Employee Turnover and Organisational Vulnerability in a Growing Indonesian Dairy Collection Firm
Abstract
Employee turnover is often treated as a routine HR cost, yet in fast-growing, time-critical operations it can become a strategic issue. This study examines turnover at PT Gusti Wijaya Sejahtera, a dairy milk collector in Malang Regency, East Java, whose weighted annual turnover rose from 8.12% in 2022 to 43.24% in 2025 as collected volume grew from about 2.2 to 13.9 million kilograms and operations moved toward a near-continuous 24-hour cycle. An exploratory qualitative single-case design drew on ten semi-structured interviews, analyzed thematically and triangulated against internal records. Turnover tracked growth that outpaced staffing, scheduling, onboarding, and knowledge-transfer systems, concentrating workload on experienced staff, though it was not the sole cause of quality deviations, delays, farmer attrition, or margin changes, which informants tied to other concurrent drivers. The study proposes phased SHRM priorities, minimum staffing, roster control, competency-based onboarding, structured handover, clearer compensation, and a simple HR dashboard, extending the social-exchange account of retention to a supplier-facing setting where turnover can privatize a relational asset.
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