EMPLOYEE MUTATION AND TURNOVER INTENTION IN 3T REGIONS: IMPLICATIONS FOR SUSTAINABILITY HUMAN RESOURCES MANAGEMENT AT BPJS KETENAGAKERJAAN

Abstract

This study examines the phenomenon of turnover intention in BPJS Ketenagakerjaan employees who have mutated to disadvantaged, frontier, and outermost (3T) areas through a qualitative case study approach. Using the Sustainable Human Resource Management (Sustainable HRM) framework, this study aims to uncover in depth why and how the mutation policy affects employees' intention to leave the organization in the context of assignments in remote areas. Data were collected through semi-structured in-depth interviews with two informants at different positional levels: Senior Officer at KCP Buol Kali (Central Sulawesi) and Junior Manager at KACAB Papua Mimika (Papua). The thematic analysis yielded four main themes: (1) disparity in mutation experience based on position level, (2) perceived organizational support gap that differs between levels, (3) dynamics of turnover intention influenced by career and family factors, and (4) expectations for humanitarian-based mutation policy reform. The findings show that turnover intention in the 3T area is contextual and is significantly influenced by the level of position, working period, and quality of management support received. This study emphasizes the urgency of mutation policy reform based on Sustainable HRM principles in BPJS Ketenagakerjaan as a form of organizational responsibility for the sustainability of human resources in the outermost regions of Indonesia.