Investigating turnover intention in a financial organisation in Gauteng

Abstract

Orientation: Losing employees prompts organisational competitiveness, which leads to increased financial organisation costs related to talent acquisition.Research purpose: This study aimed to determine the relationship between authentic leadership and turnover intention and establish whether job satisfaction mediated the relationship between authentic leadership and turnover intention. Additionally, this study endeavoured to establish if the relation between authentic leadership, job satisfaction, and turnover intention is higher among post-Grade 12 employees than those with Grade 12 and lower qualifications.Motivation for the study: There is limited research in the Gauteng financial sector concerning how job satisfaction is mediated and how education has diminished the relationship between authentic leadership and alleviating turnover intention.Research approach/design and method: This study was influenced by the positivism paradigm and was quantitative, using an online survey to collect the data. The final sample consisted of 85 respondents.Main findings: It was also established that authentic leadership did not significantly relate to turnover intention, while job satisfaction was a mediator between authentic leadership and turnover intention.Practical/managerial implications: The significance of the study is that when employees are satisfied with leadership support, they provide honest and truthful feedback. This is especially true when employees work in an inclusive and harmonious work environment; thus, their turnover intention diminishes. This is very positive for finance organisations, which will incur talent acquisition costs as intention does not result in resignation.Contribution/added value: This study developed a framework on how authentic leadership and job satisfaction indicators can diminish turnover intention.

The pervasive lack of gender diversity in the boardroom: The inconvenience of ambivalent sexism

“…In addition, the measures were rigorously tested across multiple contexts and were found to demonstrate high validity (Glick & Fiske, 2011. Reliability was established through Cronbach's alpha (Hair et al, 2019;Tswane et al, 2023).…”

Authentic Leadership sebagai Strategi Pengelolaan Sumber Daya Manusia: Dampaknya pada Menurunkan Turnover Intention pada Karyawan Perbankan

“…Menurut penelitian (Orpina et al, 2022) job satisfaction memiliki pengaruh terhadap turnover intention dan menurut penelitian (Tshwane et al, 2023) authentic leadership juga memiliki pengaruh terhadap turnover intention. Untuk membuat keputusan yang seimbang mengenai evaluasi kinerja, pemimpin yang menganut authentic leadership diharapkan dapat memberikan kesempatan kepada karyawan untuk saran dan keprihatinan suara tentang ukuran kinerjanya.…”

“…Perbedaan dari jurnal sebelumnya adalah penelitian pertama dari (Orpina et al, 2022), yaitu melakukan penelitian employee satisfaction berdasarkan job satisfaction dan turnover intention yang dilakukan pada universitas malaysia. Kemudian penelitian yang dilakukan oleh (Tshwane et al, 2023) tentang investigasi turnover intention pada organisasi finansial di Gauteng. Penelitian ini memilih responden dari PT Bank Mandiri Cabang Jakarta Lapangan Ros dan Cabang Jakarta Pasar Rumput.…”

“…Hal ini menggambarkan bahwa karyawan PT Bank Mandiri beranggapan pemimpin perusahaan mereka memiliki kepemimpinan yang otentik sehingga karyawan merasa nyaman dan ingin berkarir panjang di perusahaan. Penelitian yang dilakukan oleh (Tshwane et al, 2023) Menurut (Orpina et al, 2022) yang memiliki sampel karyawan dari lima negara Eropa yang berbeda (Yunani, Jerman, Italia, Spanyol, dan Denmark) mengemukakan bahwa authentic leadership, sebagai praktik SDM dapat mengembangkan efek pemenuhan psikologi karyawan, efek yang mendesak mereka untuk berkomitmen pada perusahaan mereka. Maka dari itu, authentic leadership dapat mengurangi niat karyawan yang ingin meninggalkan perusahaan.…”