Hubungan Antara Keterikatan Kerja dengan Intensi Keluar Kerja pada Karyawan Swalayan di Banda Aceh

Abstract

The existence of employees have an important role in determining the company’s effectiveness and efficiency level, therefore, the company must realize the importance of human resources, in order to a few employees who want to resign (turnover). Before resign, the employees will wolk on some cognitive process that called intention. One of the factors that can be decrease turnover intention is work engagement. This study aimed to determine the relationship between work engagement with employee’s turnover intention at Department Store X in Banda Aceh. This study was conducted of 54 contract employees at Department Store X in Banda.. Data were collected by using a scale adaptation of Utrecht Work Engagement Scale (UWES) and Turnover Intention Scale (TIS). Collected data were analyzed using Pearson Product-Moment Correlation which showing correlation coefficient (r) of -0.695 with p = 0.000 (p 0.05). The result showed that there is a negative relationship between work engagement with turnover intention. It means, if the work engagement of employees is high, turnover intention or otherwise will be lower. The results also showed that the majority of the level of work engagement on contract employees at Department store X Banda Aceh include into the average category (61.11%) and turnover intention are in the low category (31.48%).

The Effect of Organizational Climate on Intention to Stay with Employee Engagement as Intervening Variable

“…In addition, organizational climate is also one of the factors that can increase employee engagement. This is in accordance with previous research by Atmaja (2020); Olivia, S. & Prihatsanti (2017); Higgs (2011); Rachmatan et al (2018) which show that the better the organizational climate, the higher the employee engagement . Then employee engagement is also one of the important factors of intention to stay an employee.…”

“…Employee engagement and intention to stay interconnected, because employees who have employee high engagement or feel tied to their work will trying their best to complete the job so that get the best possible results and the emotional attachment that exists on him will cause the employee to feel like continuing stay in the company which means the intention to stay will certainly increase. This research is strengthened by previous research conducted by Praborini et al, (2021), (Higgs 2011), andRachmatan andKubatini (2018). Based on the results of the Sobel test using the Sobel test calculator in Figure 2 above, it shows that hypothesis 4 which states that organizational climate (X) has a significant effect on intention to stay (Y) through employee engagement (Z). )…”

“…Employee engagement is the feeling of an employee who is cognitively closely connected with his work so that employees will always be motivated to provide benefits for the company. Previous research by Higgs (2011) and Rachmatan et al (2018) show that the higher the employee engagement the intention to stay.…”

“…(2019) shows that there is a positive and significant relationship between organizational climate and employee engagement. Then based on research by Praborini et al (2021); Higgs (2011), andRachmatan et al (2018) show that the higher the employee engagement , the higher the employee's intention to stay in the company (intention to stay). Based on the results of the study, the following hypothesis was obtained: H1: Organizational climate has a significant effect on intent to stay.…”

Pengaruh Psychological Well-being terhadap Work Engagement Karyawan

“…Karyawan dengan work engagement tinggi memiliki tingkat energi tinggi, dan antusias terlibat dalam pekerjaan. Tindakan yang dapat diambil untuk mengatasi hal tersebut yaitu industry perhotelan harus membuat pegawai terikat (engaged) dengan pekerjaan dan organisasi (Ivanovic, Galicic, & Krstevska, 2010) Faktor yang dapat mempengaruhi tingkat work engagement adalah kepribadian (Zamralita, 2013), hardiness (Aprilia, Priyatama, & Satwika, 2015), resiliensi (Steven & Prihatsanti, 2018), psychological well-being (Chairinnisa & Suhariadi, 2018), stres kerja (Vanindya & Etikariena, 2018), turnover (Rachmatan & Kubatini, 2018) dan psychological capital (Hariyadi, 2019). Dari banyak faktor, salah satu faktor yang paling berpengaruh yaitu psychological well-being.…”