Vol.4, No.02, February 2023

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P-ISSN: 2723-6595

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Jurnal Indonesia Sosial Sains, Vol.4, No.02, February 2023 181

The Relationship between Psychological Contracts and Job

Satisfaction with Turnover Intention at PT. X Contact Center

Service Division

Linda Fatmawati

, Fernandus Hindiarto

1,2

Universitas Katolik Soegijapranata Semarang, Indonesia

Email: 19e30[email protected], [email protected]

Corresponding Author: 1[email protected]ika.ac.id

KEYWORDS

ABSTRACT

Job Satisfaction,; Psychological

Contract, Turnover Intention.

Humans are selective resources in choosing jobs and developing

careers, if they are uncomfortable and there is no development at

work, HR will decide or leave work. The purpose of this study is to

ascertain the relationship between psychological contracts and job

satisfaction and intention to leave PT.X Contact Center Services. 72

PT.X Contact Center Services personnel served as the study's

sample. The Major Hypothesis is supported by the findings of the

experiment assessing the impact of psychological contracts (X1) on

turnover intention. This indicates that psychological contracts and

the intention to leave the company are positively and significantly

related. The major hypothesis is disproved, and the minor

hypothesis is accepted, according to the findings of the experiment

investigating the impact of job satisfaction (X2) on turnover

intention. Accordingly, the intention of employees to leave their jobs

is lower the higher their level of job satisfaction.

Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)

1. Introduction

One of the most important components for a company or company to operate successfully

is its human resources. Even if additional resources are made available, an organization will

struggle to run and operate effectively if certain components are missing or of poor quality. HR

management refers to initiatives to activate human resources to improve overall business

performance. HR management has the power to maximize company performance and accelerate

its development if used properly and wisely.

Humans are selective resources in choosing jobs and developing careers, if they are

uncomfortable and there is no development at work, HR will decide or leave work. The problem

of turnover intention generally occurs in industrial companies and the world of education.(Chen,

Z. X., and Francesco, 2000) (Roussel , L., & Swanburg, 2006) Turnover intention is also

experienced by PT.X, which is a company engaged in telecommunications, contact center

services, wireless networks spread throughout Indonesia.

PT. X in meeting client needs, seeks to increase customer satisfaction by producing quality

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services and increasing the competency of its human resources with continuous improvement in

terms of processes, products, services and the implementation of an effective quality

management system. However, PT. X is currently experiencing high turnover cases as shown in

the turnover table below from 2015 – 2021.

Table 1. PT X Turnover Rate

Year

Employees

Recruitment

Employees

Resign

Employee

Quantity

Persentage

2015

2016

3,4%

2017

10,2%

2018

35,3%

2019

56,9%

2020

2,8%

2021

6,4%

152

Source : PT.X, 2022

Based on the data obtained, it is known that the employee turnover rate increased from

2015 to 2019 where the peak in 2019 was 37 employees or 56.9%.

The results of an interview conducted on December 20 2023 with HRD PT.X Mrs. Y said:

"Currently the problem faced by PT.X is the high level of employee turnover intention due to lack

of job satisfaction, work not in line with passion, policies from management that have changed ,

there is no good reciprocity from the company, the work agreement at the beginning of the

contract is not in accordance with reality ".

Based on initial observations, the reasons for employees' turnover intention are lack of job

satisfaction because work does not match passion, willingness to work decreases because salary

does not match, company policies have changed, career development is difficult. The number of

employees working at PT. X in the contact center section, many have submitted applications for

resignation from the office. The high level of employee intensity to leave PT. X is a serious

problem because it has a material loss impact on company expenses used to recruit employees,

reduces company productivity, takes longer to complete jobs or double jobs because of vacant

positions, but turnover intention also has a positive impact on companies to increase higher

efficiency in low performing employees.(Sverke, M., & Hellgren, 2001)

From the pre-survey through the distribution of questionnaires to 30 respondents and

interviews with Mrs. Yetty as the HRD of PT. X obtained the high intensity of employees

submitting a resignation from PT. X is caused by the employee's relationship with the company

in employment and the satisfaction felt by employees. The company expects employees to do

more work than their normal duties, so it is necessary to provide rewards for employees who

have good performance to increase employees' sense of concern for the company. Giving rewards

or bonuses is a gift from work that has been done by employees which is called a psychological

contract. Rousseau stated that the psychological contract is a belief in the individual regarding

the agreement or obligation that exists between one party and another.(Rousseau, 2000)

Psychological contracts can inadvertently motivate staff to complete their task correctly

and in accordance with corporate policies.(Abdullah, 2017) Alcover stated that the fulfillment of

the psychological contract makes employees as much as possible to provide maximum

performance for the company, even willing to do more than their formal

responsibilities.(Alcover, C., Rico, R., Turnley, W.H., & Bolino, 2016)

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According to Mobley in Gayatri, Job satisfaction is adversely correlated with the desire to

complete a task or leave an organization. The thought of leaving a job can be influenced by

perceived work satisfaction.(Gayatri, 2020) Although employee turnover (turnover intention)

and job satisfaction are inversely correlated, the most significant barriers to leaving a job are

labor market conditions, alternative employment opportunities, and length of service.(Gede &

Satria, 2015) Individuals who are satisfied with their jobs tend to stay in the company and vice

versa. According to Asri Raditya in his research entitled The Effect of Psychological Contracts on

Exit Intentions with Affective Commitment as a Mediator Variable, it is partially revealed that

psychological contracts have an effect on employee turnover intentions.(Gede & Satria, 2015)

Fita's study, The Effect of Psychological Contracts and Dissatisfaction with Turnover Intention,

found that job commitment and satisfaction are related to turnover, despite the fact that

employee satisfaction is more strongly correlated with intention to leave.(Fitriyah & Djastuti,

2020)

This research is important to do considering that human resources are the spearhead of

the company's operations. An indicator of an underlying issue in a company that is frequently

used is a high employee turnover rate.

Literature review

Human Resource Management

The use of humans in a work to reach the highest level of effectiveness and efficiency in

achieving the goals to be attained within the organization, an employee, and also the community

is referred to as human resource management (HRM).(Abdul Aziz, Setya Indah I, 2021) Human

resource management is the process of planning, integrating, maintaining, disciplining, and

terminating employees to help achieve corporate, employee, and community goals. According to

Badriyah, HRM is part of management science which focuses its attention on regulating the role

of human resources in organizational activities. This is because in achieving its goals,

organizations need human resources as system managers. According to Normi, HRM is

organizational management, both individually and collectively towards humans to make an

optimal contribution in achieving organizational goals by avoiding as much as possible the

treatment of humans as assets, but directed at increasing efforts to treat humans as partners for

the company.(Larasati, 2018)

Psychological Contract

A psychological contract is a set of expectations held by an individual or in this case an

employee regarding what contribution will be made to the company and what the company will

provide to the individual in return for the services provided by the employee.(Barling, J. &

Cooper, 2008) Psychological contracts are not written down on paper and not all of their terms

are explicitly discussed between the individual and the company. An unwritten agreement

between an employer and employee that details what each side anticipates giving and receiving

from the other is known as a psychological contract.(Gibson, James., L., Jhon M., Ivancevich., dan

H., Donnelly., 2008) Psychological contracts relate to employment such as salary, whereas in the

case of implicit agreements focusing on exchanges involving satisfaction, challenging work, fair

treatment, loyalty and opportunities to be creative, these things are stated indirectly but in

written agreements.

Job satisfaction

According to Edi " The term "satisfaction" describes a person's attitude about his or her

employment in general. A person who is highly satisfied at their employment exhibits a positive

outlook on their work.(Edy, 2011) Employees who are happy with their jobs will be better

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equipped to work efficiently, joyfully, and aggressively than those who are not. Employees who

are not happy at work will never feel psychologically satisfied, and this will eventually lead to a

bad attitude or bad behavior, which will make them frustrated. Job satisfaction refers to an

employee's attitude toward their work that is related to work settings, employee cooperation,

benefits obtained via employment, and issues pertaining to physical and psychological elements.

Turnover Intention

The tendency or intention of employees to voluntarily quit their jobs or migrate to another

location is known as turnover intention. According to Robbins and Judge, turnover intention is

the propensity for an employee to leave the organization, either voluntarily or involuntarily, as a

result of the unattractiveness of the existing position and the availability of better

positions.(Robbins, S.P. & Judge, 2017) There are various factors that contribute to turnover

intentions, one of which is the desire to find a better job. Mobley Turnover Intentions measures

the level or severity of the desire to quit an organization or firm.(Mobley, 1986)

Figure 1. Research Model

The development model in this study refers to previous research, but in this study it tries

to add a psychological contract variable to detect its effect on turnover intention in companies

that are too high

2. Materials and Methods

Data collection in this study was carried out by distributing questionnaires to 72

respondents who work at PT X contact center services located on Jl. MT. Haryono Semarang. The

data collection process was carried out for 2 months from January to February 2023. The

sampling method used in this study was purposive random sampling, where sampling was taken

using certain criteria. Sampling was carried out using the Slovin formula with a significance level

of 5% from a population of 125 employees and a sample of 72 employees was obtained.

To analyze the variables used in this study, several stages of testing were used. Testing the

research instrument which includes testing the validity of the data and testing the reliability of

the data, this test is carried out to find out the data used in this study is valid and consistent.[17]

for the level of acceptance of the data validity test refers to the results of the value of r count> r

table, in testing the data it can be concluded that it is valid. To test the reliability of the data,

namely by comparing the Cronabach's Alpha value of the test results with the standard value of

0.6, if the calculated result is greater than 0.6 then the data used can be concluded as consistent.

To test the research hypothesis, multiple linear regression tests were used through the SPSS 25

program. In this study, to test the minor hypothesis, the researcher used the person product

moment test. the significance between variable X and variable Y was carried out using the criteria

of using r tables at a significance level of 0.05. If the value is positive and rcount ≥ rtable then

there is a significant relationship between variable X and Y variable, if rcount ≤ rtable then there

is no significant relationship between variable X and variable Y. To test the major hypothesis the

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researcher uses the f test, f test is by comparing the calculated f value with the f table value at a

significance level of 5%, if the test results for the calculated f value > f table and a significance

level of <5% then the test indicates that there is a significant relationship.

3. Results and Discussions

The respondents used in this study were employees at a contact center service company

located on Jl. MT. Haryono Semarang. the sample used was 72 respondents, where researchers

in selecting respondents applied several criteria including: work experience of more than 5 years

and age 27 years and over

Table 2. Validity Test Results and Reliability Tests

Variable

Item

Validity test

Reliability test

R table

R count

rule of thumb

Cronbach alpha

Turnover Intention

Y1.1

0,2319

0.426

0,6

0,723

Y1.2

0,2319

0.676

0,6

0,717

Y1.3

0,2319

0.601

0,6

0,725

Y1.4

0,2319

0.381

0,6

0,709

Y1.5

0,2319

0.275

0,6

0,716

Y1.6

0,2319

0.418

0,6

0,768

Y1.7

0,2319

0.426

0,6

0,694

Y1.8

0,2319

0.466

0,6

0,729

Y1.9

0,2319

0.560

0,6

0,753

Y1.10

0,2319

0.432

0,6

0,733

Y1.11

0,2319

0.577

0,6

0,708

Y1.12

0,2319

0.330

0,6

0,742

Psychological Contract

X1.1

0,2319

0.317

0,6

0,766

X1.2

0,2319

0.315

0,6

0,783

X1.3

0,2319

0.570

0,6

0,731

X1.4

0,2319

0.591

0,6

0,728

X1.5

0,2319

0.664

0,6

0,721

X1.6

0,2319

0.577

0,6

0,729

X1.7

0,2319

0.718

0,6

0,711

X1.8

0,2319

0.464

0,6

0,74

X1.9

0,2319

0.550

0,6

0,733

X1.10

0,2319

0.267

0,6

0,755

X1.11

0,2319

0.659

0,6

0,723

X1.12

0,2319

0.442

0,6

0,742

X1.13

0,2319

0.731

0,6

0,712

X1.14

0,2319

0.322

0,6

0,749

X1.15

0,2319

0.728

0,6

0,71

X1.16

0,2319

0.319

0,6

0,799

Job satisfaction

X2.1

0,2319

0.725

0,6

0,861

X2.2

0,2319

0.281

0,6

0,878

X2.3

0,2319

0.568

0,6

0,867

X2.4

0,2319

0.506

0,6

0,869

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X2.5

0,2319

0.330

0,6

0,876

X2.6

0,2319

0.734

0,6

0,86

X2.7

0,2319

0.604

0,6

0,866

X2.8

0,2319

0.507

0,6

0,869

X2.9

0,2319

0.324

0,6

0,873

X2.10

0,2319

0.341

0,6

0,873

X2.11

0,2319

0.627

0,6

0,865

X2.12

0,2319

0.509

0,6

0,868

X2.13

0,2319

0.577

0,6

0,867

X2.14

0,2319

0.330

0,6

0,876

X2.15

0,2319

0.703

0,6

0,862

X2.16

0,2319

0.606

0,6

0,866

X2.17

0,2319

0.345

0,6

0,873

X2.18

0,2319

0.727

0,6

0,861

X2.19

0,2319

0.255

0,6

0,88

X2.20

0,2319

0.498

0,6

0,869

X2.21

0,2319

0.595

0,6

0,866

X2.22

0,2319

0.301

0,6

0,874

X2.23

0,2319

0.729

0,6

0,86

X2.24

0,2319

0.590

0,6

0,866

From table 3. The validity test for all variables in this study shows that rcount > rtable is

0.2319. This shows that the questions on all research variables are valid. The variables in this

study based on the reliability test showed a Cronbach alpha value above 0.60 so it could be

concluded that everything was reliable.

Table 3. Normality test

Kolmogorov-Smirnov

Shapiro-Wilk

Statistic

Sig.

Statistic

Sig.

TurnoverIntenti

,093

,200

,972

,102

a. Lilliefors Significance Correction

*. This is a lower bound of the true significance.

The output findings up top demonstrate that the dependent variable's total measure of

work satisfaction has a significance value of 0.200. The alpha level of 0.050 is exceeded by this

value (0.200 > 0.050). As a result, the study's data are normally distributed.

Table 4. Linearity Test of Psychological Contract Variables on Turnover Intention

Sum of

Squares

Mean

Square

Sig.

Turnover

Intention *

Psychological

Contract

Between

Groups

(Combined)

998,530

58,737

8,023

,000

Linearity

509,523

69,595

,000

Deviation from

Linearity

489,007

30,563

4,175

,000

Within Groups

395,345

7,321

Total

1393,875

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Based on the output results above, the linearity is violated at 0.000 > 0.05. In light of this, it

may be said that psychological contracts and turnover intention do not relate in a linear fashion.

Based on the output results above, the linearity is violated at 0.498 > 0.05. Thus, it can be

said that job satisfaction and intention to leave the company have a linear relationship.

Table 6. Product Moment Correlation Test

Turnover Intention

Kontrak Psikologis

KepuasanKerja

Turnover Intention

Pearson

Correlation

,605

,510

Sig. (2-tailed)

,000

Psychological

Contract

Pearson

Correlation

,605

,701

Sig. (2-tailed)

,000

Job Satisfaction

Pearson

Correlation

,510

,701

Sig. (2-tailed)

,000

The significance value of turnover intention on psychological contracts is 0.510 with a

positive relationship. This means that there is a strong influence between the level of turnover

intention on psychological contracts. The direction of the relationship between turnover

intention and psychological contracts is positive, meaning that if the number of psychological

contracts is high, employee turnover intention will increase.

Job satisfaction has a significance value of 0.701 and a positive association with turnover

intention. This indicates that the intention to leave one's employment has a significant impact on

one's degree of job satisfaction. A drop in overall job satisfaction will result in an increase in

employee turnover intention since the link between turnover intention and job satisfaction is

positive (+).

Table 7. Simultan Test (F Test)

Model

Sum of

Squares

Mean Square

Sig.

Regression

529,798

264,899

21,153

,000

Residual

864,077

12,523

Total

1393,875

a. Predictors: (Constant), Job Satisfaction, Psychological Contract

b. Dependent Variable: Turnover Intention

Table 5. Linearity Test of Job Satisfaction Variables on Turnover Intention

Sum of

Squares

Mean

Square

Sig.

TurnoverInt

ention * Job

satisfaction

Between

Groups

(Combined)

668,322

30,378

2,052

,019

Linearity

362,543

24,484

,000

Deviation from

Linearity

305,779

14,561

,983

,498

Within Groups

725,553

14,807

Total

1393,875

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The F statistical test basically shows whether all the independent variables (Psychological

Contracts, Job Satisfaction) included in the model have a joint effect on the dependent variable

(Turnover Intention). By contrasting the probability of the computation results of the F test, it is

possible to determine if the linear model is true or not. The regression model is a Fit model if the

probability value is 0.05. By looking at the results above, the calculated F value is 21.153 > F table

is 3.12 with a significance <0.05 so that it can be said that the test results indicate a fit model

(Goodness of Fit).

Discussion

a) Psychological Contract Relationship with Turnover Intention

The results of testing the effect of psychological contracts (X1) on turnover intention show

that there is a positive and significant relationship between psychological contracts and

employee turnover intentions. The psychological contract is an employee's belief regarding the

reciprocal relationship between the employee and the company which is based on the calculation

of the contribution he has made to the company and the company's return for the contribution.

One of the characteristics of psychological contracts involving employees and companies is based

on economic exchanges, which means employees are paid based on their performance.(Robbins,

P. S., & Judge, 2008)

The success of the organization in fulfilling the psychological contract of employees can

lead to an attachment between employees and their organization so that employees have no

intention of quitting their jobs. Thus if the psychological contract is not fulfilled, employees

believe that there is a discrepancy between what was promised and what the organization

did.(Asri Raditya Wardhan, 2018) These differences cause an imbalance in the exchange

relationship between employees and their organizations. Therefore, in order to restore balance

to the exchange relationship, employees tend to contribute less to the organization in terms of

performance. If prevention is not carried out in this imbalance stage, then employees tend to look

for alternative new jobs.

PT employees X namely, employees in contact center companies always consider their

psychological employment contract first, before finally making a decision to join the company.

Vice versa, the HRD or Management of PT. X, always consider the psychological work contract

that is relevant to the job description of each division. This has proven to be effective in

preventing high levels of turnover intention. The success in implementing a good psychological

employment contract has had an impact on reducing the level of turnover intention at PT. X.

The findings of this investigation lend credence to Sri and Budi's (2018) findings. In other

words, a high level of psychological contract fulfillment among employees can significantly

reduce the likelihood of turnover. Referring to social exchange theory, all employees working at

PT. X perceives that every violation of the agreement by the company, the employee will respond

with negative behavior which can cause losses to the company. This will be the opposite, that the

lower the level of violations by the management of PT. X, then all employees will behave

positively, and their desire to continue working at PT. X. These results also show that there is

reciprocity in the process of turnover intention, namely the high emotional attachment between

employees and their organizations (PT. X), causing employees to have no intention at all to quit

their jobs.

b) Relationship between Job Satisfaction and Turnover Intention

The results of examining the association between job satisfaction and employee turnover

intention reveal a positive but unremarkable relationship between the two variables. This

implies that employee turnover intention is lower the higher the level of job satisfaction.

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A person who has a high level of job satisfaction demonstrates a positive outlook on their

employment. Employees who are happy with their jobs will work harder, more energetically,

more productively than those who are not. Lack of job satisfaction can prevent employees from

experiencing psychological fulfillment, and in the long run, this will result in a bad attitude or bad

behavior, which can then cause irritation and make the employee more likely to leave the

company.

The findings of this study confirm Fita findings that employee turnover intention decreases

as work satisfaction increases. The definition of job satisfaction at work is the enjoyment of one's

work through receiving appreciation for one's work, placement, treatment, tools, and work

environment. While job satisfaction outside of the workplace refers to the fulfillment

experienced away from the place of employment with the amount of compensation that will be

received from the work in order to meet needs. While it's frequently noted that one of the main

factors motivating people to leave their jobs is job dissatisfaction. The development of a

departure intention is directly influenced by job unhappiness.

For employees at PT. X, if job satisfaction is low then target achievement will not be

maximized, the company will suffer losses because the quality of employee performance

decreases. Meanwhile, employees who get job satisfaction will be motivated to work hard and

achieve higher achievements than employees who are not satisfied. The negative relationship

shown in this study means that the higher the level of job satisfaction felt by employees of PT. X,

causing a lower or decreased level of turnover intention.

Most of the theories directly link between job satisfaction and turnover. However,

considering that turnover intention is the main predictor, the factors that affect turnover

indirectly also affect turnover intention. The factors that affect turnover are complex and

interrelated to one another. One such factor is the organizational variable. The organizational

variable that influences turnover is job satisfaction.(Sutrisno, 2014)

The causes of turnover include Promotion Opportunities, Payment Opportunities, and Pay

Factors which are one of the factors for high turnover. In addition, dissatisfaction with superiors

or co-workers supports someone to leave their current job. In the process, every individual at

PT. X will do some consideration of what will happen if he leaves the job and what he expects

from his new job. If he then sees that leaving is the most satisfying alternative, then he will start

looking for a new job. At this stage, the individual will consider the alternatives and the job he is

currently holding. The cognitive stage shifts to the desire to quit if he has chosen which

employment alternative he will accept. Finally, if the person truly takes a decision, he will

voluntarily leave the organization (voluntary turnover). However, if he has not seen any

opportunities outside the organization where he currently works, then the individual will choose

to stay.

4. Conclusion

The researcher can draw the following conclusions about his research's findings based on

the outcomes of earlier experiments. The Major Hypothesis is supported by the findings of the

experiment assessing the impact of psychological contracts (X1) on turnover intention. This

indicates that psychological contracts and the intention to leave the company are positively and

significantly related. The major hypothesis is disproved, and the minor hypothesis is accepted,

according to the findings of the experiment investigating the impact of job satisfaction (X2) on

turnover intention. Accordingly, the intention of employees to leave their jobs is lower the higher

their level of job satisfaction.

Based on the conclusions stated above, the researchers put forward suggestions in order to

reduce turnover intention among employees of PT. X, then management needs to pay attention

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to fulfilling the psychological contract of its employees, both in terms of transactional and

relational. Management can apply fulfillment of transactional guarantees, such as financial

guarantees, formal agreements, or opportunities to demonstrate the ability of each individual.

Fulfillment of employee economic guarantees will pave the way for the formation of relational

and more long-term relationships, such as employees' sense of trust in the current company.

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