Women’s Risk-Taking Behaviour during COVID-19 Pandemic: Will Work–Family Enrichment and Work Satisfaction Prevent Turnover Intention?

Dewi, I Gusti Ayu Manuati; Rajiani, Ismi; Riana, I Gede; Puspitawati, Ni Made Dwi; Muafi, Muafi; Rihayana, I Gede

doi:10.3390/admsci13030067

Cited by 6 publications

(3 citation statements)

References 61 publications

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“…Van Dierendonck et al (2016) similarly concluded that dissatisfied employees will look for new opportunities and if they find a better alternative, they will leave their current job. Consistent with the ideas of (Dewi et al 2023), the turnover process begins with employee dissatisfaction, the thought of quitting, job search, and assessment of prospects, and culminates in the decision to quit. The intention to quit is associated with a deterioration in work ethic, more frequent absenteeism, lower levels of productivity, and reduced customer satisfaction.…”

Section: Turnover Intentionmentioning

confidence: 94%

The Holistic Model of Labour Retention: The Impact of Workplace Wellbeing Factors on Employee Retention

Gelencsér

Szabó-Szentgróti

Kőműves

et al. 2023

Administrative Sciences

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This paper explores the holistic context of workforce retention. The global labour shortages in developed countries have made employers realise that in a world of scarce resources, employee wellbeing and retention are key factors in competitiveness. The aim of the research is to create a model to identify the key determinants of employee well-being and workforce retention. A quantitative research methodology was applied, using a questionnaire with 58 validated statements, completed online by the research participants (n = 406). The PLS-SEM method was used for data analysis and inner and outer modelling. The measurement model was tested for internal consistency reliability and convergent and discriminant validity. Cronbach’s α and CR values were above the 0.7 threshold for all constructions, indicating high internal consistency of measurements. In our model, there are a total of 36 significant relationships between latent variables. Based on the research results, the effect of organizational commitment on the intention to quit was determined. If the organizational commitment within an organization changes, the intention to resign changes. Thus, critical variables affecting workforce retention (benefits, promotion, communication, nature of work, coworkers, and normative commitment) have been identified, the changing of which will affect organizational commitment. The results support that if employees perceive these factors negatively, their commitment will drastically decrease.

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Section: Turnover Intentionmentioning

confidence: 94%

The Holistic Model of Labour Retention: The Impact of Workplace Wellbeing Factors on Employee Retention

Gelencsér

Szabó-Szentgróti

Kőműves

et al. 2023

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…Job satisfaction is a person's feelings towards his work which are produced by his efforts (internal) and supported by things outside himself (external), regarding work conditions, work results, and work itself [10] [29]. An employee's positive attitude towards their work arises based on an assessment of the work situation, and this assessment can be carried out on one of their jobs and as a sense of appreciation for achieving one of the important values in work.…”

Section: Job Satisfactionmentioning

confidence: 99%

How does job stress affect job satisfaction and Turnover Intention in Public Hospital, Gianyar, Bali?

Ni Made Dwi Puspitawati,

I Komang Oka Permadi,

Adhi Krisna Yuliawan

2024

World J. Adv. Res. Rev.

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The desire to change jobs among hospital nurses is a critical issue related to service quality. Nurses have the desire to move if they feel work stress and the level of job satisfaction tends to decrease. Nurses' high stress levels will cause them to feel less satisfied with their work which will ultimately lead to their intention to leave the hospital. This research aims to (1) analyze the influence of job stress on turnover intention, (2) analyze the influence of job stress on job satisfaction, and (3) analyze the influence of job satisfaction on turnover intention. The sample in this study used a proportional sampling technique which was only aimed at nurses in four divisions, totaling 100 people. The data analysis technique uses SEM-PLS. The research results show that (1) work stress has a positive and significant effect on turnover intention, (2) work stress has a negative and significant effect on job satisfaction, and (3) job satisfaction has a negative and significant effect on turnover intention. This research implies that a low level of stress at work will increase job satisfaction and reduce their intention to leave the hospital, especially as nurses know the consequences of their work.

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“…First, Indonesia is a rapidly developing country with a growing workforce and a burgeoning economy. Understanding the factors influencing organizational commitment among Indonesian employees can help organizations enhance employee engagement, reduce turnover, and improve organizational performance (Dewi et al, 2023). Second, Indonesia is a culturally diverse society with a rich history and traditions.…”

Section: Introductionmentioning

confidence: 99%

The loyalty imperative: Understanding the link between organizational culture and employee commitment

Wijonarko,

Muksin,

Rajiani

2024

J. Infras. Policy. Dev.

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Organizational commitment (EOC) and employee loyalty are two critical constructs that contribute to organizational success. Understanding the intricate relationship between these factors is essential for organizations seeking to cultivate a loyal and committed workforce. This study delves into the mediating effect of EOC on employee loyalty, examining the mechanisms through which organizational culture fosters a loyal workforce. To investigate the mediating role of EOC, a sample of 300 employees from the Indonesian Port Corporation was surveyed. Path analysis, a statistical technique that assesses the strength and direction of relationships between multiple variables, was employed to test the study’s hypothesis. The findings revealed a strong association between organizational culture, EOC, and employee loyalty. Organizational culture dimensions, particularly teamwork, respect for individuals, stability, attention to detail, and outcome orientation, were positively related to EOC and employee loyalty. Furthermore, EOC was found to mediate the relationship between organizational culture and employee loyalty, indicating that EOC plays a crucial role in shaping employee loyalty within a supportive organizational culture context. These findings underscore the importance of fostering EOC to enhance employee loyalty and organizational success. Organizations seeking to cultivate a loyal workforce should create a supportive organizational culture that promotes teamwork, respect for individuals, stability, attention to detail, and outcome orientation. By nurturing these cultural traits, organizations can foster a strong sense of EOC among their employees, increasing employee loyalty, productivity, and organizational growth.

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Women’s Risk-Taking Behaviour during COVID-19 Pandemic: Will Work–Family Enrichment and Work Satisfaction Prevent Turnover Intention?

Cited by 6 publications

References 61 publications

The Holistic Model of Labour Retention: The Impact of Workplace Wellbeing Factors on Employee Retention

The Holistic Model of Labour Retention: The Impact of Workplace Wellbeing Factors on Employee Retention

How does job stress affect job satisfaction and Turnover Intention in Public Hospital, Gianyar, Bali?

The loyalty imperative: Understanding the link between organizational culture and employee commitment

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