knowledge Management Terhadap Employee Retention pada Millennials Workforce yang di Moderasi oleh Employee Engagement. Jurnal EMT KITA, 7(4), 974–984. https://doi.org/10.35870/emt.v7i4.1559
Ngozi, D.-E., & Edwinah, A. (2022). Employee Engagement and Talent Retention: A Review. South Asian Research Journal of Biology and Applied Biosciences, 5(4), 188–197. https://doi.org/10.36346/sarjbm.2022.v04i05.003
Nikolic, S., Wentworth, I., Sheridan, L., Moss, S., Duursma, E., Jones, R., Ros, M., & Middleton, R. (2024). A systematic literature review of attitudes, intentions and behaviours of teaching academics pertaining to AI and generative AI (GenAI) in higher education: An analysis of GenAI adoption using the UTAUT framework. Australasian Journal of Educational Technology, 40(6), 58–75. https://doi.org/10.14742/ajet.9643
Pandita, D., & Ray, S. (2018). Talent management and employee engagement – a meta-analysis of their impact on talent retention. Industrial and Commercial Training, 50(4), 185–199. https://doi.org/10.1108/ICT-09-2017-0073
Park, T., & Pierce, B. (2019). Impacts of Transformational Leadership on Turnover Intention of Child Welfare Workers. Children and Youth Services Review, 108(3), 104624. https://doi.org/10.1016/j.childyouth.2019.104624
Perrin, T. (2005). Winning Strategies for a Global Workforce. http://media.marketwire.com/attachments/200604/253797_GWS_Exec_Summary_01-11.pdf
Pollock, T., Lashley, K., Rindova, V., & Han, J.-H. (2019). Which of These Things Are Not Like the Others? Comparing the Rational, Emotional and Moral Aspects of Reputation, Status, Celebrity and Stigma. Academy of Management Annals, 13(2), 444–478. https://doi.org/10.5465/annals.2017.0086
Popli, S., & Rizvi, I. A. (2016). Drivers of Employee Engagement: The Role of Leadership Style. Global Business Review, 17(4), 965–979. https://doi.org/10.1177/0972150916645701
Rana, G., Agarwal, S., & Sharma, R. (2021). Employer Branding for Competitive Advantage: Models and Implementation Strategies (1st ed.). CRC Press. https://doi.org/https://doi.org/10.1201/9781003127826
Rappaport, A., Bancroft, E., & Okum, L. (2003). The aging workforce raises new talent management issues for employers. Journal of Organizational Excellence, 23(1), 55–66. https://doi.org/https://doi.org/10.1002/npr.10101
Sahu, S., Pathardikar, A., & Kumar, A. (2017). Transformational leadership and turnover: Mediating effects of employee engagement, employer branding, and psychological attachment. Leadership & Organization Development Journal, 39(31), 82–99. https://doi.org/10.1108/LODJ-12-2014-0243
Samo, A., Talreja, S., Bhatti, A., Asad, S., & Hussain, L. (2020). Branding Yields Better Harvest: Explaining The Mediating Role of Employee Engagement in Employer Branding and Organizational Outcomes. ETIKONOMI, 19(1), 77–94. https://doi.org/10.15408/etk.v19i1.12320
Samsir, Nursanti, A., & Zulfadil. (2017). The effect of product innovation as mediation in relationship between knowledge management to competitive advantage (Case study in SME of typical food products of Riau Indonesia). 14(2), 217–226. https://serialsjournals.com/abstract/24196_18.pdf
Sekaran, U., & Bougie, R. (2016). Research Methods for Business: A Skill-Building Approach.
Shuck, B., Twyford, D., Reio Jr., T. G., & Shuck, A. (2014). Human Resource Development Practices and Employee Engagement: Examining the Connection With Employee Turnover Intentions. Human Resource Development Quarterly, 25(2), 239–270. https://doi.org/https://doi.org/10.1002/hrdq.21190
Singh, A. K., & Sharma, V. (2011). Knowledge management antecedents and its impact on employee satisfaction: A study on Indian telecommunication industries. The Learning Organization: An International Journal, 18(2), 115–130. https://doi.org/10.1108/09696471111103722
Sobaih, A. E. E., Hasanein, A. M., Aliedan, M. M., & Abdallah, H. S. (2022). The impact of transactional and transformational leadership on employee intention to stay in deluxe hotels: Mediating role of organisational commitment. Tourism and Hospitality Research, 22(3), 257–270. https://doi.org/10.1177/1467358420972156
Tanwar, K., & Prasad, A. (2016). The effect of employer brand dimensions on job satisfaction: gender as a moderator. Management Decision, 54(4), 854–886. https://doi.org/10.1108/MD-08-2015-0343
Theurer, C., Tumasjan, A., Welpe, I., & Lievens, F. (2016). Employer Branding: A Brand Equity‐based Literature Review and Research Agenda. International Journal of Management Reviews, 20(1), 155–179. https://doi.org/10.1111/ijmr.12121
Thomas, S., & Aurora, S. (2024). The dynamic effects of transformational leadership on employee retention and employability over time: an agent-based model. Computational and Mathematical Organization Theory, 30(4), 350–380. https://doi.org/10.1007/s10588-024-09385-y
Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. A. S. (2020). The Impact of Transformational Leadership on Employee Retention: Mediation and Moderation Through Organizational Citizenship Behavior and Communication. Frontiers in Psychology, 11(314), 1–11. https://doi.org/10.3389/fpsyg.2020.00314
Tkalac Vercic, A., Verčič, D., & Špoljarić, A. (2022). Internal Communication and Employer Brands. https://doi.org/10.4324/9781003200109
Todnem, R. (2005). Organizational Change Management: A Critical Review. Journal of Change Management, 5(4), 369–380. https://doi.org/http://dx.doi.org/10.1080/14697010500359250
Tumasjan, A., Kunze, F., Bruch, H., & Welpe, I. (2019). Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate. Human Resource Management, 59(1), 83–99. https://doi.org/10.1002/hrm.21980
Veld, M., Semeijn, J., & Vuuren, T. van. (2015). Enhancing perceived employability: An interactionist perspective on responsibilities of organizations and employees. Personnel Review, 44(6), 866–882. https://doi.org/10.1108/PR-05-2014-0100
Wells, J. E., & Welty Peachey, J. (2011). Turnover intentions: Do leadership behaviors and satisfaction with the leader matter? Team Performance Management, 17(1–2), 23–40. https://doi.org/10.1108/13527591111114693
Zhang, K. Z. K., Xu, H., Zhao, S., & Yu, Y. (2018). Online reviews and impulse buying behavior: the role of browsing and impulsiveness. Internet Research, 28(3), 522–543. https://doi.org/10.1108/IntR-12-2016-0377
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2026 MIX: JURNAL ILMIAH MANAJEMEN
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
The copyright to this article is transferred to Universitas Mercu Buana (UMB) if and when the article is accepted for publication. The undersigned hereby transfers any and all rights in and to the paper including without limitation all copyrights to UMB. The undersigned hereby represents and warrants that the paper is original and that he/she is the author of the paper, except for material that is clearly identified as to its original source, with permission notices from the copyright owners where required. The undersigned represents that he/she has the power and authority to make and execute this assignment.
We declare that this paper has not been published in the same form elsewhere.
Furthermore, I/We hereby transfer the unlimited rights of publication of the above mentioned paper in whole to UMB. The copyright transfer covers the right to reproduce and distribute the article, including reprints, translations, photographic reproductions, microform, electronic form (offline, online) or any other reproductions of similar nature.
The corresponding author signs for and accepts responsibility for releasing this material on behalf of any and all co-authors. This agreement is to be signed by at least one of the authors who have obtained the assent of the co-author(s) where applicable. After submission of this agreement signed by the corresponding author, changes of authorship or in the order of the authors listed will not be accepted.
Retained Rights/Terms and Conditions
Although authors are permitted to re-use all or portions of the Work in other works, this does not include granting third-party requests for reprinting, republishing, or other types of re-use.
