The Inﬂuence of Work Life Balance to Turnover Intention Mediated by

Job Satisfaction to Millennial Generation in Indonesia

Radhiatul Hayati Putri

Master Program Study of Human Resource Development, Postgraduate School of Universitas Airlangga, Campus B Jl.

Airlangga No.4-6 Surabaya, Indonesia

Keywords:

Work Life Balance, Job Satisfaction, Turnover Intention, Millennial Generation.

Abstract:

This study discusses the effect of work life balance on turnover intention which is mediated by job satisfaction

among millennial generation in Indonesia. This research categorizes as conclusive research which aims to

test hypotheses and relationships between variables through data collection, data processing, and data analysis

in order to form working conclusions. This study uses a quantitative research method with a cross sectional

approach, using instrument in the form of a questionnaire distributed online through various social media

platforms. Respondents in this study were 150 millennial generation born between 1981-1997, who work in

various industry sectors in Indonesia. The results showed that work-life balance had no signiﬁcant effect on

turnover intention, while also had a direct and signiﬁcant effect on job satisfaction. Meanwhile, job satisfaction

had a direct and signiﬁcant effect on turnover intention in the millennial generation in Indonesia. In addition,

this study also found that job satisfaction partially mediates the relationship between work life balance and

turnover intention among millennial generation in Indonesia.

1 INTRODUCTION

The changing era and the development of global-

ization have brought about shifts in organizational

structure, including aspects pertaining workers or hu-

man resources, which are the most important assets

of an organization. Today, workplaces experience a

change in composition where old employees gradu-

ally start retiring and are replaced by a generation

of fresh graduates who will begin their professional

career journey. In general, the world workforce is

composed of four generations of worker, namely The

Baby Boomer (those born during post-World War II

between 1946-1964), Generation X (those born from

1965 to 1980), Gen Y or better known with the term

Millennial which is exclusively aimed at those born

between 1981 and 1997, and Gen Z, those born after

1997 (Smith, 2016).

This research focuses on generation Y, given the

composition of the workforce at this time began to be

dominated by their generation. In August 2018 the

total workforce of three generations (Baby Boomer

Gen, Gen X and Gen Y) in Indonesia amounted to

124,004,950, with Generation Y totalling 57,438,983

or 42% of the total workforce (Central Statistics

Agency, 2019). The results of the study on changes

in the generational composition of labour shows that

generation differences signiﬁcantly inﬂuence job sat-

isfaction, turnover intention, and organizational com-

mitment (Costanza et al., 2012).

Generation Y grew up at a time of rapid tech-

nological explosion, the emergence of the internet,

economic liberation, the proliferation of social media

sharing, etc. It has a big role in forming their person-

alities as individuals who are free, fun-seeking, and

risk-taking. Their values, ethics and work style are

very different from the previous generation (Naim and

Lenka, 2017). These millennial workers have the de-

sire to continue to improve their abilities and compe-

tencies to continue to be able to compete in the world

of work. (Naim and Lenka, 2017). This has an impact

on the emergence of the desire to continue to look

for opportunities to get jobs that are considered more

proﬁtable.

Strick competition in labour market and the vari-

ous beneﬁts offered by competitors are increasing the

turnover rate in the millennial generation. Millennial

workers are the right target, because they are known to

have a low level of loyalty to the organization. When

companies cannot meet their expectations, they easily

make the decision to quit their jobs and look for an-

other one. Based on a survey conducted by Delloitte

Putri, R.

The Inﬂuence of Work Life Balance to Turnover Intention Mediated by Job Satisfaction to Millennial Generation in Indonesia.

DOI: 10.5220/0009866501630171

In Proceedings of the International Conference on Creative Economics, Tourism and Information Management (ICCETIM 2019) - Creativity and Innovation Developments for Global

Competitiveness and Sustainability, pages 163-171

ISBN: 978-989-758-451-0

163

Consulting on Indonesian millennial workers in 2018,

it was found that 43% of millennial workers who were

dissatisﬁed with their work planned to leave after 6-

24 months of work and only 28% wanted to stay for

more than 5 years.

The turnover phenomenon certainly has a negative

impact on the organization, because the it must incur

additional costs to recruit and train new employees.

Basically, turnover can be predicted even before the

employees actually quit their jobs, which can be mea-

sured through turnover intention.

(Lobburi, 2012)) states that turnover intention is

an act of employees in the form of a mind to stop

working due to experiencing dissatisfaction, discom-

fort, and a decrease in commitment to the organiza-

tion. The amount of turnover intention of employees,

especially millennial workers is motivated by the high

desire to obtain balance in personal and professional

life or better known as work-life balance.

Work-life balance is an individual’s perception

that the activities of work and activities outside of

work life are balanced and in accordance with the

desired life priorities, so that the individual can be

said to have achieved life satisfaction (Kalliat and

Brough in Simard 2011). Someone is considered to

have achieved balance if they have enough time to

fulﬁl their obligations in their work life and personal

life without having to bother to balance both sides of

life, so that they feel comfortable being on the right

personal and professional path (Sirajunisa and Pan-

chanatham, 2010).

Many millennial workers have difﬁculty balanc-

ing work life with their personal lives. One of the dif-

ﬁcult causes of achieving work-life balance, namely

because of their internal struggle about the role they

have. Role conﬂict occurs when many demands from

work and personal life do not support each other, so

one’s involvement in one role inhibits involvement

in other roles. Conﬂict can also occur if someone’s

obligations for their role in work and personal life in-

terfere with each other. This is because, as is well

known, generation Y has very high hopes of being

able to realize work-life balance in their lives, in ac-

cordance with their jargon to ”work hard, play hard”.

(Robbins and Judge, 2011) said that individuals

with good work-life balance tend to show 21% bet-

ter performance than those who do not. Nielsen In-

donesia in 2012 conducted a survey of 500 respon-

dents who were employed in various companies, and

the results showed that work-life balance is an impor-

tant factor after ﬁnance that affects employees to stay

within their jobs. Jobstreet Indonesia in 2014 also

conducted a survey of which the results showed that

work-life balance had a percentage of 85% as a fac-

tor that led to employee turnover. This is supported

by research conducted by Watson Wyatt Managing

Consultants and quoted by Evangelista et al. (2009)

which states that on average employees decide to quit

their jobs because they want a better opportunities to

achieve a desired balance in their lives.

In addition to having an impact on employee

turnover, the imbalance between work and life out-

side of work also affects the level of job satisfaction.

Job satisfaction can be interpreted as a perception and

sense of achievement of a job well done or that it pro-

vide a valuable fulﬁlment that is considered impor-

tant in the workplace (Hollenbeck et al., 2018). Spec-

tor (1997), quoted by Octaviani (2015), assesses job

satisfaction as an accumulation of individual feelings

and attitudes related to various aspects of the work,

such as salary, promotion, supervision, beneﬁts, oper-

ational conditions, colleagues, appreciation, nature of

work, and communication.

Satisfaction in work can be achieved if there is a

balance between what is expected by employees and

what they are receiving in doing their work. Em-

ployee job satisfaction is one of the important aspects

that need to be considered in an effort to improve the

quality of a company’s human resources; when em-

ployee job satisfaction is met, they will tend to have

higher motivation to work, otherwise dissatisfaction

will result in high turnover, absence, strikes, and other

negative actions that can adversely affect the com-

pany.

2 LITERATURE REVIEW

2.1 The Millennial

Gen Y or better known as Millennial Generation

which is exclusively aimed at those born between

1981 and 1997 and Gen Z, those born after 1997

(Smith, 2016). The term millennial is given to gen Y

because they are the generation that has experienced

the new millennium and grew up in an all-digital era

(Kaiﬁ et al., 2012). The era where the millennials

grew has a big role in forming their personalities as

individuals who are free, fun-loving and risk-taking.

Their values, ethics, and work style are considered

very different from the previous generations (Naim

and Lenka, 2017). These millennial workers have the

desire to continue to improve their abilities and com-

petencies to thrive and be able to compete in the work-

place. (Naim and Lenka, 2017). This has an impact

on the emergence of the desire to continue to look

for opportunities to get jobs that are considered more

proﬁtable.

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164

Millennials really value freedom and work-life

balance in their lives (Macky et al., 2008). They

are more concerned with family and personal life,

therefore they really need a workplace that supports

work-life balance. (Myers and Sadaghiani, 2010)

suggest that the millennial needs of work-life balance

greatly inﬂuence their commitment and dedication to

the company.

2.2 Work Life Balance

The term work-life balance is generally used as a

more comprehensive form to explain policies that

were previously known as family friendly, but now

the meaning has expanded and exceeded the scope

of the family. Basically work-life balance can be in-

terpreted as a balance between work life, career, and

ambition with non-work life such as family, pleasure,

leisure, and health (Amjad Ali et al., 2014). Whereas

(Delecta, 2011) proposes work life balance as an in-

dividual’s ability to fulﬁll work demands and respon-

sibilities as well as family harmony, in the sense of

how individuals can share time fairly for families and

work affairs. Work-life balance speaks of the effec-

tiveness in managing attitudes in work and all other

activities that are considered important in someone’s

life, such as family, social interaction, personal devel-

opment, vacation, and recreation (Noor, 2011).

Based on several deﬁnitions of work-life balance

above, it can be concluded that work-life balance is

the intention of individuals to be able to balance and

allocate their time in carrying out their roles in work

and personal life, where such ideal will be achieved

when work life and personal life are balanced without

conﬂict between roles in their respective implementa-

tion.

Fisher, Stanton, Jolton & Gavin (2003) divide

work-life balance into three dimensions, namely:

1. Work Interference with Personal Life (WIPL)

This dimension deﬁnes the extent to which an in-

dividual’s work can interfere with his personal

life. Interference occurs when work pressure re-

quires individuals to fulﬁll it, so that their role in

the family becomes disturbed.

2. Personal Life Interference with Work (PLIW)

This dimension shows the extent to which an indi-

vidual’s personal life can interfere with his work

life. Interference occurs when the pressure to play

a role in a personal life demands too much out of

someone so that their role in work becomes difﬁ-

cult to fulﬁll.

3. Work / Personal Life Enhancement (WPLE)

This dimension deﬁnes the extent to which an in-

dividual’s personal life can improve and inﬂuence

the individual in doing their work, and vice versa

to what extent the individual’s work can have a

positive inﬂuence on his personal life. Each item

of this dimension is a positive effect derived from

work that supports personal life, such as boosting

energy or increasing enthusiasm.

2.3 Job Satisfaction

(Kreitner and Kinicki, 2014) deﬁne job satisfaction as

an attitude shown by employees toward work that in-

cludes positive as well as negative behaviours. In line

with (Robbins and Judge, 2011) which states job sat-

isfaction as the general attitude of individuals to their

work. Someone with a high level of job satisfaction

will inspire positive behaviour in their work and vice

versa.

Furthermore, Spector (1997) quoted by Novian-

dini (2014) deﬁnes job satisfaction as the degree of

pleasure someone has towards their work, how some-

one feels toward their work and other aspects related

to work. Satisfaction will encourage someone to be-

have towards their work so that it will positively affect

the company or organization. Meanwhile Robbins &

Judge (2011), deﬁnes job satisfaction as a form of

positive feelings towards a job, which is a manifes-

tation of various aspects of the work. Job satisfaction

is an assessment and an individual’s attitude towards

their work and is related to the work environment,

type of work, as well as colleagues and social rela-

tionships at work.

2.4 Turnover Intention

Expert opinions varied on the notion of turnover in-

tention, as stated by Fishbein and Ajzen in an ar-

ticle by (Bothma and Roodt, 2013), turnover inten-

tion is the intent of a worker who plans to leave

their job. Whereas Cho and Son (2012) opined that

turnover intention is the behaviour of employees who

tend to want to leave the organization of their own

volition. (Lobburi, 2012) said turnover intention is

an act of employees in the form of a though to stop

working due to experiencing dissatisfaction, discom-

fort and decreased commitment to the organization.

Whereas Wiesberg quoted (Padma and Reddy, 2014)

said turnover intention as a sign to stop working, not

an actual action to quit work.

Therefore, it can be interpreted that the con-

cept of turnover intention is different from turnover.

Turnover intention to employees is only limited to de-

sire or motif from the employees to quit their jobs

and ﬁnd others that are considered more suitable. In

other word, turnover intention is the perception of em-

The Inﬂuence of Work Life Balance to Turnover Intention Mediated by Job Satisfaction to Millennial Generation in Indonesia

165

ployees to stop working while turnover is a realiza-

tion of that desire. Various studies show that inten-

tion turnover is the best predictor of the actual ac-

tion. Thus, turnover intention is a very decisive stage

before turnover actually happen (AlBattat and Som,

2013).

Akhsanu (2012) suggested several factors that in-

ﬂuence the occurrence of turnover, namely: age, du-

ration of work, level of education, organizational

engagement, job satisfaction, and corporate culture.

While indications of the behaviour of employees who

have desires to quit can be marked by increased ab-

senteeism, laziness, dislike and protests against su-

periors, to an increase in violations of work order

(Gecko and Fly, 2010).

3 RESEARCH METHODOLOGY

This research can be categorized as a conclusive re-

search which aimed to test hypotheses and relation-

ships between variables. This study used a quantita-

tive research method with a cross sectional approach,

which is to look at and examine information from var-

ious cases at a given time and only done once until

the researcher ﬁnds answers to the research questions.

Using the question sheet (questionnaire) as the main

instrument research, the research utilized a Likert-like

scale. Data collection was carried out by distributing

questionnaires online on various social media plat-

forms.

Data analysis in this study was carried out using

the analysis software SPSS application to run a path

analysis. Path analysis is used to analyse patterns

of relationships between variables (Sri and Maharani,

2013). This method aimed to determine the direct

or indirect effects of the independent variables on the

dependent variables. This analysis used software as-

sistance with the provisions of the F test on Alpha =

0.05 or p≤ 0.05 as the F signiﬁcance level (sig. F).

Whereas for the T test the Alpha signiﬁcance level =

0.05 or p≤ 0.05, the code (sig. T) is raised where it

is used to see the signiﬁcance of the indirect inﬂuence

of the independent variables on the dependent ones.

3.1 Research Hypothesis

The hypothesis in this study illustrates the relation-

ships seen in the model research in Figure 1. The

formulation of the hypothesis is:

H1: Work Life balance has a signiﬁcant direct

effect on turnover intention among the millennial

generation in Indonesia.

H2: Work Life balance has a signiﬁcant direct effect

Figure 1: Research Model.

on job satisfaction among the millennial generation

in Indonesia.

H3: Job satisfaction has a signiﬁcant direct effect on

turnover intention among the millennial generation in

Indonesia.

H4: Work life balance signiﬁcantly inﬂuences

turnover intention through job satisfaction among the

millennial generation in Indonesia.

The work life balance theory used in this study

refers to the theory of Fisher-McAuley (2003) which

was then validated by Hayman (2005) in the Psycho-

metric Assessment of Instruments Designed to Mea-

sured Work Life Balance. This theory is used to

measure all three dimensions of work life-balance

variables, namely the work of interference on per-

sonal life, personal life interference on work, and

work/personal life enhancement. As for the variable

job satisfaction, it was referring to the indicator de-

veloped by Warr et al. (1979), which consist of 16

indicators. While, for the turnover intention variable,

it was referring to the indicator developed by Lance

(1988) which consists of three indicators, namely the

intention to stop, the desire to ﬁnd a new job, and the

employees willingness to found and accept a higher

income offer.

3.2 Population and Sample

Population is an object / subject that has certain char-

acteristics in common set by the researcher with the

intention to be studied in order to be able to then draw

conclusions based on information obtained (Sugiy-

ono, 2012). The population in this study was the mil-

lennial generation in Indonesia (22-38 years old). The

sample should ideally be able to represent the true

characteristics of the population. To determine the

number of samples in this study, researchers used the

sampling method from Hair, Black, Babin, Anderson,

and Tatham (2006), namely by multiplying the num-

ber of question items in questionnaire by ﬁve. The

total questions contained in the questionnaire used in

this study were 30 questions. Therefore, the minimum

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166

number of samples from this study is 30x5 = 150 peo-

ple. The sample criteria used in this study were work-

ers who were also millennials born in 1981-1997 from

both gender in Indonesia.

The sampling technique in this study used the

Probability Sampling (Random Sample) technique by

means of Simple Random Sampling¸ which is sam-

pling randomly. All millennial generations in Indone-

sia (ages 22-38 years) have the same opportunity to

be sampled in this study.

4 RESULT AND DISCUSSION

4.1 Respondent Description

Respondents in this study consist of 150 millennials

who work in Indonesia from various industry sec-

tors. The description of respondents’ characteristics

in this study included age, gender, recent education,

marriage status, child ownership, years of service, in-

come, and job position. Form the collected data as

many as 136 respondents or up to 90.7% were 22-30

years of age, with men made up 35.5% and women

64.7% of all participants with as many as 78.7% of re-

spondents are holding a bachelor diploma. While for

marital status, 76.7% are unmarried, 21.3% are mar-

ried, and about 57.1% having one or more children.

A total of 31.3% of respondents had been working

for at least 1 year at their current company. A total

of 32.7% have an income between Rp. 3,000,000 -

Rp. 5,000,000, with 78.7% ﬁlling up a job position as

staff.

4.2 Validity and Reliability Test

To test the validity and reliability of the research ques-

tionnaire, researcher carried out a pilot test on 30 ran-

dom respondents. The level of validity can be mea-

sured by comparing the calculated r value with the r

table value for the degree of freedom (df) = n - k with

alpha of 0.05. In this study df = 30 - 2 = 28, with alpha

= 0.05 or 5%, so the r table value used is 0.361. The

validity test results are seen in the following Figure 2.

On Figure 2, it can be seen that all question items

in the questionnaire have a correlation coefﬁcient

value > 0.361, which means all items in the ques-

tionnaire are declared valid and feasible to use. Fur-

thermore, reliability testing was done to see the con-

sistency of the instruments to be used.

The reliability test used was cronbach’s alpha

where an instrument is declared reliable if it has a co-

efﬁcient of 0.60 or more. The results of reliability

testing can be seen in the following Figure 3. From

Figure 3 below, it can be seen that the Cronbach’s Al-

pha coefﬁcient value for each variable has a value of>

0.60, thus the research instrument can be said to have

very good reliability.

Figure 2: Instrument Validity Result.

Figure 3: Instrument Validity Result.

4.3 Description of Research Variables

Each question item in this research questionnaire was

measured using a Likert scale consisting of 5 answer

choices, namely (1) strongly disagree, (2) disagree,

(3) disagree, (4) agree and (5) strongly agree. The

description of the respondent’s answers will be ex-

plained based on the frequency and results of the cal-

culation of the average of each variable that has been

categorized. The interval used in the categorization

was obtained from the highest answer value (5) minus

the lowest answer value (5) divided by the number of

classes (5), so that the interval on categorization is

equal to 0.8.

Work life balance variable consist of 12 questions,

which include 3 dimensions, namely Work Interfer-

ence with Personal Life (WIPL), Personal Life Inter-

ference with Work (PLIW) and Work / Personal Life

Enhancement (WPLE), where each dimension was in-

dicated by 4 questions. Meanwhile job satisfaction

The Inﬂuence of Work Life Balance to Turnover Intention Mediated by Job Satisfaction to Millennial Generation in Indonesia

167

variable consists of 14 questions and turnover inten-

tion variable consists of 4 questions. The following is

the recapitulation of respondents’ answers to the three

variables:

Figure 4: Frequency Distribution of Variables.

From the results of the recapitulation, it can be

seen that the highest work life balance level among

the Indonesian millennials, in the dimension of work

interference with personal life, is found in the ﬁrst

question item (WIPL1) ”My personal life is disrupted

because of my work” with a mean of 3.62. The lowest

is found in the fourth question item (WIPL4) “I have

difﬁculty conducting work related task and non-work

related tasks simultaneously” with a mean of 3.11.

Furthermore, the highest score for personal life in-

terference with work dimension is found in (PLIW4)

“Personal matters make it difﬁcult for me to do my

job” with a mean of 4.14. The lowest was found in

third question (PLIW2) “I am too tired to work effec-

tively” with a mean of 3.69. In the work/personal life

enhancement dimension, the question item (WPLE3)

”my personal life makes my mood to work better”

with a mean value of 3.83. Overall, the work life bal-

ance variable has a mean value of 3.68 or is in the

high category.

It can be seen that the highest level of job satis-

faction in the millennial generation in Indonesia is in

the second question item (JS2) ”I am free to choose

the method that I want to do the work” with a mean

value of 3.55, seventh question (JS7) “I have opportu-

nities to use all of my skills and abilities” with a mean

value of 3.55, while the lowest value is in the tenth

question item (JS10) “I am satisﬁed with the way the

company manages its own HR” with a mean value of

2.70. Overall, job satisfaction variable have a mean

value of 3.22 or is in the moderate category.

It can be seen that the highest turnover rate of

intention among the Indonesian millennials is in the

third question (TI3) ”if I get another job offer that

provides better salary, I will quit this job” with a mean

value of 3.62 while the lowest is in the question item

(TI1) ”I often think of quitting my current job” with

a mean of 2.88. Overall turnover intention variable

have a mean value of 3.18 thus it lies in the medium

category.

Next, the researcher conducted the Classical As-

sumption Test, which consists of Normality Test,

Multi Collinearity Test and Heteroscedasticity Test.

In the Normality Test using the Kolmogorov-Smirnov

Test, the Asymp Sig (2-tailed) value was obtained at

0.87 which is more than α = 5%, which means that

the data is normally distributed.

Furthermore, the multi colinearity test can be seen

in the tolerance (a) and variance inﬂation factor (VIF).

Multi collinearity occurs when the VIF value is be-

low 10 (<10). A set of data is considered good when

it does not experience multi collinearity. From the

result of the multi collinearity test on the work life

balance variable, the VIF value is 1.357, which indi-

cates that the VIF value is ¡10. It can be said that

multi collinearity does not occur in the work life bal-

ance variable. The results of multi collinearity tests

on job satisfaction variables obtained VIF value of

1357, which indicates that the VIF value <10. It can

be concluded that the data used in this research do not

experience multi collinearity.

Heteroscedasticity test was carried out using

Glacier test. A set of data is considered good when

it does not experience heteroscedasticity. The results

of the Glacier test obtained a signiﬁcance value for the

work life balance variable of 0.51 and for the job satis-

faction variable of 0.482. Both of these variables have

signiﬁcant values ¿ α = 0.05, thus it can be concluded

that the data used in this research do not experience

heteroscedasticity.

4.4 Hypothesis Testing

In order to see the inﬂuence between variables and

to prove the hypothesis, researcher conducted a study

using Path Analysis. The variables used were Work

Life Balance (X), Job Satisfaction (Z), and Turnover

Intention (Y). In path analysis, it can be divided into

two, namely path coefﬁcients I and II.

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168

The SPSS output on path analysis is shown below:

Figure 5: Diversity Value of Path Coefﬁcient I & II.

Figure 6: Result of Individual Test for Path Coefﬁcient I &

II.

Based on Figure 5 it can be seen that the coef-

ﬁcient of determination produced for coefﬁcient I is

equal to .263 or 26.3% indicating that the diversity

of work satisfaction variable that can be explained by

work life balance amounted to 26.3%, while others

are explained by other variables which are outside the

data testing model. Meanwhile the coefﬁcient of de-

termination produced was equal to 0.284 or 28.4% in-

dicating that the diversity of turnover intention can be

explained by work life balance and job satisfaction,

while the other 71.6% is explained by other variables

that were outside the data testing model.

Based on the Figure 6 it can be seen that the path

coefﬁcient 1 is to test the hypothesis direct inﬂuence

of work-life balance on job satisfaction. A research

hypothesis is said to have an effect when its signiﬁ-

cance value (p-value) < α = 5%, whereas when the

signiﬁcance value (p-value)> α = 5% then one vari-

able does not have an effect on the others. Based on

the calculation that had been done, it shown the sig-

niﬁcance (p-value) = 0.00 < α = 5%. Hence, it can be

concluded that H2 is accepted, which means that the

work life balance has a direct effect on job satisfac-

tion.

The path coefﬁcient II tested 3 hypotheses,

namely:

1. The direct effect of the work life balance on

turnover intention. A variable of a study is con-

sidered to have an effect when the signiﬁcance

value (p-value) ¡α = 5%, whereas if the signiﬁ-

cance value (p-value)¿ α = 5% means a variable

does not have an effect on the others. Based on

the calculation, it can be seen that the signiﬁcance

value (p-value) = 0.016 ¡ α = 5%. Therefore, H1

was accepted which means that the work life bal-

ance directly inﬂuence turnover intention.

2. Direct inﬂuence of satisfaction on turnover inten-

tion. A variable of a study is considered to have an

effect when the signiﬁcance value (p-value) ¡α =

5%, whereas if the signiﬁcance value (p-value)¿ α

= 5% means a variable does not have an effect on

the others. Based on the calculation, it can be seen

that the signiﬁcance value (p-value) =0.000 ¡ α =

5%. Therefore, H3 was accepted, meaning that

the job satisfaction has a direct effect on turnover

intention.

The indirect effect of the work life balance on

turnover intention through job satisfaction by

multiplying the value of beta between X and Z

with the value of beta Z to Y, as formulate bellow:

Beta(X −→ Z −→ Y )

= Beta(X −→ Z)xBeta(Z −→ Y )

= Beta(−0, 407)x (0, 218)

= 0.089 (1)

Based on the calculations, it can be drawn that

the beta value of the direct effect between X and Z

is 0.199 and the indirect effect is 0.089. This shows

that the direct effect value is greater than the value of

indirect inﬂuence through job satisfaction, i.g. 0.199

¿ 0.089. This result indicates H4 is to be accepted,

which means that work life balance signiﬁcantly in-

ﬂuences turnover intention through job satisfaction.

Based on data obtained through questionnaires

and from the results of data processing, it was found

that work life balance has a signiﬁcant direct effect on

turnover intention. This can be seen from the value of

Sig 0.016¿ α = 0.05. Whereas, from the correlation

point of view, it can be drawn that there is a negative

correlation between work life balance and turnover

intention among indonesian millennials, with a cor-

relation value of -0.199. It can be interpreted that the

higher the work life balance, the lower the turnover

intention in the millennial generation in Indonesia,

and vice versa the lower the work life balance they

have, the higher the turnover intention rate.

In addition, this study also found that work life

balance has a signiﬁcant direct effect on job satisfac-

tion. This can be seen from the value of sig 0,000¿ α =

0.05. Whereas, from the correlational point of view, it

can be seen that there is a positive correlation between

job satisfaction and turnover intention among Indone-

sian millennials, with a correlation value of -0.513. It

can be interpreted that the higher the work life bal-

ance, the higher the job satisfaction for the millennial

generation in Indonesia, and vice versa the lower the

work life balance they have, the lower their level of

job satisfaction.

Furthermore, this study also found that job satis-

faction has a signiﬁcant direct effect on turnover in-

tention. This can be seen from the value of sig 0,000¿

The Inﬂuence of Work Life Balance to Turnover Intention Mediated by Job Satisfaction to Millennial Generation in Indonesia

169

α = 0.05. From correlational point of view, it can be

seen that there is a negative relationship between job

satisfaction and turnover intention among millennial

generation in Indonesia, with a correlation value of

-0.402. It can be interpreted that the higher the job

satisfaction they have, the lower their turnover inten-

tion, and vice versa the lower the job satisfaction they

have, the higher their turnover intention rate.

This study also found the role of job satisfac-

tion that mediates the effect of work life balance on

turnover intention. The higher the work life balance

among the millennial generation, the higher their job

satisfaction level that will reduce the turnover inten-

tion, and vice versa.

5 CONCLUSIONS

Based on the results of work life balance analysis and

the effect on turnover intention which is mediated by

job satisfaction among Indonesian millennials, it can

be concluded that: work life balance has a signiﬁcant

direct effect on turnover intention and job satisfac-

tion; job satisfaction has a direct inﬂuence on turnover

intention; and job satisfaction mediates the effect of

work life balance on turnover intention.

The results of this study are in accordance with

the theory of the millennial generation, where the

turnover rate in this generation is very high. The high

turnover rate in this generation is greatly inﬂuenced

because of their desire to achieve balance between

work and personal life. When their expectations of

a job cannot be fulﬁlled it will affect job satisfaction

and ultimately lead to turnover.

LIMITATION AND SUGGESTION

This study only uses a sample of 150 respondents, a

number that is considered miniscule to describe the

characteristics of the Indonesian millennials in gen-

eral. Respondents in the study came from various oc-

cupational backgrounds; researcher believe it would

be better to focus on one sector of the industry or

even one company, as the culture and work environ-

ment would be relatively the same. In addition, the

distribution of questionnaires conducted online, lim-

ited researcher to explore further information about

the phenomena raised in this study. Hopefully further

researches can be conducted with the addition of in-

depth interviews with more respondents to enrich the

perception and information about the attitude of the

millennials toward their jobs and workplaces.

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