The Effect of Work Involvement and Work Satisfaction to Employee

Turnover Intentions in Indonesia: Case Study in SCTV

Lia Amalia

, Agus Ramadani

, Deddy S. Bratakusumah

and R. A. Nurlinda

Economics and Business Faculty Esaunggul University

Keywords: Job Involvement, Job Satisfaction, Turnover Intention

Abstract: The purpose of this research is to bring involvement inemployees’ jobs and the company should be rewarded

as well with the feeling of satisfaction from the employees themselves. Furthermore, to acquire a sufficient

portion of job involvement from its employees, the company should put its trust to the employees. Hence, to

grant the employees with job satisfaction, the company should facilitate and provide comfortability and

opportunity for career development to accommodate the ability of its employees. This study is a descriptive

quantitative study. The method of analysis used is SEM (Structural Equation Modeling) with the employees

of PT. SCTV as the samples. The data were collected using a questionnaire, from the data, there were 150

employees of PT. SCTV who met the criteria to be selected as the respondents who would be used as the

samples of the research. In the result of the analysis part, it can be found that job involvement significantly

affects turnover intention and job satisfaction. On the other hand, job satisfaction does not significantly affect

turnover intention. The conclusion is the deeper job involvement of an employee, the smaller number of

turnover intention and the number of job satisfaction will increase.

1 INTRODUCTION

Toly (2001) mentioned that turnover intention should

be addressed as an important human phenomenon and

behavior in the life of the company from an individual

and social points of view, given that an employee

turnover intention will have a significant impact on

the company and its current employees, high turnover

intention has become a serious problem for

companies, and even some companies are frustrated

to learn that the recruitment process that has captured

qualified employees ultimately becomes useless

because the recruited employee has chosen a job at

another company. Lambert (2003) mentions that

work involvement is measured from the level of the

individual interest that provides the work in his life.

He thinks this is a person's psychological

identification with his work where an individual with

a high level of work involved will place work at the

center of his life's interest. Raziq (2014) mentions that

if employees are not satisfied with the task assigned

to them, they will beunsure of their ability. Factors

such as their rights, unsafe working conditions,

uncooperative co-workers, disrespectful bosses and

they are not considered in the decision-making

process thus causing them to feel separated from the

organization. Employee morale should be high

because it will be reflected in their performance

because,with low spirits, they will make a lower

effort to help the company.

In reducing turnover intention, a good

organization should be able to see work involvement

and job satisfaction of its employees. Simanjuntak

(2014) describes the work for employees should be so

much for them that employee engagement becomes

high and ultimately minimizes the chance of those

employees to look for other jobs. Research conducted

by Medina (2012) (variables of job satisfaction and

turnover intention) showed a negativecorrelation

between job satisfaction andlow turnover intention as

has been shown to improve productivity and

organizational performance.Tziner (2011) also found

that job involvement has an effect on job satisfaction

and that employment involvement also hasa negative

and significant effect on employee exit intention.

Lambert (2003) mentions that job involvement

negatively affects job satisfaction and turnover

intention. His study shows that the involvement to

important work influences job satisfaction and

turnover intention.

Simanjuntak’s research (2014) (variables of work

involvement and turnover intention) in the field of

Amalia, L., Ramadani, A., Bratakusumah, D. and Nurlinda, R.

The Effect of Work Involvement and Work Satisfaction to Employee Turnover Intentions in Indonesia: Case Study in SCTV.

DOI: 10.5220/0009952427632769

In Proceedings of the 1st International Conference on Recent Innovations (ICRI 2018), pages 2763-2769

ISBN: 978-989-758-458-9

2763

herbal medicine industry showed work involvement

has a negative and significant influence on employee

turnover intention. Previous researches on job

involvement, job satisfaction, and turnover intention

have been done a lot, but those researches are not

jointly tested in one research, and the object of the

researches conducted are not within the field of a

television company, namely PT. SCTV. So the

authors perceive that we still need to grow more

understanding on job involvement, job satisfaction,

and turnover intention and the authors put this idea

into suggestions for the next research object. Based

on the above research gap, the purpose of the research

to be achieved is to explain the effect of job

involvement and job satisfaction on turnover

intention.

2 LITERATURE REVIEW

2.1 Work Involvement

Noe, Hollenbeck, Gerhart and Wright (2011) describe

employment engagement as the extent to which

people identify themselves with their work. People

with high levels of job involvement consider their

work to be an important part of their lives. Liau and

Lee (2009) argue that employment involvement in

this modern economic era in particular also

contributes to the overall availability of human

resources. Cohen (2003) defined job involvement as

the internalization of values about the good of the job

or the importance of work for one's worth. Job

involvement as a level of the extent to which a

person's work performance affects his self-esteem

and the extent to which a person psychologically

identifies himself with his job or the importance of

work in his total self-image. Robbins (2003) argues

that work involvement is the level at which a person

relates himself, participates in it and assumes its

performance is important for its value. Employee

engagement is a participatory process that uses the

entire capacity of workers and is designed to

encourage increased commitment to the success of

the company. Yekty (2006) explains that job

involvement can show the integration of employees

to the company because the more an employee united

with the work, the more involved the employee will

be and he/she will want to spend more time in

his/herwork.

2.2 Work Satisfaction

Raziq (2014) explains job satisfaction as the

emotional orientation that employees have for their

roles to perform in the workplace. Job Satisfaction is

an important component of employee motivation and

encouragement for better performance. Ardana

(2012) states one of the causes of dissatisfaction in

work is employee unsuitability to work. Lack of job

training for employees can cause job mismatch.

Working training basically must be done by a

company considering no one can perform a task or

work well if it is not learned first. Jimad (2011)

explains job satisfaction is the biggest factor affecting

employees' intention to leave or stay in the company.

Job satisfaction is defined as a "security feeling" or

sense of security of employees to work both regarding

socio-economic (salary and social security) and

psychological perspectives, like getting the

moreadvanced opportunity. Fathoni (2006) says job

satisfaction is an emotional attitude that is fun and it

is able to make an employee lovehis/her job. This

attitude is reflectedthroughwork morale, discipline,

and work performance. This satisfaction is enjoyed in

work, out of work, and in and out of work

combinations. Job satisfaction in work is the job

satisfaction enjoyed in employees work by obtaining

the results of work goals, placement, treatment and

atmosphere of a good working environment.

Simanjuntak (2014) said five factors encourage the

creation of job satisfaction. These factors, among

others, are challenging jobs where employees tend to

prefer jobs that give them the opportunity to use their

skills, abilities and offer diverse tasks, freedom and

feedback on how well they work. Then the rewards

where the employees want the wage system

andpromotional policies are fair and in line with their

expectations. The important thing that connects

wages and satisfaction is not the absolute amount

paid, but the existence of justice. Further working

conditions are the working environment which is very

important for employees to personal comfort and to

facilitate the task. Then colleagues where for most

employees, work also fill the need for social

interaction. Therefore, friendly and supportive

colleagues will create job satisfaction. Moreover, the

last one is the suitability of work which where a high

fit between personality and worker will make an

individual more satisfied.

2.3 Turnover Intention

Hurley (2010) states that the Turnover Intention of

employees is something that is reasonable for the

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company's operations because if there is a transfer of

employees under five percent it is considered less

healthy. Employee shifting provides a dynamic

situation for a company by introducing employees

with new ideas, new abilities, and breakthroughs.

Mathis and Jackson (2009) also expressed the opinion

that Turnover Intention is a challenge faced by a

company. Work shift occurs when employees leave a

company,and its position must be replaced. Outgoing

employees can be caused by company policy or

employee's desires. Harnoto (2002) also states

Turnover Intention is the level of intensity of the

desire to get out of the company, many reasons that

cause turnover intention is the desire to get a better

job. The opinion is also relatively similar to the

opinion expressed earlier, that the intention of

turnover is basically a desire to leave (out) of the

company. Toly (2001) argues that turnover intention

is the attitude or level tendency in which an employee

has the possibility to leave the organization or

voluntarily resign from his job. Chen and Francesco

(2000) measure intentional turnover by looking at

situations within the company that are less

comfortable that cause employees to have a mind to

leave the company, the desire to look for other jobs

and the desire to leave the company in the coming

months.

3 HYPOTHESIS

Faslah (2010) found that job involvement had a

negative and significant effect on employee

outsourcing and work involvement was able to make

employees work together well. Similarly, Sumarto

(2009) found that high employee involvement proved

to be able to increase job satisfaction and able to damp

turnover intention of the employee. According to

Blau and Boal (1989) in Kartiningsih (2007) work

involvement in practice related to the level of

absenteeism, the application rate of stop working and

the will to participate in teams or working groups. If

the level of work involved is not addressed, it will

result in high absenteeism and high turnover intention

(Robbins and Caulter, 2007). From the results of this

study, it shows that there is significant influence

between work involvement on turnover intention at

PT. SCTV.

From the above description the authors propose a

hypothesis:

H1: The greater the employee's involvement in his

work the lower the turnover intention.

Nasution (2009) mentioned job satisfaction proved to

have a significant influence on the employee's desire

to get out. Ayodogdu and Asikgil (2011) found that

job satisfaction negatively and significantly affects

the employee's desire to leave the company. The

negative relationship between job satisfaction with

leaving out intentions means that if employment

satisfaction increases, it decreases employee’s desire

to leave the company. Handoko (2006) in

Simanjuntak (2014) job satisfaction affects employee

turnover and absenteeism. The company can expect

that if job satisfaction increase, employee turnover

and attendance decrease. Employees will not be easy

to leave the company and then look for opportunities

in other companies. From the results of this study,it

showsthat there is significant influence

between job

satisfaction on turnover intention at PT. SCTV.

From the above description the authors propose a

hypothesis:

H2: The more satisfied the employee towards his

work the smaller the turnover intention.

Khan and Nemati (2011) and Putri (2010) found that

job involvement had a positive effect on job

satisfaction. Sumarto (2009) got the result that high

employee involvement proved to be able to increase

job satisfaction and able to dampen the intention of

the employeeto leave out. Makvana (2008) mentioned

that employees with high levels of job involvement

showed high levels of job satisfaction. Brown (1996)

in Mantler and Murphy (2005) observed that people

with high work involvement tend to be satisfied with

their work and have a high commitment to their

careers, profession, and their organization. From the

results of this study, it showsthat there is significant

influence between work involvement and job

satisfaction at PT. SCTV.From the above description

the authors propose a hypothesis:

H3: The greater the employee's involvement in the

company, the greater the employee's job satisfaction

with the company

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4 METHODS

Analysis method in this research uses Structural

Equation Modeling (SEM) method. The sampling

process was performed using the Maximum

Likelihood Estimation (MLE) technique, which was

an effective sampling technique for samples ranging

from 100 to 420 samples (Ferdinand, 2002). Data

measurement method uses a Likert scale with scale

interval one to ten. The aspects studied job

involvement, job satisfaction and turnover intention.

Research started in August 2017 with quantitative

descriptive analysis research method by adopting a

causality model to see the relationship between

variables. This research conducted on permanent

employees of PT.SCTV with a sample of 150

respondents. Analysis results are then interpreted, and

the last step was concluded and given suggestions.

4.1 Measurement

In this research, there is one exogenous variable that

is the turnover intention and two endogen variables

that arejob involvement and employee job

satisfaction. Measurement of turnover intention

variable appliesthe dimensions of Chen and

Francesco (2000) whose dimensions consisted of the

thought of exit, the desire to seek other vacancies, and

the desire to leave the organization in the coming

months. Employment involvement variable uses the

dimensions of Lodahl and Kejner (1985) consisting

ofa large indicator of expectations for work, high

emotional involvement in work, a great sense of

responsibility for work, preparedness for duty, pride

in employment, and ambition for mobilityover

mobility. Employee job satisfaction adapts the

dimensions of Luthans (2006) consisting of salary,

promotional opportunities, peer relationships,

supervision, and work environment. Furthermore,

from the measurement dimensions presented in the

form of questionnaires, we tested the validity and

reliability. Confirmatory Factor Analysis does the

validity test by looking at Kaiser-Meyer-Olkin

Measure of Sampling (KMO) and Measures of

Sampling Adequacy (MSA). In this test, the value

obtained must be greater than 0.5 which means that

the factor analysis is appropriate or appropriate for

use, and can be further processed (Malhotra, 2004).

The job engagement scale consists of 5 questions, and

there are only 3 valid questions, the job satisfaction

scale consists of 6 questions and only 4 valid

questions,and the turnover intention scale consists of

3 questions,and they are all valid. Test reliability

value of Alpha Cronbach is greater than> 0.6 which

means reliable (Anindita and Hasyim, 2009), which

can be said operational-operational organizational

climate involvement, training and employee

performance can be said as a reliable data collection

tool in research. The next stage, our data was

analyzed by using SEM analysis method. SEM can

explain the complex association of variables as well

as the direct or indirect effects of one or several

variables on other variables (Hair, 2008).

5 RESULT

Our research focuses on the influence of job

involvement, job satisfaction, and intention turnover

where the results show that of the three hypotheses it

was obtained two data supporting the hypothesis and

one data was not supporting the hypothesis or not all

hypotheses are accepted, as we have done SEM

testing. It can be seen in Figure 2 as follows:

Figure 2

Path Diagram T-Value

Based on Figure 2 the T-Value Path Diagram above

which is a hypothesis in this study is presented in the

following structural equation.

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Hypothesis

Statement

Hypothesis

Value

Description

Hypothesis

Statement

Hypothesis

Value

Description

The greater

the

employee's

involvement

in his work,

the lower

the

employee

turnover

intention

2,84

The data

support the

hypothesis

The more

satisfied

employees

to their

work the

smaller the

turnover

intention.

-0.36

The data do

not support

the

hypothesis

The greater

the

employee's

involvement

in the

company,

the greater

the

employee's

job

satisfaction

with the

company.

10.96

The data

support the

hypothesis

In the result of the first hypothesis testing (H1), it

was found that the result of the analysis support H1

hypothesis that employee engagement would lower

turnover intention of the employee which equals to

2.84. This shows that turnover intention is influenced

by good work involvement. Like the better the

involvement of work within the company, the lower

the turnover of employee intention will be. This result

is reinforced by previous research conducted by Blau

(1889) in Robbins (2003) which found that high

levels of work involvement have been found to be

related to lower absenteeism and lower stopping

rates. Similarly, Sumarto (2009) found that high

employee engagement proved to decrease employee

turnover intention.While Faslah (2010) found that job

involvement had a negative and significant impact on

employee intentions.

Results of testing the second hypothesis (H2),

found that the analysis does not support the

hypothesis H2 of which valueis -0.36. This shows that

turnover intention is not influenced by job

satisfaction. The lower the job satisfaction of

employees the higher the turnover intention of

employees working on SCTV. Job satisfaction on

permanent employees of PT. SCTV is so low that it

impacts turnover intention, this is not in accordance

with the statements of Kuruuzum et al. (2009) and

Sharagay and Tziner (2011) who found that job

involvement had a positive effect on job satisfaction

on employees.

Nasution (2009) which mentions job satisfaction

proved to have a significant influence on the desire of

employees to leave their job. However, in research

conducted by Ayodogdu and Asikgil (2011), it was

found that job satisfaction negatively and

significantly influence the employee's desire to leave.

The negative relationship between job satisfaction

and out-of-pocket intentions means that if a person's

job satisfaction increases, it further decreases his

desire to leave the company. Satisfaction is a form of

feeling that someone has more value for his company.

When employees feel satisfaction in their jobs,

employees will expect the company to meet whatever

is needed by them and whether they receive adequate

facilities or not. Jimad (2011) says job satisfaction is

the biggest factor that affects employees' intention to

leave or stay afloat in the company. The authors find

that job satisfaction does not affect the turnover

intention. This may be caused by several things,

according to the authorsthis can occur because the

form of satisfaction given is sufficient in accordance

with the level of ability of employees. Another thing,

employees feel that it is enough to be trusted to do the

job well. The last one according to the authors is

because employees feel that the important thing that

can make them survive is not job satisfaction from the

company alone, it could be from the work

environment or the compensation and benefits they

earn which is enough to be able to meet their life

needs. Result of testing of the third hypothesis (H3),

found that result of analysis support hypothesis H3

that is good employee engagement will make

employees’ job satisfaction bigger or equals to 10.96.

This indicates that job involvement is influenced

by good job satisfaction. This result is reinforced

from previous studies conducted by Makvana (2008)

who found that employees who have high levels of

job involvement indicate a high level of job

satisfaction. Brown (1996) in Mantler and Murphy

(2005) also add that people with high work

involvement tend to be satisfied with their work and

have a high commitment to their careers, professions

and organizations.

Diefendorff et al. (2006)state that Job

involvement is an important factor in other work-

related attitudes such as job satisfaction. People with

high working involvement will focus most of their

attention on their work so that they become totally

immersed and enjoy the job. This is a person's belief

in his job and a function of how much work can

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satisfy one's desires. The results of this study are in

line with this and support the results of researches

Khan & Nemati (2011) and Princess (2010) who

found that job involvement positively affect job

satisfaction.

5.1 Managerial Implications

This study discusses the factors that influence work

involvement, job satisfaction, and good turnover

intention in PT. SCTV. In an organization, employees

are important aspects and assets that must be

maintained and cared for because the employee is the

driver of all the processes that exist within the

organization. Therefore, it is important for an

organization to create comfortable conditions, respect

each other, provide opportunities and employment

opportunities to all employees and sufficient

circumstances so that employees will feel happy in

working and eventually have a high commitment.

Because basically with the involvement and high

satisfaction of employees, the results expected by the

organization will also be better. Managerial

implications that can be suggested are the company

can increase employment to the employees in

PT.SCTV, the company must also be able to convince

and provide opportunities for all employees to work

and trust each other against their colleagues. Because

in this industry all work is very specific and when the

program runs employees will all be combined into a

solid team in running all of their duties. Basically, this

company must really understand the needs of

employees not only materially but also

psychologically for each of its employees so that such

employee can play an active role in his work. The

company should design new standard operating

procedures (SOP) to ensure the level of satisfaction

with the values of employee work. SOP is important

in implementing all stages of work on the employees

of PT. SCTV, because the SOP, of course, can make

uniformity of all programs in the implementation of

the work so that the lack of possible coordination can

make mistakes in the work itself.

The company also needs to facilitate and provide

comfort as well as able to provide more career

opportunities to the employees in order to develop

their skills to reduce employee turnover intention

from the company. The issue which, of course, affects

the improvement of employee satisfaction is rewards

and relationship with the management. The

management can increase the rewards for employees

‘achievement. In addition to maintaining

relationships with employees, it is also important to

manage employee job satisfaction and continue to

increase it. It can be done by holding a family

gathering and the like. The management can also

provide motivation and give direction so that

employees grow the feeling of having the company

and generate personal commitment to achieving

common goals with the management. A comfortable

working environment will also make employees feel

comfortable in the workplace and can continue to

improve employee performance in the company.

5.2 Limitations of Research

This study has some limitations that can be

considered for further research. This research uses

questionnaires as a measuring tool to save time and

energy. However, the questionnaires have usual

limitations are,i.e. dealing with the filling ofthe

question. One of those limitations is the authorsmust

spend quite a long time towait for the respondents to

filling in the questionnaires because if they are not

observed there will be the possibility thatthe

respondents do not fill in the question based on their

truth condition or just fill them all based on ideal

conditions expected by them instead of the actual

conditions that are happening.This can cause the

measurement used does not describe the variables

significantly. Also, there are limitations of variables

in this study which only discuss job involvement, job

satisfaction and turnover intention.

5.3 Suggestions for Further Research

Based on the above explanation we can put forward

some suggestions that can be given to permanent

employees of PT. SCTV for the sake of progress in

all television programs and progress of the company.

The authors hope that presumably as employees, they

can give the good value of work and maintain good

cooperation in order to get maximum result of their

work and to be able to be more creative in presenting

more broadcasted programs to the society so that

society will find those things (entertainment

programs) are positive for their everyday life.

Moreover, the company should give more

opportunity to its employees to be able to give

ideas,and insights and develop new innovation that

can help the success of the company.

This study is still very limited because it only

examines the extent of the influence of job

involvement, job satisfaction and turnover intention.

More researcheson the analysis of job involvement,

job satisfaction affecting turnover intention arestill

possible to be further developedin the future. Thus,

future researches are suggested to add new variables

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such as organizational commitment, organizational

culture, leadership, work stress and work

environment that can influence turnover intention

which are of course should be tailored to the object of

the researches.

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