ANALYSIS ON THE EFFECT OF MOTIVATION AND JOB SATISFACTION TO THE ORGANIZATIONAL COMMITMENT AND TURNOVER INTENTIONS
(STUDY ON ALFAMART AND INDOMART EMPLOYEES IN SLEMAN, YOGYAKARTA AND CILACAP) Utami Tunjung Sari
ABSTRACT
Retail business has developed rapidly, characterized by the more traditional retail business beginning to fix themselves into a modern retail business. Human Resource Management is very important in retail and management practices to effectively work force and reduce employee turnover rate. Turnover intentions is closely related to job satisfaction and organizational commitment either affective, normative, or continuance (DeMicco
and Reid, 1988). With high motivation will create a commitment to what is its responsibility in completing every job (McNeese-Smith et al, 1995). The motivation consists of intrinsic one (self-confidence to learn and grow and willingness to cooperate) and extrinsic motivation (organizational operation, the use of instruments in the organization, and group support).
The research was conducted at retail companies such as
Alfamart and Indomart The data in this study is treated using SEM, and the results obtained Self Confidence for learning and developing, which is one of intrinsic working motivation proved to significantly influence the continuance commitment, organizational operation as the extrinsic motivation which significantly influence the normative commitment. The willingness to cooperate will affect the Equipment use of Commitment Equipment and Job
Satisfaction, and Willingness to Cooperate affects Perceived Group Support effects to Normative commitment. Key words: organizational commitment, work motivation, job satisfaction, turnover intentions.
high challenge in the competition and have to follow the constantly changing environment. In this case, the assignment of Human Resource Management to follow these changes, to communicate and manage the changes that have a direct impact on the company.
Human resource management provides a major contribution in improving company performance. Several years ago, for example, retail business have
difficulties in filling certain positions, especially those requiring operational skills in retail management Human Resource Management is very important in retail, that is the problem of strategy within the organizational structure, the approaches generally used to motivate and coordinate the activities of employees, as well as practical management to effectively work force and reduce employee turnover rate. Retailers generally use three methods to motivate
employees activities, namely by (1) the policies and supervision of employees, (2) incentives, (3) cultural organization. The main challenge in retail sales is to reduce the level out (turnover) of employees.
High employee turnover will increase sales and reduce costs. Perceived job satisfaction can influence one's thoughts to come out. Evaluation to various alternative employment, it will eventually realize the turnover for the individuals
who opt out the organization will expect more satisfactory results elsewhere. Specific aspects relating to job satisfaction such as the salary related satisfaction, benefits, promotion, working conditions, supervision, organizational practices and relationships with colleagues.
caused by the desire to satisfy individual needs (Robbins, 1996: 198). Given the proper motivation of the employees will be encouraged to do as much as possible in carrying out their duties for believing that the success of the organization in achieving goals and objectives, personal interests of the members of the organization would be covered as well. With high motivation will create commitment to what is the responsibility in
completing every job (McNeese-Smith et al, 1995).
Another cause that the employee having desire to move is teir decreased level of organizational commitment. The study by Meyer et al., (1993) demonstrated that increased commitment is associated with increased productivity and lower turnover Commitment is one important aspect of the philosophy of human resources management (HRM). If job satisfaction reflect workers more
response to work or some aspects of his work which may affect your daily activity level of job satisfaction, organizational commitment is the wider issue of affective responses reflecting a worker to the organization as a whole (DeMicco and Reid, 1988). The organizational commitment is important for the companies because it affects the turnover of employees.
B. LITERATURE REVIEW
2.1 Turnover Intentions
In contrast, involuntary turnover or dismissal decision illustrates the employer (employer) to stop the uncontrollable nature of employment and for employees who experience it (Shaw et al., 1998). Zeffane (1994) revealed several factors that influence the occurrence of turnover, including the external factors, namely labor market, and institutional factors (internal factors), the conditions of the study, co-workers, job skills, and supervision, personal
characteristics of employees such as intelligence , attitude, and individual reactions to his work. Several studies having
evaluated the role of turnover intentions, namely:
1. Fishbein & Ajzein, (1975), and Ancok (1985), explained that the turnover problem itself as a concrete manifestation of turnover intentions that a person's intention to perform a certain behavior that may
interfere with the effectiveness of the course organization. 2. Fishbein (1967) and
Newman (1974) explained that the turnover intentions showed behavioral intentions to stay or leave the organization is consistently associated with the transfer of jobs (turnover).
3. Mobley, Horner and Hollingsworth (1978), turnover intentions (intention to move) among the employees
have a strong correlation with the intention to quit, job search and thinking of quit .
4. Pasewark and Strawser (1996) explained that the turnover intentions refers to a person's intention to seek other employment
alternatives and has not materialized in the form of real behavior.
(intention to move) one could give an account of the devaluation views of person's job.
2.2. Organizational Commitment
Organizational
commitment is defined as a situation in which one employee in favor of a particular organization with its objectives intend to maintain the membership in the organization (Blau and Boal, 1986; in Ardiansah et al., 2003). The research evidence conducted by Hom,
Katerberg and Hulin, 1979 (in Ardiansah, Anis & Sutapa, 2003) showed a negative relationship between organizational commitment either with the level of absenteeism or the workers' leave. Organizational
commitment seems as a better predictor because it is a more global response and survive against the organization as a whole rather than job satisfaction (Porter et al., 1974. Other studies, the results by Bedian and Achilles (1981); Netemeyer et al.,
(1990), Sager (1994); Johnson et al., (1990) who used Grant et al. (2001) as support for research, suggesting that the higher job satisfaction and organizational commitment is expected to lower the intent and purpose of the employees to leave the organization. Further more, employees dissatisfied with aspects of his job and no commitment to the organization would be looking for a job in another organization. As such, Grant et al., (2001) found a negative
involvement of employees within an organization. Organizational
commitment of employees based on a strong affective commitment will continue to work with companies on their own interest, based on the level of identification with the company and their willingness to assist the organization in achieving the objectives (Hackett et al., 1994).
2. Continuance Commitment
continuance commitment (continuance commitment) is owned by the
individual's desire to survive in the organization, so that individuals feel the need to be connected with the organization. This commitment is based on employee perceptions about the loss faced if they left the organization Employees with strong continuance commitments will continue their membership with the organization, because they need it. Luthans (2006) put forward a continuance commitment as a commitment by losses associated with the
discharge of employees of the organization.
3. Normative Commitment Normative commitment is a feeling of obligation of individuals to survive in the organization. Normative commitment is employee's feelings of obligation that they gave to the organization, and the actions are the right things to do.
2.3 Work Motivation Work motivation is a state of the human psyche and the mental attitude that energizes, directs, deliver,
more motivated to work, as well as with the workers with willingness to cooperate. Extrinsic factors such as the operations of an organization, use of equipment in the organization, and the group support as well as. The organizational operation that work well to make employees happy and motivated to work, as well as the easy use of equipment and not too complicated also affect motivation. Fuad Mas'ud(2004): 39) defined
motivation as the drivers that there is a person to act. To be able to carry out the task and work well requires the motivation of every employee. Employees with highly motivated will be able to perform the job better, compared with those who do not have any motivation Everyone has something triggering (moving) either in the form of material needs, emotional, spiritual, and values or particular beliefs. Jae (2000) suggested that employee motivation was very effective to increase
organizational commitment and employee performance The study was supported by Burton et al. (2002) stated that the motivation of employees had a significant positive effect on commitment as measured by three dimensions of commitment, namely affective commitment, normative commitment and continuance commitment. H1: The confidence to learn and grow and willingness to cooperate effect on affective
commitment, normative, and continuance.
H2 The operation of the organization, use of equipment in the organization, and support groups influence affective commitment, normative, and continuance.
2.4 Job Satisfaction
positive emotions like those based on the assessment work or a person's work experience, including satisfaction with the leadership. Job satisfaction can be improved through attention and a good relationship of leadership to subordinates, so that employees will feel that he is an important part of the organization of work. The use of information and reinforcement to the wise, activity and control capability, and understanding of the paths
that a variety of controls to performance and satisfaction are very important in designing and implementing control-in-use is more effective (Challagalla and Shervani, 1996). McNeese-Smith (1996) shows the relationship between job satisfaction and organizational
commitment, job satisfaction in his research and organizational commitment is an independent variable as significant and positive effect on attitudes toward
management of the company's strategy reflected through the performance of employees The experts stated earlier in his research that when a man felt fulfilled all the needs and desires by the organization (satisfied), it will automatically be mindful of them tp increase the level of his existing commitment. This is in accordance with the opinion by Luthans (1995) and Ganzach (1998) which states that the positive variable to job satisfaction is the type of work itself,
pay and salary, the chance for a promotion, your boss / supervisor and co-workers.
in other companies. Another study presented by Kalbers and Fogarty (1995) showed that job satisfaction and turnover intentions had a negative relationship. It supports research by Passewark and Strawser (1996) who found that job satisfaction and a moving desire have direct effects and negative relationships. H3: The influence on satisfaction with the supervision of affective commitment, normative, and continuance.
H4: Satisfaction with the supervision influence on turnover intentions
C. METHOD
3.1 Sample and
Participant
Alfamart and Indomart Retail are those of the companies in Indonesia. There are 6-7 people in each booth, which underscored by a supervisor. The study included 260 respondents as the employees of Indomart and Alfamart in Sleman, Yogyakarta and Cilacap Central Java. Each
respondent was given a questionnaire containing 52 questions about job satisfaction, work motivation, organizational commitment and turnover intentions.
3.2 Measure
This study uses a questionnaire enclosed with a 4-point Likert scale (STS = strongly disagree, TS = Disagree, S = Agree, SS = Strongly agree). Organizational
commitment questionnaire include affective, normative, and sustainable, adapted questionnaire by
Xiangming Chen. For the job satisfaction questionnaire adopted from the questionnaire Douglas B. Currivan and satisfaction with the supervision of Scott D Camp P.hd Organizational Operations, while the desire to get out the questionnaire K Dow Scott, James W. Bishop, Xiangming Chen.
D. RESEARCH RESULTS
The data in this study was processed using Structural Equation Modeling (SEM).
SEM allows us to do testing to form a single relationship (simple regression), multiple regression, recursive relations and reciprocal relationship, or even to the latent variables (which are built of several indicator variables) and variables observed / measured directly in (Table 1), indicated no variables affecting the Afective Commitment significantly. Self-Confidence for learning and developing one influence the Cotinuance Commitment
significantly, the magnitude of the effect is 0.172 **. Operational Organization significantly influence Normative Commitment, the magnitude of the influence of 0.137 *. Work Motivation also significantly affect the Normative Commitment of 0.162 **. Willingness to cooperate significantly influence Perceived Support Group for 0.173 **. and Intention to Quit significantly influence Perceived Support Group at 0.138 *. Self-Confidence
Cooperate, this is due to the influence of Equipment Use to Willingness to Cooperate significantly, and the influence of the Willingness to Cooperate to Normative Commitment is also significant. The Equipment Use has an indirect influence on Job satisfacton through Willingness to Cooperate, this is due to the significant influence of the Equipment Use to Willingness to Cooperate and Willingness to Cooperate to the Job satisfacton is also significant. Willingness to
Cooperate influence the Perceived Support Group effect to Normative Commitment (from 0:02 to 0:09). Perceived Support Group has an indirect effect of the Normative Commitment through Willingness to Cooperate, this is because the effect of). Perceived Group Support to Willingness to Cooperate as well as Willingness to Cooperate to Normative Commitment.
E. DISCUSSION AND CONCLUSION
Motivation affects organizational
commitment. Self Confidence, for learning and developing an intrinsic motivation prove significantly influence to the Continuance Commitment, which is the organizational operation of extrinsic motivation significantly influence normative commitment This study supports Burton et al (2002) which states that motivation significantly influence the commitment of employees as measured by three
Model of fit
EU 1.00
PGS 1.00
NC 0.99
JS 0.96 SS 1.00
WC 0.86
Chi-Square=249.69, df=180, P-value=0.00045, RMSEA=0.039 0.09
0.04 0.03
0.02
-0.20 0.05
-0.12
0.38 0.14
F. Limitations and suggestions for future research
There are still many limitations to this study. The results of this study reveal new only influence on organizational commitment and
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