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INCREASE
EMPLOYEE RETENTION: IMPACT WORK-LIFE BALANCE, MEANINGFUL WORK, AND JOB
SATISFACTION TOWARDS TURNOVER INTENTION Angelyn Kuancintami, Andreas Heryjanto �Universitas Bunda Mulia,
Indonesia Email :
[email protected], [email protected] |
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KEYWORDS |
ABSTRACT |
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work-life
balance, meaningful work, job satisfaction, turnover intention |
This
study aims to examine the impact of work-life balance and meaningful work on
turnover intention, with the mediating role of job satisfaction among
employees at PT. Spectrum UniTec. The probability sampling technique with a
simple random sampling approach was used to obtain 246 employee samples in
PT. Spectrum UniTec Tangerang. Data were analyzed using the SEM-PLS method.
This empirical study reveals that work-life balance, meaningful work, and job
satisfaction have a significant negative impact on turnover intention.
Meanwhile, work-life balance and meaningful work have a significant positive
influence on job satisfaction. This empirical study also indicates that job
satisfaction mediates the relationship between work-life balance and
meaningful work on turnover intention. This study examines work-life balance,
meaningful work as predictors of turnover intention, and confirms that job
satisfaction is a mediating variable between meaningful work and work-life
balance on turnover intention. Companies can pay attention to and create a
work environment that supports employees' work-life balance, helps employees
find meaning in their work, and enhances employee job satisfaction as efforts
to reduce turnover intention. This research can enhance understanding of how
factors like work-life balance, meaningful work, and job satisfaction
interact and influence turnover intention. |
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Attribution-ShareAlike
4.0 International (CC BY-SA 4.0) |
1.
Introduction
The Great Resignation is a phenomenon where people have left their
jobs since the beginning of the pandemic massively in several industrial fields
(Tessema et al., 2022). After a long period of working
from home, people began to realize and attach importance to the balance between
work and personal life. This revolution in the world of work continues,
according to the main findings of one of the consulting agencies on the global
workforce, PwC's Global Workforce Hopes and Fears Survey, in which one in five
workers plan to leave their jobs by 2022. Although the survey results show that
71% of respondents mentioned that salary is still the main factor that
encourages people to look for new jobs, it is not enough to retain workers,
because non-physically visible factors related to the meaning of work are
equally important, such as job fulfilment and the ability to be yourself while
working (Ellerbeck & Seifert, 2022).
Deloitte said that while salary is the main
factor driving Gen Z and millennials out of work, having a good work-life
balance and learning/development opportunities are the highest priorities in
choosing a place to work. In addition, the values espoused by Gen Z and
millennials are also key. Nearly two in five respondents said they turned down
a job or assignment offer because they didn't match their values. On the other
hand, Gen Z and millennials who are satisfied with the social and environmental
impact created by companies, as well as the company's efforts to create an
inclusive and diverse culture, are more likely to stay longer than five years.
In Indonesia, according to the results of
Michael Page Indonesia's survey, there was a significant increase in the number
of resignations where 43% of survey respondents had only worked for less than 2
years in their old company. And 84% of respondents said they are looking for a
new workplace for the next 6 months. 68% of survey respondents said they chose
to attach importance to work-life balance, well-being and happiness compared to
salary or promotion (Lim et al., 2022). Around 25% of respondents from Indonesia and Singapore said that
one of the considerations for resigning was a mismatch with the company's
vision and mission and work culture (Sadhya & Chakraborty, 2022).
This is also mentioned in a study conducted
by (Charles-Leija et al., 2023) on recent undergraduate and postgraduate graduates, where it was
found that individuals with high life goals tend to have the intention of
leaving or looking for a bigger job if their work does not help in achieving
their life goals. It is assumed that more attractive work will create happier
employees, which can make workers do their jobs more diligently and even
provide "additional skills" or perform activities outside of
contractual obligations.
This problem is a challenge for the
manufacturing industry to attract and retain its workers. According to
kemenperin.go.id press release page, labor absorption in the manufacturing
industry reached 1.2 million people in 2021, bringing the total number to 18.7
million people. This number increased by around 7% from the total workforce in
2020 which amounted to 17.48 million people. On the export side, the
manufacturing industry also contributed the most in 2021. The value of
manufacturing exports in the period contributed up to 76.49% of total national
exports
Seeing the importance of the manufacturing
industry sector in the economy in Indonesia, it is important to maintain and
attract human resources interest in this sector. Some previous studies say
employee turnover intention can be caused by several non-physical or intangible
factors such as work-life balance (Talukder et al., 2018) meaningful work
Work-life balance reflects employee
achievement in achieving balance between work, home life, and other roles in
life (Soomro et al., 2018). Work-life balance involves prioritizing well between career and
work ambitions, as well as happiness, leisure, family, and spiritual
development on the other hand (Singh & Khanna, 2011). Employees can freely use flexible working time to obtain a
balance between work or other commitments such as family, hobbies, art, and
studies, without just focusing on their work (Frame & Hartog, 2003). Individuals who are able to manage commitments to work and
family well, and are responsible for activities outside of work, then the
individual has achieved work-life balance (Parkes & Langford, 2008).
Meaningful work is a feeling of meaning in
work and the ability to create meaning in the work so that it can make an
optimal contribution to the organization and is a work value or goal that is
assessed based on individual ideals or standards (Steger et al., 2012) and an individual's understanding of the purpose of his work or
the achievement believed to have been achieved through his work, which is in
line with what should be done
Job satisfaction is a positive feeling felt
by employees regarding work results arising from the evaluation of their job
characteristics (Robbins & Judge, 2013). According to (Widarjo et al., 2021), job satisfaction is a feeling about pleasant or unpleasant about
work based on expectations with rewards given by agencies, feelings that can be
seen from employees' good behavior towards work and all things experienced by
the work environment (Handoko, 2016). An employee who loves what he does will show the best
performance for the organization or company where he works. Conversely, if an
employee does not love what he does, it will show poor performance.
Turnover intention is the thought of an
employee to leave and be willing to find another job outside the organization (Jaharuddin & Zainol, 2019). When the intention of switching jobs becomes a reality, this is
very expensive for organizations because of the costs associated with induction
and training, development, maintenance, and retention of employees in an
organization. Turnover is divided into two categories, namely voluntary
(voluntary) and involuntary (involuntary). Voluntary turnover occurs when an
employee voluntarily decides to leave his job, for example to move to another
job. While unavoidable turnover occurs when employees leave the company due to
health problems or a desire to return to continue education. Involuntary
turnover is caused by a company's decision, for example a company expels
employees because of poor performance or the company wants to change the
management structure (Allan et al., 2019).
Based on the theory and some previous
research, the conceptual framework is described as follows
Work-life Balance Meaningful Work Job Satisfaction Turnover Intention
Figure 1 Conceptual Framework
This study aims to examine and analyze the
effect of work-life balance and meaningful work on the turnover intention
through job satisfaction as a mediating variable in PT. Spectrum UniTec
Tangerang directly and indirectly. Based on the conceptual framework in Figure
1, the hypothesis in this study is as follows: H1: Work-life balance has a
negative impact on turnover intention. H2: Meaningful work has a negative
impact on turnover intention. H3: Work-life balance has a positive impact on
job satisfaction. H4: Meaningful work has a positive impact on job
satisfaction. H5: Job satisfaction has a negative impact on turnover intention.
H6: Job satisfaction mediates the relationship between work-life balance and
turnover intention. H7: Job satisfaction mediates the relationship between
meaningful work and turnover intention.
2.
Materials and Methods
This research is quantitative research using causal hypothesis testing,
namely testing those concerns cause-and-effect relationships, where each
hypothesis tested shows that independent variables can affect changes in the
dependent variable. The data source used in this study is the primary data
source. In this study, the primary data and the method to form samples in this
study were taken using questionnaires. The sampling method used in this study
is probability sampling with a simple random sampling approach. The research
time dimension used is cross sectional. The number of samples used in this
study was 246 respondents who were employees of PT. Spectrum UniTec in
Tangerang taken in May-June 2023. The measurement scale of the variables
Work-life Balance (X1), Meaningful Work (X2), Job Satisfaction (Y), and Turnover
Intention (Z) uses a four-point Likert scale, with scores from 1 to 4, in the
following order: 1. Strongly Disagree (STS) 2. Disagree (TS) 3. Agree (S) 4.
Strongly Agree (SS). The statistical analysis method used in this study is
Partial Least Square-Structural Equation Modeling (PLS-SEM).
Table 1 Research Variables and Indicators
|
Variable |
Dimension |
Indicators |
|
Work-life Balance (McDonald
& Bradley, 2005) |
1. Time
balance 2. �Involvement balance 3. Satisfaction
balance |
1. There
is a balance of time between work and family 2. There
is a balance of time between work and social life 3.
There is a balance of time
between work and personal time 1.
The ability to engage with the
work being carried out 2.
The ability to be involved in
the family 3.
The ability to engage in social
life 1. A
sense of satisfaction with the life lived 2. A
sense of satisfaction with the current job 3. A
sense of satisfaction with the role played in the family 4. A
sense of satisfaction with personal life |
|
Meaningful work (Steger
et al., 2012) |
1. Positive
meaning in work (PM) |
1.
Have found a meaningful career 2.
Understand how work contributes to life�s meaning 3.
Have a good sense� of
what makes job meaningful 4.
Have discovered work that has a
satisfying purpose |
|
|
2. Meaning
making through work (MM) |
1. View
work as contributing to personal growth 2. Work
helps me better understand myself 3. Work
helps me make sense of the world around me |
|
|
3. Greater
good motivation (GG) |
1. My
work makes a positive difference in the world 2. The
work I do serves a greater purposes |
|
Job Satisfaction (Hasibuan, 2022) |
1. Like
the job 2. Love
the job 3. Work
morale 4. Discipline 5. Work
performance |
1.
A sense of pride in work 2.
Love for work 3.
Personal attitudes and emotional states 4.
Observance of regulatory and structural work 5.
Dedicated to the company |
|
Turnover Intention (Roodt, 2004) |
Unidimensional |
1.
Thinking of finding another job 2.
Feeling frustrated to look for
another opportunity 3.
Thinking about leaving job 4.
Thinking of accepting another
job despite being compensated the same 5.
Have a high level of continuing
to find work in different industries 6.
Feeling dissatisfied with the
work being carried out at the moment. |
3.
Result and Discussion
The results
of research, data management, and discussion are outlined in this chapter. To
obtain the data, the authors distributed a questionnaire containing 30
statement items to respondents.
From the
results of the distribution of questionnaires that have been recapitulated and
processed, the following data are obtained which are the results related to the
profile of respondents used in this study.
Table 2 Respondents Profile
|
Demographics |
Frequency |
Percentage |
|
|
Gender |
Man Woman |
215 31 |
87% 13% |
|
Age |
17-26 years old 27-42 years 43-58 years old |
86 134 26 |
35% 54% 11% |
|
Recent
Education |
High School / Vocational School S1 D3 D1 |
161 65 14 3 |
67% 26% 6% 1% |
|
Status |
Married Unmarried |
149 97 |
60.6% 39.4% |
|
Having
Children |
Yes No |
133 113 |
54% 46% |
|
Working
Time |
Shift Non-Shift |
160 86 |
65% 35% |
|
Period
of Service |
6 months � 2 years 3 � 5 years 6 � 10 years >10 years |
90 37 37 82 |
37% 15% 15% 33% |
From the
data above of the 246 respondents, 31 respondents were women (13%) and 215
people were men (87%). Furthermore, by age group, 86 respondents aged 17 to 26
years (35%), 134 respondents aged 27 to 42 years (54%), and 26 respondents aged
43 to 58 years (11%). The last education of most respondents was high school or
equivalent as many as 164 respondents (67%). Furthermore, followed by 65
respondents with S1/D4 education level (26%), 14 respondents with D3 education
level (6%), 3 respondents with D1 education level (1%). Based on status, most
respondents are married as many as 149 respondents (60.6%). This was followed
by 97 unmarried respondents (39.4%). A total of 133 respondents (54%) have had
children and 113 respondents have no children (46%). In this survey, most of
the respondents' jobs were employees with shift working hours of 160 people
(65%). Furthermore, 86 respondents were non-shift employees (35%). Most
respondents are employees with a working period of 6 months-2 years, namely 90
respondents (37%). Furthermore, 82 respondents with a working period of more
than 10 years (33%), 37 respondents with a working period of 3-5 years (15%)
and 37 respondents with a working period of 6-10 years (15%).
In this study, instrument test was carried out using validity
and reliability methods on reflective model measurements. Reflective
Measurement Model test is carried out to determine the feasibility of
assumptions between latent variables (variables studied) against the indicators
used in the study. An indicator is said to be valid if the loadings value on
each indicator > 0.7 and the Average Variances Extracted (AVE) value >
0.5. An indicator is said to be reliable if the Composite Reliability value
> 0.7 and Cronbach's Alpha value > 0.7 (Hair et al., 2019).
Table 3 Outer Loading
(Measurement Model)
|
Construct |
Items |
Loading Factor |
CA |
CR |
AVE |
|
Work-life Balance |
WLB1 WLB2 WLB3 WLB4 WLB5 WLB6 WLB7 WLB8 WLB9 WLB10 |
0.748 0.772 0.799 0.806 0.775 0.772 0.754 0.743 0.817 0.821 |
0.929 |
0.940 |
0.610 |
|
Meaningful Work |
MW1 MW2 MW3 MW4 MW5 MW6 MW7 MW8 MW9 |
0.785 0.824 0.776 0.776 0.749 0.750 0.796 0.755 0.758 |
0.917 |
0.931 |
0.600 |
|
Job Satisfaction |
JS1 JS2 JS3 JS4 JS5 |
0.794 0.801 0.803 0.784 0.770 |
0.850 |
0.893 |
0.625 |
|
Turnover Intention |
TI1 TI2 TI3 TI4 TI5 TI6 |
0.852 0.819 0.842 0.801 0.813 0.803 |
0.904 |
0.926 |
0.675 |
Based on table 3, all indicators
of the variables work-life balance, meaningful work, job satisfaction and
turnover intention have loadings values above 0.7. This proves that all
indicators of some of these variables have met convergent validity that exceeds
the criteria and can be concluded to be valid. In addition, all variables also
have an Average Variances Extracted value of > 0.5 which indicates that all
variables have met the Average Variances Extracted test requirements. All
variables also show Cronbach's Alpha value greater than 0.7, thus all variables
have qualified the Cronbach's Alpha test. Furthermore, all variables also show
Composite Reliability value greater than 0.7, so that all variables have met the requirements of the Composite Reliability test. Thus,
it can be concluded that all variables are valid and reliable.
In the next stage, a validity test is carried out with
discriminant validity to determine the validity value of each variable against its indicators
compared to other variables. The requirement for validity testing with
discriminant validity is that the loadings value of the indicator against its
variables is stronger than the loadings value of the indicator against other
variables (Hair et al.,
2019).
Table 4 Discriminant validity test (Cross loading)
|
|
Work-life Balance |
Meaningful Work |
Job Satisfaction |
Turnover Intention |
|
WLB1 WLB2 WLB3 WLB4 WLB5 WLB6 WLB7 WLB8 WLB9 WLB10 |
0.748 0.772 0.799 0.806 0.775 0.772 0.754 0.743 0.817 0.821 |
0.520 0.492 0.462 0.464 0.509 0.479 0.479 0.438 0.473 0.491 |
0.463 0.488 0.468 0.469 0.507 0.480 0.527 0.490 0.499 0.484 |
-0.375 -0.470 -0.376 -0.376 -0.358 -0.410 -0.315 -0.366 -0.415 -0.357 |
|
MW1 MW2 MW3 MW4 MW5 MW6 MW7 MW8 MW9 |
0.495 0.462 0.431 0.472 0.396 0.459 0.465 0.523 0.564 |
0.785 0.824 0.776 0.776 0.749 0.750 0.796 0.755 0.758 |
0.461 0.447 0.366 0.420 0.371 0.442 0.444 0.444 0.444 |
-0.402 -0.404 -0.315 -0.452 -0.305 -0.337 -0.322 -0.320 -0.460 |
|
JS1 JS2 JS3 JS4 JS5 |
0.527 0.521 0.459 0.487 0.466 |
0.455 0.475 0.380 0.449 0.417 |
0.794 0.801 0.803 0.784 0.770 |
-0.429 -0.446 -0.357 -0.370 -0.316 |
|
TI1 TI2 TI3 TI4 TI5 TI6 |
-0.368 -0.356 -0.418 -0.464 -0.354 -0.432 |
-0.374 -0.316 -0.394 -0.420 -0.367 -0.474 |
-0.423 -0.365 -0.377 -0.460 -0.320 -0.440 |
0.852 0.819 0.842 0.801 0.813 0.803 |
Based on the results of the
discriminant validity test in table 4, it was found that the cross loadings
value of each indicator against its variables was stronger than the cross loadings
value of each indicator against other variables so that it can be concluded
that all indicators have met the requirements in the discriminant validity test.
From this it can be concluded that the variables used are consistent.
The Structural Test consists of 4 tests, including: goodness of fit or
Normal Fit Index (NFI), R-Square, F-Square and hypothesis testing.
Figure 2 Inner Model
Goodness of fit testing is used to determine
the feasibility of the model formed. If the Normed Fit Index value is between 0
and 1, the model is concluded to meet the model
eligibility requirements.
Table 5 Goodness of Fit
|
|
Saturated Model |
|
NFI |
0.805 |
Based on
table 5, the Normed Fit Index shows a value of 0.805 which means that the value
of the Normed Fit Index is between 0 and 1, so it can be concluded that the
data used has met the requirements of goodness
of fit.
�R-Square is used to see the amount of
contribution of several independent variables to the dependent variable.
Table 6 R-Square
|
|
R-Square |
|
Job Satisfaction |
0.436 |
|
Turnover Intention |
0.325 |
Based on
table 6, it can be concluded that the R-Square value of the job satisfaction
variable is 0.436 which means the ability of work-life balance and meaningful
work in describing the job satisfaction variable of 43.6%, which means the
model is classified as weak. While the R-Square value for the turnover
intention variable is 0.325 which means the ability of work-life balance,
meaningful work and job satisfaction in describing the variable turnover
intention of 32.5%, which means the model is classified as weak.
F-Square testing is used to evaluate the
goodness of the formed model. Effect size or F-Square values of 0.02 are considered small, 0.15 is considered medium
and 0.35 is considered large. Meanwhile, if it is below 0.02, it can be ignored
or considered to have no effect.
|
|
JS |
TI |
|
Work-life Balance |
|
�0.047 |
|
Meaningful Work |
�0.081 |
�0.043 |
|
Job Satisfaction |
0.231 |
0.031 |
Based on
table 7, all F-Square values have medium and small values. Meaningful work has
a value of 0.081 so it has little effect on job satisfaction. Work-life balance
has a value of 0.231 so it has a moderate effect on job satisfaction. Job
satisfaction has a value of 0.047 and meaningful work has a value of 0.043 and
work-life balance has a value of 0.031 so that all three have little effect on
turnover intention.�
Testing the
value of the path coefficient is used to determine the value of the coefficient
of each variable in directly influencing other variables. This test is done by
looking at the significance value through t-statistics and p value to check the
relationship between variables.
Table 8 Hypothesis
Testing and Path Coefficients
|
Hipotesis |
Original Sample |
T-Statistik |
p-value |
|
WLB -> TI |
-0.203 |
�2.513 |
0.012 |
|
MW -> TI |
�-0.225 |
�3.073 |
0.002 |
|
WLB -> JS |
0.458 |
�6.255 |
0.000 |
|
MW -> JS |
0.272 |
�3.836 |
0.000 |
|
JS -> TI |
-0.238 |
�3.100 |
0.002 |
|
WLB -> JS -> TI |
-0.109 |
�2.667 |
0.008 |
|
MW -> JS -> TI |
-0.065 |
2.428 |
0.015 |
The results of the H1 test show
that the p value for the effect of work-life balance on turnover intention is
0.012 < 0.05 with the value of t statistics is 2.513 and a negative
coefficient value of -0.203 which means that work-life balance has a negative
and significant effect on turnover intention, so the hypothesis states that
work-life balance negative and significant effect on turnover intention is accepted.
The results of the H4 test show that the p value
for the effect of meaningful work on job satisfaction is 0.000 with the value
of t statistics is 3.836 and a positive coefficient value of 0.272 which means
meaningful work has a positive and significant effect on job satisfaction, so
the hypothesis states that meaningful work positive and significant effect on
job satisfaction is accepted.
The Effect
of Work-life Balance on Turnover Intention
From the results of hypothesis testing
that has been done, it is stated that the hypothesis that says work-life
balance has a negative and significant effect on turnover intention is
accepted. This is shown through a p value of 0.012 and a t statistics value of
2.513 which means that the hypothesis has a significant effect. A negative
coefficient value of -0.203 means that the hypothesis has a negative effect.
This means that employees with a good level of work, social and family life
balance tend to have low turnover intention. A bad work-life balance can result
in a person's low desire to stay at his job. A balance between workload and
time available for family, vacation, and rest can increase pleasure, reduce
fatigue and increase satisfaction in someone's personal life. This satisfaction
can affect a person's attitude and behavior towards his job, including reducing
the desire to quit his job. The results of this study are in line with the
results of research conducted by (Yu et al., 2022) found that higher
work-life balance can reduce the turnover intention rate. (Jaharuddin & Zainol, 2019) and �(Purwatiningsih & Sawitri, 2021) concluded from the
research conducted that there is a correlation between work-life balance and
turnover intention or it can be said that the greater the level of work-life
balance (WLB) felt by a person, the less likely they want to move to another
job.
The Effect
of Meaningful Work on Turnover Intention
From the results of hypothesis testing
that has been done, it is stated that the hypothesis that says meaningful work
has a negative and significant effect on turnover intention is accepted. This
is shown through a p value of 0.002 and a t statistics value of 3.073 which
means that the hypothesis has a significant effect. A negative coefficient
value of -0.225 means that the hypothesis has a negative effect. This means
someone who feels their work is meaningful or has a positive contribution to
the company or the surrounding environment, such as colleagues of the employee
who tend to feel more satisfied with their work so that they have a higher
retention rate. Work that provides meaning, both in employee and company
self-development can provide a sense of accomplishment, identity, and
self-actualization for employees so that employees feel connected to work and
the company where they work, thereby reducing the desire to quit their jobs.
The results of this study are in line with the results of research conducted by
(Siahaan & Gatari, 2020) (Heath et al., 2022) and (Charles-Leija et al., 2023), it was found that there is a negative relationship between meaningful
work and turnover intention. These findings shows that people who feel their
work is meaningful are more likely to feel fit into the organization and don't
want to move away from their job or company.
The Effect
of Work-life Balance on Job Satisfaction
From the results of hypothesis testing
that has been done, it is stated that the hypothesis that says work-life
balance has a positive and significant effect on job satisfaction is accepted.
This is shown through a p value of 0.000 and a t statistics value of 6.255
which means that the hypothesis has a significant effect. A positive
coefficient value of 0.458 means that the hypothesis has a positive effect.
This means that employees with a good level of balance in personal life tend to
be more excited and experience less stress. This allows employees to be more
focused and productive and satisfied with their work because employees with
enough time for themselves, family, friends, and hobbies tend to feel happier
and healthier. Such conditions also contribute to employee job satisfaction.
The results of this study are in line with the results of research conducted by
(Talukder et al., 2018), (Irawanto, 2017) and (Silaban & Margaretha, 2021) stated that
work-life balance has a significant positive effect on job satisfaction. (Susanto et al., 2022) also said that
with a higher work-life balance will increase employee job satisfaction.
Influence Meaningful
Work Towards Job Satisfaction
From the results of
hypothesis testing that has been done, it is stated that the hypothesis that
says meaningful work has a positive and significant effect on job satisfaction
is accepted. This is shown through a p value of 0.000 and a t statistics value
of 3.836 which means that the hypothesis has a significant effect. A positive
coefficient value of 0.272 means that the hypothesis has a positive effect. It
reveals that meaningful work can make employees feel happy and fulfilled by the
activities and responsibilities that have been carried out, this can provide
satisfaction in employees because it is related to personal achievement and
growth, identity, self-value, and life goals of employees. The results of this
study are in line with the results of research from (Sony & Mekoth, 2019), (Budiarto, 2021) and (Akar, 2020), saying that meaningful work has a
positive and significant effect on job satisfaction. (Allan et al., 2016) in (Tan et al., 2019) said these positive results are related
to a meaningful work environment where individuals who feel their work is
meaningful always show higher enthusiasm in work, achieve greater job
satisfaction, display higher productivity, feel better teamwork, and provide
superior work performance.
Influence Job
Satisfaction Towards Turnover Intention
From the results of hypothesis
testing that has been done, it is stated that the hypothesis that says job
satisfaction has a negative and significant effect on turnover intention is
accepted. This is shown through a p value of 0.002 and a t statistics value of
3.100 which means that the hypothesis has a significant effect. A negative
coefficient value of -0.238 means that the hypothesis has a negative effect.
This means that employees who are satisfied with their work will have loyalty, attachment,
and a high sense of responsibility to the company and will be more likely to
persevere or find ways to overcome challenges that arise in the job than to
decide to quit their jobs. Employees who are satisfied with their jobs are
usually more motivated to achieve organizational goals, which can reduce the
desire to look elsewhere or other job opportunities. The results of this study
are in line with the results of research conducted by (Skelton et al.,
2020) and (Alias et al.,
2018) said job satisfaction was proven to have a
significant negative influence on employee turnover intention in the
manufacturing industry. This is also in line with research by �(Kumara &
Fasana, 2018), (Sangadji,
E.M., 2013), and �(Elian et al., 2020) that higher job satisfaction rates are
associated with lower turnover intention rates.
Influence Work-life
Balance Towards Turnover Intention Through Job Satisfaction
From the results of hypothesis
testing that has been done, it is stated that the hypothesis that says job
satisfaction mediates the effect of work-life balance on turnover intenton is
accepted. This is shown through a p value of 0.008 and a t statistics value of
2.667 which means that the hypothesis has a significant effect. A negative
coefficient value of -0.109 means that the hypothesis has a negative effect.
This reveals that a good work-life balance can increase employee satisfaction
with their work. This satisfaction can contribute to high and low employee turnover
intention rates, where employees who are satisfied with their quality of life
and overall work conditions can reduce employee intention to change jobs.
Unbalanced work and personal life demands tend to trigger stress, burnout, and
job dissatisfaction, which can eventually increase employees' desire to seek
other job opportunities or move from where they work. The results of this study
are in line with the results of research conducted by (Lebang &
Ardiyanti, 2021) which said that job satisfaction has an
important role as a mediator between work-life balance and turnover intention.
In (Malik &
Nadeem, 2021) and (Verdana &
Satrya, 2022)research, it is also said that job satisfaction
is proven to be a mediator between work-life balance and turnover intention.
Influence Meaningful
Work towards Turnover Intention Through Job Satisfaction
From the
results of hypothesis testing that has been done, it is stated that the
hypothesis that says job satisfaction mediates the effect of meaningful work on
turnover intention is accepted. This is shown through a p value of 0.015 and a
statistical t value of 2.428 which means that the hypothesis has a significant
effect. A negative coefficient value of -0.065 means that the hypothesis has a
negative effect. It reveals that meaningful work for employees makes employees
feel emotionally fulfilled, satisfied with the contributions made, and tied to
the company's goals and values. Employees who are satisfied with the meaning
found in work tend to feel emotionally attached to the work at hand and
satisfied with the contribution made. This job satisfaction can reduce the
desire to change jobs. The results of this study are in line with the results
of a literature review of (Allan et al., 2019) which states that job satisfaction has an
indirect effect or mediates the relationship between meaningful work and
withdrawal intention. Research conducted by (Allan et al., 2019)does not directly mention the relationship
between withdrawal intention and turnover intention, but (Carmeli, 2005) states that withdrawal intention is the
initial stage before entering the turnover intention stage, which is the final
stage before turnover or quitting. So, there is a relationship between
withdrawal intention and turnover intention.
4.
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