Exploring work environment’s impacts on employee motivation and turnover intention in the garment industry in Wonogiri, Central Java

Indonesia is one of the largest garment-producing countries in the world. However, research shows garment companies in Indonesia have a high turnover rate and an above average turnover rate across industries. Therefore, this research explores the impact of the work environment on employee motivation and turnover intention in the Indonesian garment industry. This research is qualitative whereby the data was collected by conducting face-to-face in-depth interviews with sixteen participants from two garment companies, PT. ABC and PT. XYZ that are in Kabupaten Wonogiri, Central Java, Indonesia. The data analysis was carried out using thematic analysis, it was found that the physical and non-physical work environments are important aspects and have an impact on employee motivation and turnover intention in PT. ABC and PT. XYZ. Physical and non-physical work environments are included in Herzberg’s Hygiene Factors and when these factors are fulfilled, they can reduce job dissatisfaction. This increases employee motivation to complete work, feel comfortable at work, and have no turnover intention. In conclusion, maintaining good physical and non-physical work environments are crucial for both companies because they can influence employee motivation and turnover. Therefore, this research is related with the Sustainable Development Goals no 8 (decent work and economic growth), and no 9 (industry, innovation, and infrastructure).


Introduction
The textile and garment industry in Indonesia is increasingly competitive considering that all industrial structures have been integrated from upstream to downstream.The Making Indonesia 4.0 roadmap which discusses the preparation for entering the industrial era 4.0 includes the textile and garment industry as one of the five industries that are prioritized for development.This has happened because the garment industry is an industri padat karya or labor-intensive industry that uses more human labor than machines.The industry also has great potential for the export market.In the third quarter of 2019, the garment industry had the highest growth of 15.08% [1].As a labor-intensive industrial sector, the garment industry ranks second after the food industry for the proportion of people who work in the manufacturing industry sector in Indonesia.In 2018 the garment industry absorbed a workforce of 2.03% and then increased to 2.08% in 2019, experiencing a considerable decline in 2020 to 1.81% [2].
Along with the development of the garment industries, problems often occurred in the labor force.Indeed, the garment industry can absorb many workers, which can help to reduce unemployment.However, it turns out that not many employees, especially garment workers have a long tenure, which causes a high turnover rate in the industry.This raises concerns for companies because of the high cost of carrying out the recruitment and retraining process, especially in low-paying jobs where employee turnover is very likely.The employee turnover also causes the company to experience decreased performance because employees who have the skills and do the work efficiently must be replaced with new people who need time to get used to the job.Turnover intention is defined as the thought or desire of employees to move jobs [3].The overall turnover rate of the national industry in 2019 was 7%.However, the turnover rate is still categorized as relatively high [4].Roesman (2017) in [5] stated the turnover rate in a company is high if it is more than 10% in a year.From the research, the most influential variables on the turnover rate are compensation and the work environment, such as relationships with colleagues and the facilities provided by the company.
Negrin and Tzafrir (2004 in [6]) stated the work environment was the main reason for high turnover intention in a company.Reference [7] conducted research at an apparel company in Temanggung, Indonesia which showed that the work environment had a negative effect on turnover intention.In her research, it was found that the work environment was the biggest influence that caused employee turnover intention.Meanwhile, poor working relationships between employees and poor communication with superiors were work environment factors that were the highest causes of turnover.Employees want a favorable and comfortable work environment to do their job every day.Creating a good, comfortable, and favorable work environment has been proven to reduce employee turnover intention [6].Unfortunately, there are many companies that do not pay attention to the work environment, or the facilities provided for their employees and that causes employees to have turnover intention.Since employee turnover in the garment industry is still relatively high and previous research has shown the work environment to be one of the most influential factors on turnover intention, this research explores the relationship between work environment to employee motivation and turnover intention.Thus, the research question is "How does the work environment impact employee motivation and turnover intention in the garment industry in Wonogiri, Central Java?".

Objectives
The textile and garment industries have become the largest absorbers of labor in Kabupaten Wonogiri with a total absorption of 150,044 people [8].This research collected data from PT.ABC and PT.XYZ, garment companies in Wonogiri.Based on the data for the last three years, both companies had a high voluntary turnover rate, making it suitable for this research to explore the impact of the work environment on employee motivation and turnover intention in their companies.So, this research is expected to be useful for PT.ABC, PT.XYZ and other garment companies to improve the work environment that is desired by employees to increase employee motivation and reduce employee turnover.Also, it is expected to contribute to the development of knowledge in the field of human resources and can be a reference for other researchers in developing similar research.

An overview of the garment industry in Asia
One of the foreign industries that has established businesses in Indonesia is the garment industry.Many international fashion brands such as Zara, Uniqlo, H&M, and other brands are produced in Indonesia, especially in Central Java and West Java.The Secretary-General of the Indonesian Textile Association, Rizal Tanzil Rakhman, explained that the quality of garments in Indonesia is good, Indonesia has relatively low wages, and companies generally look for areas with low wages [9].Other countries such as Vietnam, the Philippines, and Bangladesh are also destination countries besides Indonesia for the largest garment importing areas such as the United States and the European Union due to workers' relatively low wages.
From the garment workers' point of view, apart from welfare because they get jobs, garment workers face problems such as work environments that are unsupportive and uncomfortable, and wages that are too low.In some cases, garment factories in Indonesia have not provided adequate facilities for their workers.One of them is the case of raids carried out by the DPRD (Dewan Perwakilan Rakyat Daerah) of Purbalingga against a garment company that was found not providing facilities in the form of places to eat and places to worship.Workers used riverbanks and roads to eat lunch and rest [10].This is certainly not feasible and reflects a bad working environment.The facilities provided by garment companies to employees are classified as a work environment.
In other cases, Bangladesh received a warning from the International Labour Organization (ILO) which stated that Bangladesh must immediately reform its garment industry to protect the country's economy.This was related to successive reports of the collapse of several garment factories in Dhaka due to dilapidated buildings that had killed at least 1,130 people at that time [11].The examples above show that not all garment companies provide a good work environment and may trigger high employee turnover in their company.

Work environment
Sedarmayanti (2001) in [12] defined the work environment as all matters relating to the environment around the employee's workplace, including the tools and materials used, work methods applied, as well as individual and group work arrangements.Broadly speaking, the work environment is divided into two, namely the physical work environment and the non-physical work environment.
The physical work environment is defined as everything around the workplace that is in physical form and can directly or indirectly affect an employee (Sedarmayanti 2001 in [12].Siagian (2014) in [13] argues that the physical work environment is divided into four dimensions: Firstly, facilities that are needed by employees to support their work.The facilities include a comfortable workspace, a restroom that can be used by employees to relax, prayer rooms, and other facilities needed by employees daily.Secondly, the workplace building should be a shelter for employees to do their work.A strong and safe workplace building makes employees feel safe working within it.Thirdly, adequate working equipment makes it easier for employees to complete their work.Lastly, the availability of transportation facilities for employees to come and go to work easily.Transportation facilities, such as free shuttle delivery and pick-up for employees, or free access to public transportation could also be provided.Regulations regarding the physical work environment have been issued by the Indonesian government, one of which is Undang-Undang Republik Indonesia Nomor 28 Tahun 2002 Concerning Buildings.It states that "every building must meet administrative requirements and technical requirements in accordance with the function of the building".
The non-physical work environment are all the conditions that around the employees' workplace, especially in terms of working relationships (Sedarmayanti 2009 in [12]), meanwhile Siagian (2014, in [13]) categorizes non-physical work environments into three groups, namely: Peer-level relationships that occur between employees.Good relations between employees can create a comfortable and familyfriendly work environment; supervisors and employee relationships must also be considered.Even though they have different positions, they must show respect to create a comfortable working atmosphere; collaboration between employees which is very necessary for the workplace because achieving success requires cooperation between employees.Good cooperation will result in effective and efficient work.

Employee motivation and Herzberg's Two Factors Theory of Motivation
Motivation is a 'psychological construct' that has existed and been studied in every culture for thousands of years.Motivation causes individuals or groups to have certain behaviors and apply them in life [14].There are two types of motivation according to [15], intrinsic motivation and extrinsic motivation.Intrinsic motivation is behavior in which a person does something for themselves and gets personal pleasure [16].For example, in organizational life, an employee who has intrinsic motivation will try to complete their work properly and on time because they have a target or satisfaction to achieve.While Extrinsic Motivation is defined as an impulse that arises from within a person to do or achieve something because he/she wants a reward or avoids negative consequences [16].An example is when employees want to complete an additional job because of the lure of bonuses in the form of goods, money, or other things.
Frederick Irving Herzberg first introduced the Two-Factor Theory of Motivation and Hygiene in 1959, then divided these factors into motivational or intrinsic factors and hygiene or extrinsic factors [17].The motivation factors which consisted of achievement, recognition for achievement, the work itself, responsibility, growth, and advancement are explained to have an influence on employee performance at work but there is no evidence of its effect on the level of dissatisfaction.This factor is also described as "the need for growth or self-actualization" [18].Meanwhile, hygiene factors are considered important in avoiding dissatisfaction and are described as the scope of work implementation that indirectly affects work such as colleagues, supervisors, working conditions, job security, and organizational policies [17].This factor is associated with "the need to avoid unpleasantness" [18].Reference [19] concludes that motivational factors are a source of satisfaction, while the hygiene factor is a source of dissatisfaction.
This research utilizes hygiene factors as in Herzberg's theory of hygiene factors (Adair 2006 in [18]) that include 'interpersonal relations' that is defined as relationships that occur between one individual and another individual.In the work environment, individual relationships can occur with co-workers, superiors, and subordinates.Good relations between co-workers will provide a warm and comfortable atmosphere to avoid individual work dissatisfaction.Secondly, a salary which is in accordance with minimum wages and fair regulations is highly desired by employees.With a guaranteed salary or wage system, employees will feel safe and remain clear of job dissatisfaction.Thirdly, company policy and administration relate to the rules, laws, and company goals set by the company and acts as a guide for leaders in making decisions.Apart from being a guide, company policy is also set for the smooth running of a company's business journey [20].How the company provides regulations to its employees is one of the hygiene factors; if the regulations are reasonable and clear, they will provide comfort and keep away from job dissatisfaction.Fourthly, supervision where the attitude of supervisors in the workplace is also one of the causes of job dissatisfaction among employees.A good and supportive supervisor, being fair and able to embrace all employees, having good leadership skills, and explaining tasks well to subordinates will avoid job dissatisfaction from employees.Lastly, working conditions are defined as the state of the physical environment in the workplace.This includes work facilities provided by the company for employees in carrying out their daily tasks.A good work environment makes employees feel comfortable while working so that job dissatisfaction does not arise.

Turnover intention
Employee turnover is a condition where employees leave their jobs to work in other positions or in other companies, and the empty position must be replaced (Mathis and Jackson 2011 in [21].Meanwhile, employee turnover intention is the tendency or desire of an employee to leave the job or company where the employee works [22].Reference [23] summarizes the core of Mobley's Turnover Process Model into three stages.Before deciding to leave their job, an employee will first go through: the thought of leaving the company (thinking of quitting); then have the intention to look for a new job (intention to search for alternatives); the last is taking the decision to leave the company (intention to quit).
Based on the above discussions, to answer the research question, Herzberg's hygiene factor theory was used because the physical work environment is related to one of the factors in hygiene factors, namely working conditions, and non-physical work environments are included in interpersonal relationship and supervision factors.Hygiene factors according to theory can reduce job dissatisfaction when one of the factors is met.Reference [24] shows that hygiene factors encourage employees to work more than motivational factors.Therefore, this research explores whether the work environment influences employee motivation and turnover intention through hygiene factors in the garment industry in Wonogiri, Central Java.

Research gap and significant
Research have been conducted in various industries, but not many studies on the work environment focus on the garment industry and use the aspect of the work environment, supervision, interpersonal relationship, employee motivation, and turnover intention with Hygiene Factors.Previous research on the work environment has mostly been done using quantitative methods; this research applied a qualitative method to find out in-depth employees' opinions regarding the issue.In addition, based on the high voluntary turnover rate data of both companies for the last three years, there is an urgent need to investigate the cause of the employee turnover and to find out the employee turnover intention in both companies.

Research approach and strategy
This research adopted an interpretivist philosophy [25] which means that even though research on the work environment has been carried out previously in different industries, different geographical areas, and different cultures, it is possible to get different results from previous researchers.The inductive approach was used to explore theories and theoretical perspectives that were broader than existing theories.The qualitative method was used to get an in-depth analysis of the topic.This research used a case study or in-depth research conducted in a real-life setting to gather in-depth data and to explore the phenomenon.The time horizon in this research was cross-sectional.Meanwhile, the design of this research was modified from [26], where the research was started by conducting a literature review to determine the research questions through an iterative process.Then the primary and secondary data in terms of interviews and company's documents were collected and analysed using thematic analysis and document analysis to determine the findings that were then used to draw the discussion and conclusions of this research.
The sampling method in this research was non-probability sampling or non-random sampling.The technique used was purposive sampling or taking a limited sample based on the subjective assessment of the researchers to obtain the desired data [25].Meanwhile, the unit of analysis was taken from two garment companies in Kabupaten Wonogiri, PT.ABC and PT.XYZ.

Data collection and data analysis methods
The data was gathered by conducting face-to-face semi-structured interviews with open-ended questions and exploratory question techniques to 16 interviewees at two garment companies, in Kabupaten Wonogiri, PT.ABC and PT.XYZ.The participants from PT. XYZ comprised eight people divided into six employees or operators, one supervisor, and one human resource manager.The participants from PT. XYZ consisted of six operators, one supervisor, and one human resource senior staff.Besides that, there were two levels of the interview in the company which was aimed as triangulation in this research.The first level was an interview with the operator to investigate the work environment and its impact on employee motivation and turnover intention.The next level was an interview with the supervisor and human resource manager and staff which aimed to confirm the statement from the operators and to find out more about the work environment, employee motivation, and turnover intention at PT.ABC and PT.XYZ.
During the interview, an audio recording was conducted.In addition, observations were made by visiting both companies and conducting interviews at the companies.The interview results were used to develop the transcripts and were analyzed using thematic analysis which aims to find themes or data sets [25].The thematic analysis assisted researchers to code and group according to the theme or pattern which later would be used to answer the research questions and objectives.A triangulation method was 6 used to build reliability and validity.Triangulation was done by using more than one data source [25].This research gathered data from operators, supervisors, and human resource manager and staff so the answers could be confirmed and added to the validity of this research.An audit trail was also carried out to ensure the credibility of this research.An audit trail meant documenting how this qualitative research was carried out from how it began until the conclusions of the research [27] The audit trail was carried out by conducting direct observations of the work environment in the company and documenting the research process such as recording the interview, as well as observing the expressions of the interviewees.
The language used in interviewing the participants was Bahasa Indonesia and writing the research results in English meant the verbatim script had to undergo a translation process.According to [28], there are difficulties in doing transcription which requires translation from Bahasa Indonesia to English.So, in this research, some sentence adjustments were made without changing the intent of the interviewees.

Ethical consideration
As external researchers [25], permission for this research used an official permit made with a research permit from BINUS University International and a research proposal.This research was based on the trust and respect of the researchers and research subjects.Therefore, paying attention to the privacy and confidentiality of data [25] from both the companies and the interviewees were important.As part of the application of the ethical principles, this research did not expose the names of the company or the name of the interviewees.The data obtained from the company was only used for the purposes of this research.In addition, consent [25] from the interviewees was also emphasized by using a consent letter signed by the interviewees.Previously, the interviewees had been given prior information regarding the intent and purpose of this research.The voice recording process was also carried out with the permission of the interviewees.

Results and Discussion
According to [25], a thematic analysis begins with creating code, categories, and themes.A code is formed from the short phrases obtained from the results of the verbatim transcript with the 16 interviewees.From the same code, it was formed into sub-categories; similar sub-categories were regrouped into categories, then similar categories regrouped into sub-themes.The sub-themes in this research consisted of 'physical work environment', 'non-physical work environment', 'feel motivated to finish the job', and 'stay at the company'.Finally, a theme, or a board category that was interrelated in this research was formed, the impact of work environment on employee motivation and turnover intention from the operators' point of view (Figure 1) and from the HR manager and senior staff point of view (Figure 2).

Data display and interpretation
Figure 1 and Figure 2 show the results of interviews that are presented in the thematic maps.The subthemes of physical work environment, non-physical work environment, and feeling motivated to finish job were developed from three categories that include Herzberg Hygiene factor: working condition, supervision, and interpersonal relationship.Each category consists of several sub-categories.The working condition category first consisted of the 'ventilation' sub-category, since three pressing operators at PT.ABC said that ventilation in their workplace was not good because a lot of steam was generated from the press machine.This was confirmed by the supervisor and HR manager at PT.ABC who admitted that the ventilation in the production section, especially pressing was not optimal even though they installed a blower.They were working on adding a blower and using the ducting method to improve air circulation.On the other hand, three printing operators from PT.ABC and six sewing operators from PT. XYZ stated that the air circulation in their workplace was quite good and comfortable.It was confirmed by the HR manager of PT.ABC, the HR senior staff of PT.XYZ, and supervisors of the two companies that their air circulation was good and quite comfortable.Besides that, direct observations were also carried out to see the real condition of the working environment at PT. ABC.From observations, there was evidence that the production room temperature tended to be hot and smoky.The smoke came from the pressing machine which continued to work all day long.
The second sub-category in Herzberg Hygiene factor of working condition was lighting, where there was one operator from PT.ABC who stated that the lights in his office were not bright enough when working the night shift.Two of the sewing operators at PT. XYZ felt that the lights in his workplace were set too low and too close, making it hot and his eyes a little blurry.Meanwhile, nine operators from both companies felt that the lights in their workplaces were sufficient and comfortable.There was confirmation from the HR manager of PT.ABC, the HR senior staff of PT.XYZ, and supervisors of both companies which stated that the lighting in the workplace was good and adequate for operators to complete their work.Lighting layout settings had also been considered.Since the observations were conducted during the day, the researchers did not know how the conditions were at night.
In the third sub-category of Herzberg Hygiene factor of working condition, the cleanliness plays important role.All participants state that the cleanliness in their work environment was good because there were janitors who always cleaned the workplace.Cleanliness was very important because a clean work environment made working conditions comfortable.In addition, the operator PT.XYZ said that there was a '5S' program that helped maintain cleanliness in their work environment.This was confirmed by the HR manager of PT.ABC, the HR senior staff of PT.XYZ, and supervisors from both companies who stated that cleanliness was good and there were officers who always cleaned the work area.In PT.XYZ, apart from having their own janitor, they had a '5S' program to help keep them clean.The '5S' program required operators to clean around their workplace for 10 minutes two times, at 10 am and 3.30 pm.The running of the 5S is marked with a special bell at that time.From direct observation, it could be seen that the environment in PT.ABC and XYZ looked clean and there were special officers in charge of cleaning.
The fourth sub-category in Herzberg Hygiene factor of working condition was facilities.The facilities included restrooms, prayer rooms, and toilets.All participants from all companies said that the facilities provided by the company were good and adequate.However, there was one pressing operator who said that the break room or canteen was not spacious enough if the two divisions were to rest at once.Meanwhile, according to the supervisor and HR manager of PT.ABC, they provided decent facilities.The prayer room was in the production room and only marked by the boundary line.However, this prayer room was only temporary because they were in the process of building a central prayer room or mosque.Meanwhile, the supervisor and HR senior staff of PT.XYZ said that there were enough restrooms, canteens, toilets, and prayer rooms.Based on the direct observations, the facilities provided by PT.ABC were in accordance with what was discussed by the operator, manager, and HR manager.
Meanwhile the fifth sub-category in Herzberg Hygiene factor of working condition was the building.The building of PT.XYZ for the sewing division was previously in Factory A and moved to Factory C. Factory C was an old factory that is now being reused.Although Factory C was an old building, it was in the process of being renovated, and it was still comfortable and adequate to operate.PT.ABC, which was previously located in Kaloran, occupied a new factory in Bulusulur, with a larger production capacity and more comfortable than the previous one.
The sixth sub-category in Herzberg Hygiene factor of working condition was the work equipment that was provided to complete the work of operators in both companies was sufficient and helped all the operators to complete their work.The company also had mechanics who do repairs when the machines or the spare equipment broke down.As a preventive measure, the mechanic also checked the condition of the machines and equipment every Saturday.The operator's statement was confirmed by the supervisors, HR manager of PT.ABC, and HR senior staff of PT.XYZ that the company provided IOP Publishing doi:10.1088/1755-1315/1324/1/01208010 supporting tools that helped the operator complete the work.The company also provided reliable mechanics who stood by when the machines broke down.
The last sub-category in Herzberg Hygiene factor of working condition was the transportation.All operators at PT.ABC and PT.XYZ said that access to public transportation at the company was very easy because it was close to the highway and a parking lot had also been provided for those who wanted to take their private vehicles.In addition, there was a shuttle from a third party at PT. XYZ for those who needed it, but at their own cost.This was confirmed by the HR manager of PT.ABC, HR senior staff of PT.XYZ and supervisors of both companies.The location of PT.ABC and PT.XYZ was indeed close to the highway and was the main provincial road, so it would be easy to access by private and public transportation.
Figures 1 and 2 also show the 'non-physical work environment' sub-theme based on Herzberg's Hygiene Factors, which consisted of the first category of 'supervision'.The relationship between operators and supervisors in both companies was good.Some of the operators have close relationships to their supervisors because they had known each other for a long time or were friends at school.Communication with supervisors was direct communication, making it easier for them to solve problems.This was also confirmed directly by their supervisor that their relationships with the operator were very good and close, but they still had to maintain professionalism in the workplace.When outside the job they were friends as usual, but when at work, supervisors must be professional.Also, supervisors must embrace and create good communication with their operators.HR senior staff of PT.XYZ said that they had given directions to supervisors and operators to have good communication and emphasized to operators not to be afraid to ask supervisors when they were not understood or if they wanted to express opinions.In addition, according to HR manager of PT.ABC, apart from being a leader, the supervisor was the operator's guide and a friend, but they must be professional.
Regarding Herzberg's Hygiene Factors on the interpersonal relationship category, which firstly consisted of the 'relationships with colleagues sub-category, the participants said that the working relationship that existed between operators in both companies was going well.All interviewees stated that their relationship with each other was very good, and they helped each other.Supervisors from both companies also said that the relationship between operators was very good.Most of them were in the same age range and came from the same area, and many of them already knew each other.In addition, although young operators sometimes brought their personal affairs into the work, it was normal and did not make any significant changes.The HR manager of PT.ABC said that the relationship between operators was going well using their productivity indicators.Their productivity is good, so he concluded that their teamwork was good.Likewise, the HR senior manager of PT.XYZ said that achieving a target requires teamwork, and she thought that their cooperation was good.
For the sub-category 'collaboration', the interviewees said that it occurred between operators of other divisions at PT.ABC and the collaboration was good.Interviewees said that they had a good relationship and helped with other divisions that were experiencing difficulties or lack of manpower.However, there were also some operators who were specifically assigned to one division so that they did not carry out inter-divisional activities.In garment production, the divisions were usually mutually sustainable.Moreover, supervisors of PT.ABC confirmed the existence of mutual assistance activities between divisions in their production process.The HR manager of PT.ABC added that they had a program that could improve relations between workers, namely a sports week which all employees participated in.The event was an opportunity for employees to mingle with employees from different shifts and divisions.Meanwhile, sewing operators at PT. XYZ usually only coordinated with operators of one division; one interviewee said she did not collaborate with other divisions directly.However, a front sewing employee said that she coordinated with the QC division to ask about the daily targets.Supervisors and HR senior staff of PT.XYZ said that all divisions worked together and needed each other to complete their work.However, not all individuals directly contacted other divisions.In the sewing division, it required materials from the cutting division before sewing, as well as after that, it would be continued by the accessories division, until finally going to the packing division.
For the turnover intention, the participants confirmed that they wanted to stay in the company.This was contradicted by the average turnover rate of garment companies in Semarang, Central Java, which was 28.1% [29], and turnover rate data from PT.ABC and PT.XYZ in the last three years, which averaged 30%.All operators in both companies said that they had never thought about leaving the company or trying to find another job.They have felt comfortable working in the company.However, several operators said that their colleagues had left because of work environment problems, especially because of conflicts with supervisors and between co-workers.Even though the data from both companies showed their turnover rate was high, when the operators were asked, all answered that they had no thoughts of looking for another job and wanted to stay with the company.Therefore, interviews with supervisors, HR manager and HR senior staff were conducted to confirm the turnover that occurred in the company.
A sewing supervisor of PT.XYZ said that previously she had a young operator leave to continue her studies.However, most of the operators in the sewing division intended to work.The HR senior staff of PT.XYZ said that the reasons for operators leaving the company were varied.The work environment at PT. XYZ, according to the HR senior manager, was comfortable but people's opinions could vary.According to her, at work, there would be ups and downs, and it depended on how we dealt with them.However, most operators left because of having more than five absences, inappropriate attitudes or leaving without notice.In addition, sewing operators usually left to work in other garment companies, but usually, they would return because according to her, PT.XYZ was more settled and orderly than other companies.Meanwhile, the Supervisor and HR manager of PT.ABC, when asked about the company's turnover, answered that operators usually left because of shifts that the operators thought were not good for their health, because the company applies three shifts over 24 hours.In addition, the turnover happened due to the operator's desire to migrate, as Wonogiri is known as a nomad area, or the people like to work outside the area which he referred to 'cultural things'.This statement was also supported by the HR manager.Apart from wanting to migrate, an interviewee said the turnover also occurred because of an individual's desire to earn more income, as well as the minimum wage in Wonogiri which is arguably low.
The participants confirmed that they felt motivated to finish the job because of the comfortable work environment.Interviewees from both companies stated that their work environment was quite comfortable and made them motivated to complete the work, although there were some improvements that the company could conduct to make its employees more comfortable and motivated.All employees mentioned that the physical and non-physical work environment were important to them and could increase their motivation to complete the work.
In the observations of the facial expressions and gestures of the interviewees as the interview started, all the operators looked embarrassed and on edge.Over time, seeing the relaxed interviewing process made some of them feel more relaxed.There were some who remained nervous from the beginning to the end of the interview.All participants had given consent letters to become interviewees, so their nervous expressions were not because they were forced to become interviewees.As the interview was conducted according to health protocols, using masks, the facial expressions of the operators were not clearly visible.On the other hand, when interviewing supervisors and HR managers, and senior staff, they answered smoothly because they may have been used to dealing with other people.When asked all the questions, they seemed relaxed in answering the question in a friendly manner.Their answers were also relatively longer than the operators.

Discussion on the findings
In this research, interviewees from both companies felt that they had a comfortable work environment, although there were several things that could still be improved.Operators who had complaints as described above were considered to have job dissatisfaction because there were still some hygiene factors that had not been fulfilled.In addition, all interviewees also said that the physical and nonphysical work environment were important and could influence them to feel more motivated in completing their work.
Research from [24] stated that hygiene factors cover factors that affect employee turnover.Hygiene factors that are not fulfilled will cause employee dissatisfaction and cause them to have turnover intention.In this research, employees had physical and non-physical work environments that they thought were comfortable, which according to Herzberg Hygiene Factors would reduce job dissatisfaction or even promote no job dissatisfaction.However, there were employees who still felt that their hygiene factors were not fulfilled but said that they wanted to stay at the company.This was not in line with [24] research on hygiene factors that if they were not fulfilled, it would cause employees to have an intention to quit.The difference in the results of this research may be due to the small portion of hygiene factors that were not met, so it did not cause employees to have the intention to quit; or maybe because the influence of other aspects of the work environment was stronger and made them decide to stay.
According to [23], the turnover process occurs when an employee has thoughts of leaving, tries to find a new job, and intends to leave.None of the interviewees stated that they had ever thought about looking for another job or thought about leaving, even though some of the interviewees said they still had complaints in the work environment that they have received or that there was still job dissatisfaction.So, there was no turnover intention in PT ABC and PT XYZ.However, from the data obtained, turnover in both companies was quite high.Therefore, a confirmation was carried out by conducting interviews with supervisors and HR managers of those companies.Indeed, there were cases of employees leaving for various reasons, such as the shift, 'Wonogiri cultural things' or migrating, low minimum wage, being absent five times without reason, inappropriate attitude, getting married, having a child, following their husband, and getting a better job.This asynchronistic may be caused by the interviewees position since they are operators at low-level management and are afraid to talk too much about what they feel or feel reluctant to talk to their supervisor and the company.
Several stages of categorization formed the sub-themes 'physical work environment', 'non-physical work environment', and 'feel motivated to finish the job'.The collaboration of the three sub-themes in this research resulted in no turnover intention and explained the impact of the work environment on employee motivation and turnover intention in the garment industry.The explanation, in this research, was that the physical and non-physical work environments provided by both companies were good, so several hygiene factors such as working conditions, supervision, and interpersonal relationships were fulfilled.In theory, the hygiene factors would reduce job dissatisfaction or make employees have no job dissatisfaction so that employees felt comfortable working in the company.This was evidenced by employees' statements that their work environment was comfortable and the statements that they would continue to work for the company they were working for.

Conclusion
Using Herzberg's Hygiene Factors to conduct analysis on the interview results, it was found that the work environment provided by the company had an impact on employee motivation, where the presence of hygiene factors reduced job dissatisfaction and motivated employees.Thus, the fulfillment of hygiene factors makes employees enthusiastic or motivated to complete their work.The existence of a good work environment that influences employee motivation also has an impact on an employee's desire to stay at the company and not have the intention of looking for another job.However, at PT.ABC and PT.XYZ, minor or little non-compliance with the hygiene factors did not make employees have the intention to leave the job.According to HR managers and senior staff of both companies, the reasons for turnover usually occurred because of shifts, 'Wonogiri cultural things' or migrating, low minimum wage, being absent five times without reason, inappropriate attitude, getting married, having a child, following their husband, and getting a better job.
This research can be used by the companies as a reference to discover the opinions of their employees regarding the work environment and the current conditions of the work environment in the company.Companies are also expected to continue to maintain a comfortable and friendly work environment for employees.Even though employees feel that they are now comfortable and there are only a few minor cases of an uncomfortable work environment, the company should still pay attention to the slightest opinions of employees and try to improve.In addition, for turnover caused by family factors such as having children and getting married, the company might consider options such as flexible working hours or job-sharing for their employees.
For future research, the use of other hygiene factors is recommended.In addition, this research can be conducted in other industries or garment companies in other areas to get a wider view and compare the results with this research.Moreover, due to the lack of research on the work environment in the garment industry that uses qualitative methods, research with similar methods can be carried out again or by using mixed methods to get more valid results.

Figure 1 .Figure 2 .
Figure 1.Thematic map of the interview results PT.ABC and PT.XYZ operators