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Abstrak
Penelitian ini bertujuan untuk menguji anteseden kepuasan kerja terhadap kepuasan ker-
ja, pengaruh gaya kepemimpinan, komitmen organisasi dan kepuasan kerja terhadap in-
tensi keluar, serta apakah kepuasan kerja mampu memediasi hubungan antara anteseden
kepuasan kerja terhadap intensi keluar. Responden dalam penelitian ini adalah karyawan
yang bekerja di kantor konsultan di Semarang. Alat analisis yang digunakan dalam peneli-
tian ini adalah regresi berganda. Hasil penelitian menunjukkan bahwa gaya kepemimpi-
nan dan komitmen organisasi berpengaruh positif terhadap kepuasan kerja. Hasil lain
dari penelitian ini menunjukkan bahwa gaya kepemimpinan, komitmen organisasi dan
kepuasan kerja berpengaruh negatif terhadap intensi keluar. dengan terbuktinya pengaruh
gaya kepemimpinan, komitmen organisasi, dan kepuasan kerja terhadap intensi keluar,
maka sebaiknya manajer kantor konsultan menggunakan gaya kepemimpinan yang cocok
dengan karyawan, berusaha meningkatkan komitmen organisasi agar karyawan merasa
menjadi bagian dari organisasi dan berusaha mempertahankan keanggotaan dalam or-
ganisasi, serta meningkatkan kepuasan karyawan agar dapat mengurangi intensi keluar
karyawan.
How to Cite: Srimindarti, C., Oktaviani, R. M & Hardiningsih, P. 2017. Antecedents of Job Satisfaction and the Influence on
Turnover Intention. Jurnal Dinamika Manajemen. 8 (2): 177-187.
Correspondence Address ISSN
Jalan Kendeng V Bendan Ngisor Semarang, Indonesia 2086-0668 (print) 2337-5434 (online)
E-mail: ceaciliasrimindarti@gmail.com DOI: 10.15294/jdm.v8i2.12758
Jurnal Dinamika Manajemen, Vol. 8, No. 2, 2017, 177-187
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al., 2005). This study examined the influence pected to give contribution to human resource
of organizational variables such as leadership science especially those associated with turno-
style and individual variables such as organiza- ver intention.
tional commitment to the job satisfaction. The
employee who feels more suitable against his Hypothesis Development
authority’s leadership style will increase job sa- This research was conducted on the basis
tisfaction, otherwise if the employee feels un- of the attribution theory that explains factors
comfortable, authority’s leadership style will that causing a personal behavior. Attribution
lead to higher dissatisfaction with the job. Some theory was used to explain the influence of job
studies found a leadership style had positive ef- satisfaction, leadership style and organizational
fect on job satisfaction ( Joo & Ready, 2012; Ba- commitment on turnover intention. This theory
teh & Heyliger, 2014; Long et al., 2014; Mehrad explains how someone relates the causes of the
& Fallahi, 2014; Siddiqui & Jamil, 2015; Sun et behavior of others as well as himself. A person’s
al., 2016). motifs for doing certain actions can be sourced
Another factor that can influence job sa- from internal (dispositional attributtions) and
tisfaction is organizational commitment. Or- external or situational attributtions. The internal
ganizational commitment is a psychological causes tend to be directed at individual behavio-
construct where there is a relationship charac- ral aspects, something that already exists within
teristics between the organization member oneself as a personal nature, self-perception,
with the organization and had implications for ability and motivation.
an individual’s decision to continue its mem- While external causes are more likely di-
bership in the organization (Meyer & Allen, rected at the environment that affects a person’s
1991). If employees have a strong commitment behavior, such as social conditions, social values
to the organization, it is illustrated that the emp- and social perceptions. Based on this theory, the
loyees will be satisfied with the job, which will decision of an employee’s actions to leave her/
make the employees decide to continue their his institution or to choose to retain jobs can be
membership in the organization. Several studies caused by individuals internal factors as well as
found that an organizational commitment had environmental factors. Above explanation pro-
positive effects on the job satisfaction (Anis et vides theoretical support to the notion that the
al., 2011; Adekola, 2012). The different results employees’ individual factors and organizatio-
found that affective organizational commitment nal factors may influence the employees deci-
had no effect on job satisfaction (Gangai & Ag- sion to leave the organization or keep their job.
rawal, 2014). Such support is explained by looking at the root
Based on the description above and on cause of an employee leaving their job or remain
the basis of the reviews of previous studies, the- in the organization.
re are several factors that influence the turnover
intention. The high turnover intention in the The Influence of Job Satisfaction on Turnover
organization causes more potential costs such Intention
as fee covers the training cost that has been in- Robbins and Judge (2013), defines job sa-
vested in the employees and the recruiting and tisfaction as positive feelings about a job, which
retraining cost. The motivation of this research is the impact or results of the job various aspects
is provided a solution for manager to decrease evaluation. Meanwhile, Wood et al. (1998) de-
turnover intention. This study aimed to examine fines job satisfaction as the extent to positively
the influence of organizational variables such as or negatively individual feelings about their job,
leadership style and individual variables such which is a person’s emotional response to the
as organizational commitment and job satis- task as well as the physical and social conditions
faction on turnover intention. This study is ex- in the workplace. Job satisfaction can be measu-
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Jurnal Dinamika Manajemen, Vol. 8, No. 2, 2017, 177-187
red by using Job Descriptive Index (Robbins & appointed by the company, but has the ability
Judge, 2013). to influence others (Robbins & Judge, 2013).
Job satisfaction is one of the factors that There are different styles of leadership. Previo-
may affect turnover intentions. Job satisfaction us studies that examine the effect of leadership
is defined as a positive feeling on the job, which style on turnover intention found the results as
is the impact or results of the work done using follows: democrative leadership style has nega-
various aspects of evaluation (Robbins & Jud- tive effect to the turnover intention. When the
ge, 2013). If the employee is satisfied with his leaders appreciate each member of the organi-
job, he assesses their work more positively. This zation style,characteristics and capabilities, the
condition will decrease the turnover intentions. leader always involves the employee in decision
However, if the employee was not satisfied with making when facing problems. The employees
his job, the opposite situation will occur and feel appreciated so the turnover intentions will
turnover intention will increase (Fitriany et be low (Puni et al., 2016).
al., 2011). Research conducted by Saeed et al. Another research by Long et al. (2012),
(2014) found that a job satisfaction had a nega- found that a transformational and transactio-
tive effect on turnover intentions (Fitriany et al., nal leadership styles affect the turnover intenti-
2011; Mahdi et al., 2012; Sutanto & Gunawan, on. The results of the study implies that when
2013; Khan & Aleem, 2014) a leader has a transformational style, he has a
Based on the description above and on capability to direct the employees on sensitivity
the basis of a previous studies review, it can be training and organizational development and he
concluded that job satisfaction, leadership style is able to transform the organization’s resources
and organizational commitment influence the optimally in order to achieve the organization’s
turnover intention. So the first Hypothesis in objectives in accordance with the targets set.
this study is: Transactional leadership style encourages
H1: Job Satisfaction has negative effect on employee to work by providing the resources
Turnover Intention. and rewards in exchange for motivation, pro-
ductivity and achievement of the task. Amank-
The Impact of Leadership Style on Turnover In- waa and Tsede (2015), found that transforma-
tention tional leadership style has a negative effect to
Leadership style is a way for an authority the turnover intention. This means that if a lea-
to influence others or subordinates such a way der can oversee and direct employees to achieve
that the person is willing to do the authority’s objectives effectively, it will decrease the turno-
will to achieve organizational goals although ver intention. Based on the review studies and
personally it might displease. Consideration lea- explanations described earlier, the second hy-
dership style is a style that illustrates the close potheses proposed in this study is:
relationship between authority and employee, H2: Leadership Style has negative effect on
trust among them, kinship, appreciate to the Turnover Intention.
employee’s idea and the communication bet-
ween authority and employee. Leaders who have The Effect of Organizational Commitment on
a consideration style emphasize the importance Turnover Intention
of open communication with employee. Organizational commitment is the next
Leadership is an important factor in an or- factor that affects the turnover intention. (Par-
ganization, because by the good leadership or- ker & Kohlmeyer, 2005) defines organizational
ganizational goals can be achieved. Leadership commitment as the individual’s relative strength
is the ability to influence a group to achieve a identification on an organization and its involve-
goal, which means either formally appointed by ment in a particular organization. Three factors
the company concerned and informally is not are involved in the organization, namely: (1)
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Ceacilia Srimindarti, et al. / Antecedents of Job Satisfaction and The...
the certainty belief and acceptance of the values al. (2011) found that leadership style conside-
and organizational goals; (2) the desire to exert ration has positive effect on job satisfaction. If
every effort for the sake of the organization; and the leader is close to employees, respect to the
(3) a strong desire to remain a member of the employees opinion and to communicate openly
organization. would increase job satisfaction. Some previous
Member organizations have a high com- research found the influence of leadership style
mitment, the members of the organization are and organizational commitment to job satisfac-
motivated to be responsible with their work so tion and ultimately led to the turnover intention
they provides a good work which will lead to (Fitriany et al., 2011; Joo & Ready, 2012; Meh-
job satisfaction. So with job satisfaction they rad & Fallahi, 2014; Long et al., 2014; Bateh &
got from the organizations will minimize the Heyliger, 2014; Siddiqui & Jamil, 2015; Sun et
level of turnover intentions from the organi- al., 2016). Based on the basis of previous studies
zations (Biantoro & Sihombing, 2012). Some review and explanations described earlier, the
previous researchers found the results of the fourt Hypothesis proposed in this study is:
organization’s commitment to the turnover in- H4: Leadership Style has positive effect on Job
tention effect. Satisfaction.
The level of employees organizational
commitment can affect the turnover intention The Influence of Organizational Commitment
(Olawale et al., 2016). These results imply if the on Job Satisfaction
employees have a strong commitment to the or- Another factor influencing job satisfac-
ganization, it will affect on the decrease of tur- tion is the organizational commitment. Orga-
nover intention (Meyer et al., 2002; Salleh et al., nizational commitment is the extent to which
2012; Haryokusumo, 2012; Biantoro & Sihom- employees believe and accept the organizatio-
bing, 2012; Jehanzeb et al., 2013; Oktaviani & nal goals, as well as the desire to stay with or
Nurhayati, 2014; Saeed et al., 2014; Yasmin & leave the company ultimately reflected in ab-
Marzuki, 2015). Based on previous review stu- senteeism and employee turnover. If employees
dies and explanations, the third hypotheses pro- have a high commitment to the organization,
posed in this study is: the employees have confidence in the vision of
H3: Organizational Commitment has negati- the organization so they will be satisfied. Several
ve effect on Turnover Intention studies have found that organizational commit-
ment influences on employee job satisfaction
The Influence of Leadership Style on Job Satis- (Anis et al., 2011; Adekola, 2012). Based pre-
faction vious studies and explanations described earlier,
Robbins and Judge (2013) defines job the fifth hypotheses proposed in this study is:
satisfaction as a pleasant emotional state of a H5: Organizational Commitment Positively
person’s job ratings. One reason why emplo- Effect Job Satisfaction
yees are not satisfied with the job is incompa-
tible with his institutional authority leadership METHOD
style. When employees feel comfortable with
his authority’s leadership style it will increase The population in this study are emplo-
employee job satisfaction. Leadership style is a yees at the consulting offices in Semarang. The-
critical factor that determining employee satis- re are 14 tax consultant offices, 5 management
faction. consultant offices and 21 law consultant firms
Different leadership styles gives direct operating in Semarang. the category of popu-
or indirect impact on employee job satisfaction lation in this research is unidentified population
(Bogler, 2002; Heller et al., 1993; Alshahrani & so that the total number of employees is defi-
Baig, 2016). Research conducted by Fitriany et nitely not known. The sample in this study are
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Jurnal Dinamika Manajemen, Vol. 8, No. 2, 2017, 177-187
112 respondens using convenience sampling organization is a great place, maintain member-
method. The data in this study were obtained by ship in the organization, similarity employee
questionnaire. The data collection in this study and organization values, proud to be part of the
was obtained by distributing questionnaires di- organization, the organization inspires to work
rectly to the employees who work in consulting well, happy to join the organization, the orga-
offices in Semarang nization is the best place to work, care for the
organization.
Variables Operational Definition
Turnover Intention Job Satisfaction
Measured by the instrument developed Measured using Job Descriptive Index
by Donnelly et al. (2003) consisting of three sta- instruments, which was adopted from the JSS
tements including: actively looking for another ( Job Satisfaction Survey) by Spector (2001)
job, thinking to get out of work and looking for a which consists of five statements include: sala-
new alternative job. ries, promotions, benefits, communication and
co-workers.
Consideration Leadership Style
Measured using the instruments deve- RESULT AND DISCUSSION
loped by Gibson (2012) consisting of 5 items
statements include: the leader who is close Sample Information
to an employees, mutual trust between aut- Based on Table 1 there are 57.1% of fema-
hority and employees, the leader appreciate le and 42.9% male respondents. The next group
an employees’ idea, an authority appreciate based on education background showed that
employees’criticism and the leader communica- the majority of respondents had undergraduate
tes openly and fair with an employee. education level with the amount of 69.7%, fol-
lowed by diploma is 23.2%, graduate is 6% and
Organizational Comitment doctorate is 2%. Based on years of service it sho-
Measured by the instrument developed wed that the largest proportion of respondents
by (Mowday et al., 1979). The instrument con- worked 1-3 years is 63.4%, 4-6 years is 19.6%,
sists of nine statements such as: employees are 7-10 years is 13.4% and 3.6% who worked more
willing to work hard for the organization, the than 10 years.
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183
Jurnal Dinamika Manajemen, Vol. 8, No. 2, 2017, 177-187
decreased. This study found that employees’ the value of F test sig 0.000 was less than 0.05.
desire to quit the work could be sourced from It indicated that the model in this research fit to
employees internal factors accordance with the the data and the independent variable consisted
attribution theory (Fitriany et al., 2011; Mahdi with leadership style and organizational com-
et al., 2012; Sutanto & Gunawan, 2013; Saeed et mitment influence on job satisfaction. The adju-
al., 2014; Khan & Aleem, 2014). sted value of R square shows that the leadership
Hypothesis 2 testing showed that the lea- style ability and organizational commitment
dership style had negative effects to turnover in explaining job satisfaction is 41.6%, while
intention directly by the significant value 0.024 the remaining were influenced by other factors
(p ≤ 0.05) while the beta value is -0.003. The re- excluded in the model (Table 4).
sults of this study showedwhen employees felt The test results of Hypothesis 4 showed a
comfortable with the supervisor’s leadership positive effect of leadership style on satisfaction
style, it would have an impact on turnover inten- with the significant value 0.004 (p ≤ 0.05) and
tions decline. These results confirmed success- beta 0.043. This finding shows that if employees
fully the attribution theory which states that the felt comfortable with his supervisor’s leadership
employee’s behavior can be sourced from exter- style applied will influence in the increase of job
nal factors which in this study is represented by satisfaction (Fitriany et al., 2011; Joo & Rea-
the leadership style (Long et al., 2012; Amank- dy, 2012; Mehrad & Fallahi, 2014; Long et al.,
waa & Tsede, 2015; Puni et al., 2016). 2014; Bateh & Heyliger, 2014; Siddiqui & Jamil,
Testing of the Hypothesis 3 showed the 2015; Sun et al., 2016).
organization commitment had negative effect Testing the Hypothesis 5 shows the or-
to turnover intention directly by the significant ganizational commitment has positive effect on
value 0.008 (p ≤ 0.05) while the beta value was job satisfaction with 0,018 significant (p ≤ 0.05)
-0.038. This study showed if employees were while the beta value of 0.033. This result shows
committed to the organization, they would that if employees had a strong commitment and
maintain membership in the organization and still wanted to maintain membership in the or-
would not be looking for another job. This fin- ganization which would increase the job satis-
ding was consistent with the attribution theo- faction. Employees could complete all the work
ry which stated that the actions of employees in accordance with the commitments underta-
doing the turnover intention could be sourced ken so they would be more satisfied with their
from employees’ internal factors that was orga- jobs. The findings supported the study by (Anis
nizational commitment (Meyer et al., 2002; Sal- et al., 2011; Adekola, 2012).
leh et al., 2012; Biantoro & Sihombing, 2012;
Jehanzeb et al., 2013; Nazenin & Palupiningdy- CONCLUSION AND RECOMMENDATION
ah, 2014; Saeed et al., 2014; Yasmin & Marzuki,
2015). Based on the discussion can be conclu-
Model 2 examined the effect of leadership ded that job satisfaction has a negative effect on
style and organizational commitment to job sa- turnover intention, leadership style has a nega-
tisfaction. Based on Table 4, it could be seen that tive effect on turnover intention, organizational
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Ceacilia Srimindarti, et al. / Antecedents of Job Satisfaction and The...
commitment has a negative effect on turnover Limitations of this study lies in the coefficient
intention, leadership style has a positive influen- of determination is relatively low. Possible cau-
ce on job satisfaction and organizational com- ses of these results were being not including all
mitment has positive effect to job satisfaction, the variables that affect the turnover intention.
job satisfaction mediates the effect of leadership Therefore, the further study is recommended to
style on turnover intention, job satisfaction me- add a variable that is influential to the turnover
diates the influence of the organization commit- intention such as organizational circumstance,
ment to turnover intention. competence, performance and complexity of
The theoretical implications related to the task to be giving more complete description
this research are: job satisfaction, leadership sty- on turnover intentions.
le and organizational commitment have a nega-
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