Personal resources and turnover intention among private sector employees: Does work engagement still matter?

Abstract

Work engagement has emerged as a core element of talent management to acquire and retain high-performing employees in the labor market and a potential bright spot for business success. Due to the aforementioned positive influences and benefits of improving employees' work engagement, many organizations put more effort towards enhancing and maintaining levels of work engagement as their top priority for an effective human resource system. This study aimed to investigate the mediating effects of employees' work engagement in the relationships between their personal resources (self-efficacy, organizationalbased self-esteem, and optimism) and turnover intention. A total of 119 survey responses collected by convenience sampling and analyzed by using structural equation modeling (SEM). This study concluded that there is a positive relationship between self-efficacy, organizationalbased self-esteem, optimism, and work engagement. The mediation role of work engagement in the relationship between self-efficacy, organizational-based self-esteem, optimism, and turnover intention proves significantly in this study. Interestingly, this study found that there is a positive relationship of self-efficacy on turnover intention which means that the higher level of self-efficacy does not indicate the lower turnover intention. Employees with a high level of self-efficacy believe that they are giving too much to their organization Therefore, they eventually negotiated more for higher salaries while at the same time seeing more alternative jobs/organizations offers in case they are not appreciated enough for what they do for organizations.

Does work commitment mediates the effect of Islamic work ethic on performance and turnover intention?

“…The result of this study also provides an insight of the overall Muslim behavior in the workplace that although there were employees' who are having higher belief in Islamic values, whenever there are any offers that provide better salaries and facilities, challenge, and personality fits, they will rationally consider it. This study also failed to prove the conclusion of Azeez et al (2016) andHardaningtyas (2020) studies that stated work commitment has a negative relationship on turnover intention.…”

Peran Mediasi Meaning in Work Dan Personal Resources Pada Pengaruh Transformational Leadership Terhadap Work Engagement

“…Pendapat beberapa ahli tersebut didukung oleh Bakker dan Leither (2010, p. 21) bahwa berdasarkan JD-R model, personal resources dan job resources dapat mendorong work engagement. Beberapa penelitian menyatakan bahwa personal resources karyawan yang tinggi mampu meningkatkan work engagement secara langsung maupun secara tidak langsung melalui transformational leadership (Handayani & Pitoyo, 2018;Hardaningtyas, 2020;Lazauskaite-Zabielske et al, 2018;Tims et al, 2011).…”

“…Lebih lanjut, dalam penelitian tersebut dijelaskan bahwa self-efficacy merupakan personal resources yang penting yang dapat meningkatkan work engagement sehingga seorang karyawan merasa optimis dalam mencapai tujuan kerja, maka karyawan bersedia terlibat dan bersedia untuk melakukan pekerjaan dengan lebih giat. Hasil studi empiris Hardaningtyas (2020)…”

The Role of Job Engagement as a Mediator in the Influence Between Psychological Capital and Performance

“…Grand Theory Mangkunegara (2015, p. 67) understanding of performance (work achievement) is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him. Job engagement is a positive, satisfying mental condition related to work, in the JD-R model of work engagement can be a predictor of performance (Bakker & Demerouti, 2007 as cited id Hardaningtyas, 2020). Based on the JD-R Model proposed by Bakker & Demeuroti (2007, as cited in Hardaningtyas, 2020, performance can be influenced by work engagement directly and indirectly by psychological capital.…”