PDF CONFERENCE PROCEEDING - Universitas Islam Sultan Agung Semarang

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6 th ASEAN UNIVERSITIES

INTERNATIONAL CONFERENCE ON ISLAMIC FINANCE

(6 th AICIF)

14th - 15th November 2018

New World Makati City, Manila, Philippine

CONFERENCE

PROCEEDING

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CORPORATE GOVERNANCE

ISLAMIC BANKING AND CAPITAL MARKET

MONEY PAYMENT SYSTEM &

FINANCIAL INNOVATION

TAKAFUL & RISK MANAGEMENT ISLAMIC SOCIAL FINANCE

ARABIC PAPERS 1. 2.

3.

4. 5.

6.

SUB THEMES

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CORPORATE

GOVERNANCE

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Sub Theme Corporate Governance

No Paper ID Paper Title Author(s) Affiliation

1 6th AICIF:

083-075

Tax Amnesty and JIHAD on CV. SR

(Phenomenology Study) Ahmad Rudi Yulianto

Universitas Islam Sultan Agung (UNISSULA), Indonesia

2 6th AICIF:

039-032

Good Corporate Governance, Earnings Quality, and Firm Value:

Empirical Study on Jakarta Islamic Index Companies 2008-2015 using Structural Equation Model-Partial Least Square Method

Sugiyarti Fatma Laela, Dian Yuni Anggraeni, Rahma Wijayanti

Sekolah Tinggi Ekonomi Islam (STEI) Tazkia, Indonesia

3 6th AICIF:

076-063

Taawun: An Islamic Practice to Reduce Voluntary Turnover Intention

Ken Sudarti, Alifah Ratnawati, Mulyana,

M. Husni Mubarok

4 6th AICIF:

079-066

Successful Determinant of Islamic

Knowledge Organization Marno Nugroho

Universitas Islam Sultan Agung (UNISSULA), Indonesia

5 6th AICIF:

082-069

The Effectiveness of Internal Control, Organizational Ethical Culture, and Fraud Prevention: The Role of Moderating Individual Morality

Provita Wijayanti, Rustam Hanafi, Nurhidayati

6 6th AICIF:

084-071

Critics on the Comprehensive and Progressive Agreement for Trans Pacific Partnership (CPTPP) from Shariah Banking and Investment

Hakimah Yaacob,

Khairul Hidayatullah Basir

Universiti Islam Sultan Sharif Ali (UNISSA), Brunei Darussalam

7 6th AICIF:

084-072

Enabling Legal Environment of Islamic Finance in Brunei: A Demand for Improvement

Hakimah Yaacob,

Khairul Hidayatullah Basir

Universiti Islam Sultan Sharif Ali (UNISSA), Brunei Darussalam

8 6th AICIF:

088-076

The Impact of Collaborative Networks and Islamic Works Ethic on Business Performance of Small and Medium Enterprises

Mulyana

Universitas Islam Sultan Agung (UNISSULA), Indonesia 9

6th AICIF:

090-078

Corporate governance from Islamic

perspective Abdulrahman Alnofli

International Islamic University Malaysia

10 6th AICIF:

093-082

Corporate Social Responsibility in

Islamic Perspective Chrisna Suhendi

11 6th AICIF:

094-084

Internal Control, Acceptance of Compensation and Unethical Behavior as a Predictor of Trends in the Establishment of Fraud

Khoirul Fuad

12 6th AICIF:

101-125

Earnings Management of Family Generation Company in Indonesia:

Socio Emotional Wealth (SEW) Theory Perspective

Edy Suprianto, Y Anni Aryani, Doddy Setiawan, Rahmawati

Universitas Islam

Sultan Agung

(UNISSULA),

Indonesia

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13 6th AICIF:

081-103

The Role of Partnership in Improving SMEs Reputation: An Islamic Outlook

Tri Wikaningrum, Imam Ghozali, Ahyar Yuniawan

14 6th AICIF:

134-127

The Analysis of Online Shopping

Satisfaction in Islamic Perspective (Case Study to Student Of

University Of Darussalam Gontor Campus Magelang On Period 2017)

Mustaan Al Faruqi, Mufti Afif

University of Darussalam (UNIDA) Gontor, Indonesia

15 6th AICIF:

155-146

Short-run and Long-run

Relationship between Economic Growth, Foreign Direct Investment, Trade Liberalization and Education on Income Inequality: Evidence from Indonesia

Siti Nur Azizah, Neneng Ela Fauziyah

UIN Sunan Kalijaga,

Indonesia

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1

6^thASEAN Universities International Conference on Islamic Finance (AICIF), Manila, Philippines

14th & 15th November 2018

Ta’awun: An Islamic Practice

To Reduce Voluntary Turnover Intention

Ken Sudarti

^a

Alifah Ratnawati

^b

Mulyana

^c

M. Husni Mubarok

^d

aDepartment of Management, Faculty of Economics, Universitas Islam Sultan Agung (UNISSULA), Semarang- Indonesia

bDepartment of Management, Faculty of Economics, Universitas Islam Sultan Agung (UNISSULA), Semarang- Indonesia

c Department of Management, Faculty of Economics, Universitas Islam Sultan Agung (UNISSULA), Semarang- Indonesia

dDepartment of Management, Faculty of Economics, Universitas Islam Sultan Agung (UNISSULA), Semarang- Indonesia

Abstract

This study aims to examine the role of ta'awun in reducing voluntary turnover intention. In addition, job embeddedness and organizational identification variables are used to predict ta'awun behavior. 256 respondents consisted of employees and lecturers of Islamic universities were used to examine the relationship among variables. The SEM test results concluded that job embeddedness and organizational identification were able to improve ta'awun behavior and reduce voluntary turnover intention.

Ta'awun behavior is also proven to be able to reduce voluntary turnover intention and also successfully mediate job embeddedness and organizational identification with voluntary turnover intention. By examining the in-depth literature of the analyzed variables, this article offers a unique analysis of the related variables to resolve turnover problems, especially for religious-based organizations.

Keywords: ta’awun, job embeddedness, organizational identification, voluntary turnover intention.

1. Introduction

Workforce turnover in organizations gets special attention from practitioners and academics because of their impact on organizational efficiency. The losses suffered by the organization include the cost of recruitment, selection, and training for new employees up to 100% of the annual fee for the same position (Peltokorpi, 2013). In addition, the entry and exit of employees creates a work environment that is not conducive and neglected work (Parker et al., 2016). Work changes have an impact on unhealthy organizational culture and low employee morale. The voluntary turnover intention will harm the organization if it is conducted by potential employees (Cho and Ryu, 2009).

The question that then arises is "why do some of them want to move, while there are some who want to stay in the organization?" The findings of the study indicate the reasons why a workforce moves, including: job embeddedness, organizational citizenship behaviour (OCB), organizational identification, work engagement, job search behaviour, organizational commitment, ethical climate,

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ethical leadership behaviour, proactive personality, job satisfaction, trust, justice (Crossley et al., 2007)(Halbesleben and Wheeler, 2008)(Demirtas and Akdogan, 2015)(Cho and Ryu, 2009)(Huber, 2017)(Lee et al., 2008)(Takawira, Coetzee and Schreuder, 2014)(Brashear, Manolis and Brooks, 2005). In addition, external factors such as competition in getting qualified employees and the many alternative jobs in the local and global job market contribute to increased employees migration. For this reason, organizations need to know the factors that influence voluntary turnover intention and develop strategies to bind employees to stay in the organization.

Many researchers have examined the variables that affect voluntary turnover intention, but not many of them have used an Islamic concept approach. The approaches used such as OCB use more European and American perspectives so that the value system used is western (Kamil et al., 2015).

This has led to studies that use the OCB approach not enough to capture the phenomenon in the field and still leave the question of why OCB behavior can occur. For this reason, the researchers began to use a religious approach. This approach has been proven to be able to predict actual attitudes and behaviors (Wisker and Rosinaite, 2016). So, this article tries to fill the gap by taking ta'awun variable to resolve voluntary turnover intention.

Ta'awun is an Islamic concept that is contained in the Al-Qur'an. In Al-Qur’an, it is commanded to help each other in kindness and devotion. This concept is similar to the concept of OCB (Organizational Citizenship Behavior). The difference is in the motivation. In OCB activities, help each other out of role-based solely on a sense of humanity, a sense of togetherness and mutual support.

OCB activity is only intended to seek personal satisfaction, while ta'awun activity is part of worship activities. People who base their activities because of worship, not only desire the worldlife success but also the afterlife.

The concept of ta'awun is a unique concept. This concept is a combination of Islamic religiosity and OCB behavior. The relationship between religiosity and OCB has been done by (Olowookere and Adekeye, 2016) which concludes that someone who has high religiosity tends to do additional work beyond his obligations and has a strong commitment to organizational goals. This finding is supported by (Singhapakdi et al., 2013) which states that religiosity has a relationship with ethical decision making in the organization. (Vitell et al., 2009) asserts that the higher a person's spirituality, the more likely he is to improve teamwork, make it better, more fair, the more concerned about the needs of others, more trust in the organization, increasing OCB, showing serving behavior and more sensitive towards corporate social performance. So, the concept of ta'awun is a perfect concept, not only considering worldly interests but also afterlife.

Based on the explanation above, this study aims to look at the role of ta'awun behavior in reducing voluntary turnover by considering organizational identification and job embeddedness as antecedent variables. The internalization of Islamic values in the OCB concept is expected to be able to resolve the high voluntary turnover intention and strengthen the identity theory based on the Islamic perspective.

2. Literature Review 2.1 Ta’awun

The dynamics of work in an organization need individuals who are effective and efficient in working, both personally and in teams. Individual behaviors that are needed are interpersonal skills that are classified in the scope of OCB (Organizational Citizenship Behavior). OCB is helping behavior to others outside of their formal responsibilities. OCB is a voluntary action taken by a person or group of people to help others without expecting anything in return. The person who is willing to do OCB is characterized as a willingness to sacrifice for the interests, happiness or pleasure of others (Yan and Yan, 2013). OCB also concerns a person's willingness to do extra roles beyond their responsibilities

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and is not related to a formal reward system (Cho and Ryu, 2009). This OCB is an optional behavior that is not part of an employee's formal work obligations but supports the effective functioning of the organization. So, someone who behaves OCB does not let his coworkers face work difficulties, he spontaneously leaves his job to help his coworkers without being asked. Some OCB indicators are:

altruism, compliance, attendance, courtesy, civic virtue, conscientiousness, sportsmanship and helping behavior (Zehir et al., 2014).

Unfortunately, the concept of OCB is still adopted from western values and very rarely includes religious elements within. Religion is an important foundation of the culture that influences habits, attitudes, and values (Olowookere and Adekeye, 2016). Considering religious factors in one's decision-making process is very important because human beings basically have natural instincts and basic religious needs. Religion can be interpreted as a symbol, belief, value and an institutionalized system of behavior which all centers on the problems internalized as the ultimate meaning. Highly religious people tend to internalize their religious teachings in daily life. They believe that religion is able to guide a person to achieve life goals and define ideas for life, thus affecting personal and social life (Bakar, Lee and Rungie, 2013). For this reason, this study uses a combination of the concepts of OCB and religion, especially Islam.

In Islam, it is known that the command to help each other is known as ta'awun which comes from the word ta'awuna or ta'awana which means helping each other. The command to help each other in kindness is contained in some letters in Al-Qur'an because basically, human beings are weak and unable to meet their own needs so they need to work together and help each other so that their needs can be met. Helping each other is applied by anyone and not only for Muslims, as long as it is not related to the issue of faith.

The command to help each other is in verse 2 of Al-Maidah which means: "And please help you in (doing) goodness and devotion and do not help in committing sins and transgressions. And believe in Allah, indeed, Allah is very heavy in punishment”. This verse contains an invitation to help each other in kindness along with devotion to the creator because in devotion contained the blessings of Allah SWT. In the other hand, helping behavior will also delight people. Anyone who combines the blessings of Allah and the blessings of man, truly his happiness will be perfectly perfect. The hadith narrated by Anas said: "Help your brother both in a state of pleasure and persecution" (HR: History of Bukhori juz 6 Hadith number 2312). Verily one believer and other believers strengthen each other (HR: Al Bukhari and Muslim). A Muslim is a relative to other Muslims. He will not judge and not let his relative do wrong. Whoever fulfills his brother's needs, it will surely fulfill his needs (HR. Bukhari and Muslim). However, people who are faithful to one another like buildings, they strengthen each others (HR. Muslim). The faith person is like the whole body, if one of the parts of body feels pain, then the whole body also gets pain (HR. Muslim).

Based on the explanation above, it shows very clear differences between OCB and ta'awun.

Firstly, the basis of ta'awun's behavior is a religious order. In other words, religion is the foundation of behavior while OCB is not related to religion at all. Secondly, because the foundation is religion, then its application in daily life is also based on religious values (Islamic) manifested in practice and behavior based on Al-Qur'an and Al-Hadith. Thirdly, the activities of helping each other in OCB are only based on a sense of humanity, a sense of togetherness and support, whereas in the concept of ta'awun is not only based on a sense of humanity but it is an obligation as Muslims to help each other.

Fourthly, helping behavior in OCB only aims to get personal satisfaction, while helping each other in the context of ta'awun is a form of worship activity in the hope of getting a reward from Allah.

There are many benefits of doing ta'awun, they are: work is quickly resolved and more perfect, da'wah will be spread, amar ma’ruf nahi munkar, strengthen kinship, foster love and affection, and also the work becomes easily to do and unity will be strengthen.

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2.2 Job Embeddedness and Ta’awun

Job Embeddedness is defined as a combination of strengths that can mantain someone from desiring to leave the organization (Ramesh and Gelfand, 2010). Job Embeddedness is derived from the social identity theory which states that someone will describe themselves in a membership they respect (Kramer, 2006). Job Embeddedness emphasizes how to retain employees in the organization compared to retaining employees so they do not move to other organizations (Mitchell et al., 2009). So, job embeddedness is a measure of how far an employee is attached to an organization. The more attaced an employee is, the more difficult it is to escape or break away from the organization.

To measure how attached a person in organization, Mitchell et al.(2001) use 3 indicators, namely: The First is fit, which concerns the suitability of an employee with his organization and environment. Peltokorpi (2013) distinguishes the fit dimensions of job embeddedness into 2, namely on the job embeddedness (personal values, career goals, and plans, job knowledge, skills, and abilities) and off the job embeddedness (weather, activities, general culture, outdoor activities, eg: religious climate and entertainment). So, the more a person fits into his current job, the better the similarity with personal values, matches the knowledge and skills he has and the more comfortable with the existing religious atmosphere and the enjoyable outdoor activities, the more attached he is to the organization.

The second is links, which relate to how much and how closely a formal or non-formal relationship between an employee and subordinates or colleagues. Peltokorpi (2013) distinguishes the dimensions of links in job embeddedness to be on the job embeddedness (work friends, work groups, team members, communities etc) and off the job embeddedness (non-work friends, physical environments, children's education, and friends, hobbies, etc). So, the more work colleagues, the better the relationship between them, the longer time employees have become part of the community so they are more attached to the organization. This attachment will be stronger if the person already has a family and has children who need sufficient education. Some research also concludes that pressure from family, co-workers and other colleagues can encourage them to stay in the organization (Crossley et al., 2007). Ramesh and Gelfand (2010) stated that this link dimension is stronger in influencing turnover in countries that embrace collectivism such as India, and vice versa for the United States. This is reinforced by Rhee et al.(2017) which states that in a culture of collectivism, an individual's social relations with people in the organization are more valuable than individual cultures (Bao, Zhang and Chen, 2015).

The third is the Sacrifice. It concerns of how sacrificial an employee is if he has to leave the organization. Peltokorpi (2013) distinguishes the dimensions of sacrifice in job embeddedness to be on the job embeddedness (job security, seniority, retirement) and off the job embeddedness (job security, status, social network). This means, the more senior a person is, or the greater the pension fund and job security provided by the organization, it will be the more closely the person is in the organization. This attachment will be stronger if they are afraid of losing their status and social networking.

A person who feels that having an organization and dedicating himself to the organization will reduce their interest in resigning from the organization (Mitchell et al., 2009). In other words, helping to other co-workers is a manifestation of feeling comfortable (fit) with the organization and feeling a part of the organization. Theory and research on social exchange (House and Gelfand, 2010), norm of reciprocity (Ghosh, 2015), perceptions of organizational support (Wasti and Can, 2008) and the similarity of work status (Luyckx et al., 2010) explain that someone is willing to sacrifice to help others because of organizations that have helped them before. This statement confirms that someone who wants to help co-workers is a manifestation of the sacrifice for the organization. This is reinforced by the statement of (Cho and Ryu, 2009) that there is a strong relationship between job embeddedness and citizenship behavior.

H1: There is an effect between job embeddedness and ta'awun behavior.

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2.3 Organizational Identification and Ta’awun

Organizational identification refers to the existence of "unity" between a person and his organization.

This concept is derived from the social identity theory which states that a person will describe himself as a membership he respects (Deline, 2015). (Ho, Kuo and Lin, 2012) state that people choose jobs based on shared values. The closer a person's personal identity to an organization's identity, the more positive interaction and cohesion between organizational members will occur and lead to solidarity and improve identification (Dávila and García, 2012). Therefore, managers play an important role in promoting organizational image to the stakeholders, because with a good organizational image, stakeholders will associate their identity with organizational identity through depersonalization.

People who feel identical to an organization, they feels proud of the organizational achievements because they feel the success of the organization is their success too. They were also very enthusiastic when talking about the organization, having an emotional bond with the organization so that they preferred to use the word "we" rather than "they". Increasing organizational identification among employees will enhance a sense of community and enhance collaboration among them (Zhu, 2016). This collaboration can take the form of helping each other without being asked. This statement is supported by the study (Tse and Chiu, 2014) which examined 250 bank employees in the RRC concluded that someone who is identical with the group, then they will do extra roles both for the benefit of the group or the interests of each individual in the group. This is very logistic, because people who feel identical to an object, they will think that object is himself. In other words, his image can be reflected in the object. Improvement of objects is self-improvement and vice versa.

H2: There is a positive effect between Organizational Identification and Ta'awun behavior.

2.4 Job Embeddedness and Voluntary Turnover Intention

Employee movement is a condition that is not desired by any organization. The high cost that must be borne by the organization is one of the causes of the emergence of an unfavorable work culture. In addition, work shifts lead to an increase in workload and reduce worker productivity. Turnover intention is defined as an individual's interest in changing his work in a certain period (Jacobs and Roodt, 2011). The voluntary turnover intention is interpreted as an individual movement to resign from organizational membership (Cho and Ryu, 2009). Research shows that this turnover intention can cause an actual turnover (Hartmann and Rutherford, 2015). For this reason, organizations must anticipate the emergence of turnover intentions to prevent the emergence of monetary costs and psychological costs due to actual turnover.

Job embeddedness is one of the strategies that have been proven to affect voluntary turnover.

(Takawira, Coetzee and Schreuder, 2014) stated that there were a negative relationship between job embeddedness and turnover intention. Job embeddedness has 3 dimensions, namely: fit, link, and sacrifice. Someone who is attached to his job in the sense of fit with his work, he has a good relationship and love with people who are in the organization and feels very lost if leaving the organization, he will also feel more like having an organization and willing to sacrifice for the organization by helping colleagues Workers in completing their work (Chafra and Erkutlu, 2016).(Mitchell et al., 2009) state that job incompatibility predicts work shifts. The more suitable an employee is with his job and environment, the more reluctant he is to leave the organization. The compatibility referred to the employee's personal values, career goals and future plans and job requirements such as skills, job knowledge, and abilities.

The second dimension of job embeddedness is the link. The more and stronger the social relationship (link) of an employee with his subordinates and colleagues, the more reluctant he is to leave the organization (Crossley et al., 2007). (Halbesleben and Wheeler, 2008) stated that a person

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will bond with his organization through social interaction. The increasingly intense social interaction will strengthen the bonding between the perpetrators, they will feel a loss if they have to be separated.

The more perceptions of sacrifice that will be felt because of leaving the organization (such as losing pension funds, losing a project that involves himself with the team, losing relatives, losing connections), the more reluctant he is to leave the organization (Halbesleben and Wheeler, 2008)(Takawira, Coetzee and Schreuder, 2014). Job embeddedness can be strengthened by building communities, realizing a sense of belonging, increasing strong ties between employees and strengthening social capital. All of these have the potential to increase employee retention (Cho and Ryu, 2009).

H3: There is an effect between job embeddedness and voluntary turnover

2.5 Organizational Identification and Voluntary Turnover Intention

Employees who are emotionally attached to the organization will be more loyal than other employees (Ghosh, 2015). They will be more dedicated to the organization and work harder. A person will be more enthusiastic in working because he perceives that what he is doing is compatible with the aspirations and goals of the organization (Ho, Kuo and Lin, 2012).

Employees with strong affective commitment will identify themselves with the organization's mission and values and wish to be more involved in organizational activities (Dávila and García, 2012). Employees who identify themselves with the goals and values of the organization will be more willing to remain in the organization and be more motivated to devote their resources to organizational activities and to take more initiative in the organizational process. Such desires can certainly be done only if the employees stay in the organization.

(Cho and Huang, 2012) states that someone who has a high organizational commitment (affective, normative and continuity) will tend to want to stay in the organization. Affective commitment refers to organizational commitment due to emotional similarities and identic feelings with organizational values. Normative commitment shows the moral of a person who feels obliged to stay in the organization that has raised him. Continuity commitment describes a person's desire to stay in the organization because of the absence of alternative work or feel that his sacrifice will be very large if he leaves the organization.

H4: There is an effect between organizational identification and voluntary turnover intention

2.6 Ta’awun and VoluntaryTurnover Intention.

The level of someone's religiosity is able to move him to certain behaviors. This is because religiosity describes a person's level of religiosity. Someone adheres to a religion for guidance in life. Instructions that come from religion are believed by their adherents to lead them to get a better path.

The relationship between religiosity and OCB has been done by (Kutcher et al., 2010) and concluded that the more religious a person is, the higher his desire to do OCB. Helping behavior based on worship is able to strengthen brotherhood, create a peaceful and harmonious life and foster mutual cooperation. Someone who has felt peaceful and harmonious in a community certainly wants to stay in that community and do not want to move to another community. In the al-Qur'an as the holy book of Muslims, there are commands to help each other in kindness and piety.

Someone who works extra based on his own awareness describes his desire to dedicate himself to the organization. These people do not want to move to other organizations (Bester, Stander and Zyl, 2012)(Cho and Ryu, 2009)(Yi, Nataraajan and Gong, 2011). If this OCB behavior is based on worship by doing ta'awun, dedication to the organization will be even stronger. People who do ta'awun not only seek personal satisfaction but are based on their desire to seek happiness hereafter.

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H5: There is an effect between ta'awun and voluntary turnover Intention.

2.7 Ta'awun Mediation Role

As explained before, organizational identification shows that there is a "unity" of a person with his organization. The closer a person's personal identity is to his organizational identity, the more positive interaction and cohesion among members of the organization will ultimately lead to solidarity (Hogg and Baines, 2011). Solidarity between organizational members can be realized in the form of willingness to help each other. In addition, someone who is emotionally attached to the organization will be more loyal (Mitchell et al., 2009).

This behavior also applies if someone has a fit with his work. The more suitable a person is with his job, the closer the relationship with colleagues is and the greater his sacrifice if he leaves the organization, the more he wants to dedicate himself to the progress of the organization (Lyu and Zhu, 2017) including the desire to help his colleagues complete their work. Working conditions that are conducive because of the emotional bond and togetherness among peers, it will be increasingly reluctant to leave the organization.

Based on that explanation, this study states that in bonding that arises because of organizational identification and job embeddedness, it is very likely to affect ta'awun behavior which then creates conducive work atmosphere. Conducive work atmosphere due to ta'awun behavior among members of the organization will bind someone to stay in the organization. In other words, organizational identification and job embeddedness will have an effect on voluntary intention turnover through ta'awun. Therefore, hypothesis 6 and 7 are:

H6: Ta'awun mediates the effect of negative organizational identification and voluntary intention turnover

H7: Ta’awun mediates the effects of negative job embeddedness and voluntary intention turnover

3. Methods

The sample used in this study was lecturers and employees of Islamic-based private universities as much as 216 people. The sample is obtained by using non-probability namely purposive sampling with the condition that it has become a permanent employee. Primary data is collected through distributing questionnaires to measure organizational identification, job embeddedness, and voluntary turnover intention variables.

Organizational identification is measured by using 4 indicators that have the same values as the organization, proud to be part of the organization, enthusiastic about talking about the organization, and the success of the organization is my success (Anaza and Carolina, 2015). Job embeddedness variable uses 5 indicators, namely, feel fit with the organization (fit), have a strong social bond with members of the organization (links), difficult to leave the community in the organization (links), need great sacrifice if leaving the organization (sacrifice), Number of family who are depended (sacrifice) (Mitchell et al., 2001);(Ramesh and Gelfand, 2010). Ta'awun variable uses 4 indicators: willing to help colleagues without being asked, helping to do work even though it is not their duty, helping colleagues is worship, and helping colleagues without expecting rewards (Cho and Ryu, 2009); Al-Qur’an).

Voluntary Turnover Intention uses 5 indicators: want to leave the organization, want to find another job, want to move to another organization, want to work in another company, and want to apply for work in another company (Mitchell et al., 2001);(Takawira, Coetzee and Schreuder, 2014).

All variables were measured by using 5 Likert scales, where 1 showed strongly disagree, 2 showed disagreement, 3 showed neutral, 4 showed agree and 5 showed strongly agree. SEM analysis is done using Amos software version 22.00

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4. Findings

This study reports the results of Confirmatory Factor Analysis (CFA) for complete samples.

Observations were made on 18 indicators (4 OI indicators, 5 JE indicators, 4 TA indicators, and 5 VTI indicators) to get 18 relevant loading factor values (λ1-λ18). Undimensional assessment is carried out through examination of general least square estimates of standardized estimates factor loading, which exceeds 0.6 (Hair et al., 2010). In accordance with AMOS provisions, the loading factor for all the latent variables observed has good validity because it has a value up to 0.6 (Table 1).

High construct reliability shows internal consistency, which means that indicators consistently represent the same latent construct (Hair et al., 2010). Construct reliability (CR) which exceeds 0.7, variance extracted (VE) that exceeds 0.5 and discriminant validity (DV) greater than 0.7 is a standard for internal consistency measurement of the indicators used. Table 3 shows the CR value which is greater than 0.7; VE that exceeds 0.5, squared AVE which is greater than the variable correlation value for OI, JE, TA, and VTI shows that each instrument has good validity in explaining the research variables used.

Tabel 1: Confirmatory Factor Analysis Results for the Measurement Model^a

Organizational Identification (OI) λ p-value

Having the same values as the organization. 0.819 0.000

Proud to be part of the organization. 0.897 0.000

Enthusiastic when talking about the organization 0.863 0.000 Prefer to use the word "we" rather than "them" 0.744 0.000 Job Embeddedness (JE)

Feeling fit with the organization 0.837 0.000

Having strong social linkage with the organization 0.786 0.000 Difficult to leave the community in organization 0.816 0.000 It takes a big sacrifice to leave the organization 0.847 0.000 Family dependents are quite large if they leave the organization 0.801 0.000 Ta’awun (TA)

Willing to help colleagues without being asked 0.732 0.000

Helping work colleagues even though it is not my job. 0.802 0.000

Helping co-workers based on worship intentions 0.864 0.000

Helping coworkers without expecting rewards 0.804 0.000

Voluntary Intention Turnover (VTI)

Want to leave the organization. 0.635 0.000

Want to find another job 0.777 0.000

Want to move to another organization 0.829 0.000

Want to work in another company 0.803 0.000

Want to apply to another company. 0.815 0.000

aχ²=146.566; probability=0.113; CMINDF=1.154; GFI=0.936; CFI=0.939; TLI=0.927; NFI=0.692;

IFI=0.944; RMSEA=0.025; RMR=0.069

Table 2. Construct Reliabilities, Correlations and AVE

N = 216 1 2 3 4

1. Oganizational Identification. 0.900

2. Job Embeddedness. 0.801 0.910

3. Ta’awun. 0.568 0.586 0.878

4. Voluntary Turnover Intention. 0.666 -0.642 -0.572 0.882

Average Variance Extracted (AVE) 0.693 0.669 0.643 0.601

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aFactor reliabilities are on the diagonal (italic bold)

The full model test results of the structural equation show that the Goodness-of-Fit index is good because it produces criteria that are in accordance with the recommended SEM. The value of χ2 146.566 is not significant on the probability of 0.113, GFI index of 0.936, CFI of 0.939, TLI of 0.927, IFI of 0.944 which is equal or more than 0.90 and other criteria such as RMSEA of 0.025 which is less than 0.08, CMINDF of 1.154 which means less than 2 is in accordance with the recommended criteria in SEM. This shows that the recommended model is fit or has the feasibility to examine the relation among constructs

Table 3 shows the results of the direct effect of significant positive influence between organizational identification and ta'awun (std β = 0.276, c.r = 2.759, p-value< 0.05), job embeddedness towards ta'awun (std β 0.365,c.r = 2.786, p-value< 0.05) and significant negative effect between organizational identification and voluntary intention turnover (std β = -0.243c.r = 2.216, p-value<

0.05), job embeddedness towards voluntary turnover intention (std β = -0.363, c.r = 2.154, p-value<

0.05), ta'awun to voluntary turnover intention (std β = -0.209, c.r = 3.043, p-value< 0.05).. This shows the hypothesis H1, H2, H3, H4, H5 are accepted. That means job embeddedness and organizational identification are able to improve ta'awun behavior. In addition, job embeddedness, organizational identification, and ta'awun were able to reduce voluntary turnover intention.

Table 3. Parameter estimate for path: direct effects

Hipotesis Std β Unstd β S.E C.R p-value Result

OI → TA 0.276 0.120 0.106 2.759 0.006 Accepted

JE → TA 0.365 0.271 0.097 2.786 0.005 Accepted

OI → VTI -0.243 -0.210 0.095 2.216 0.027 Accepted

JE → VTI -0.363 -0.185 0.086 2.154 0.031 Accepted

TA → VTI -0.209 -0.219 0.072 3.043 0.002 Accepted

The mediation test procedure proposed by Sobel (1982) was adopted to examine the mediating effects of ta'awun (Table 4).

Table 4. Parameter Estimate for the path: indirect effects (Sobel test)

Path Unstd β S.E. C.R. p-value

OI → TA → VTI 0.026 2.049 0.031 0.040

JE → TA → VTI 0.059 2.058 0.029 0.039

Regarding to the proposed H6 and H7, the sobel test is used to test the indirect effect of organizational identification and job embeddedness that influences the voluntary turnover intention through ta'awun.

The direct effect of organizational identification on voluntary turnover intention is explained by unstd β 0.210, S.E 0.095 dan c.r 2.216 and is significant at α 0.05. The direct effect of organizational identification on ta'awun is explained by unstd β 0.120, S.E 0.106 dan c.r 2.759.

Ta'awun's direct effect on voluntary turnover intention was explained by Unstd β 0.219, S.E 0.072, c.r 3.043, and is significant at α 0.05. The indirect effect of organizational identification to the voluntary turnover intention through ta'awun is explained by the coefficient unst unstd β 0.026 (0.120 x 0.219).

The Sobel Test results show the value of c.r 0.031, S.E 2.049 and p-value 0.040 so that it is significant at α 0.05. The total effect of organizational identification on the voluntary intention turnover through ta'awun is 0.236 (0.210 + 0.026) which is greater than the direct effect (0.210) indicating that ta'awun has a very important role in mediating the relationship between organizational identification and

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voluntary turnover intention and being an important alternative in increasing voluntary turnover intention. Therefore, this study accepts hypothesis 6.

The direct effect of job embeddedness on voluntary turnover intention is explained by unstd β 0.185, S.E 0.086 and c.r 2.154 and is significant at α0.05. The direct effect of job embeddedness to ta'awun is explained by unstd β 0.271, S.E 0.097 and c.r 2.786. Ta'awun's direct effect on voluntary turnover intention was explained by β 0.219, S.E 0.072, c.r 3.043, and is significant at α 0.05. The indirect effect of job embeddedness on the voluntary turnover intention through ta'awun is explained by unstd β 0.059 (0.271 x 0.219). The Sobel Test results show the value of c.r 0.029, S.E 2.058 and p- value 0.039 so that it is significant at α 0.05. The total effect of job embeddedness on the turnover voluntary intention through ta'awun of 0.244 (0.185+ 0.059) which is greater than the direct effect (0.185), so it shows that ta'awun has a very important role in mediating job embeddedness and voluntary turnover intention and becoming an important alternative in increasing voluntary turnover intention. Therefore, this study accepts hypothesis 7.

Figure 1: The test result of Empirical model

4.1 Discussion

This study aims to analyze the relationship between job embeddedness and organizational identification, ta’awun and voluntary turnover intention, and the role of ta'awun in mediating job embeddedness and organizational identification with a voluntary turnover intention. This research has proven the important role of ta'awun which is defined as a willingness to help co-workers outside their role based on worship and without desiring any rewards will be able to reduce voluntary turnover intention in Islamic organizations. These findings also provide new references and provide alternative solutions on how to overcome the high level of voluntary turnover intention in situations of potential employment struggles. This is important because the high turnover of the workforce will have an unpleasant working atmosphere and lead to high costs to recruit new employees.

The results of this study have also confirmed the role of internal factors in strengthening ta'awun. As a trigger for ta'awun, job embeddedness and organizational identification arise when employees have an attachment to their work and strong identification with the organization. An

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employee is said to be attached to his work if his work matches his personal values, feels he has a strong bond with the members of the organization so that he feels difficult for leaving the community in the organization. This condition is getting stronger if the dependents of his family are so heavy, so that leaving the organization will have a broad impact on him. This condition is able to encourage them to sacrifice for the organization by helping colleagues to complete their tasks. In other words, helping to other co-workers is a manifestation of a comfort feeling and sacrifice for organizations that have helped them. The intensity of links with organizational members is very binding on them to stay in the organization. This finding confirms the results of previous studies on the relationship between job embeddedness and extra-role behavior (Lee et al., 2004), reinforcing social exchange theory (Van, Dyne and Ang, 1998), perceptions of organizational support (Rhoadnes and Eisenberger, 2002) and similarity in work status. (Holton, Lee and Tidd, 2002) explains that a person is willing to sacrifice to help others because the organization has helped them before.

In addition, employees who are increasingly attached to the organization and feel identical to the organization will do anything for the development of the organization. Employees who feel identical with the organization, they feel that the organization is to be the part of them, they prefer to use the word "we" rather than "they", proud of organizational achievements, and enthusiastic when talking about the organization. This behavior will encourage them to do extra roles without being asked. This is more reflected to people who have a high level of religiosity, who assume that work is worship, so their behavior for the organization is not solely oriented to monetary rewards. This feeling has the potential to establish them to stay in the organization. These findings confirm the results of previous studies such as Hogg and Terry (2002) which stated that people choose jobs based on similarity of values. The more identic the values between both, it can lead to positive interactions and cohesion that lead to solidarity. Dukerich et al. (2002) confirm that the increase in organizational identification in the person who is able to increase the sense of togetherness that is manifested in helping behavior without being asked. They did these behaviors because they believed that the success of the organization becomes their success too. These conditions have a potential to keep the employees stay in the organization.

5. Implication

This study is very suitable to be applied to faith-based organizations. This finding provides insight into the importance of helping and cooperating without being asked but based on worship. It means, helping does not only aim for personal satisfaction or just a manifestation of his dedication to the organization but it is based on his devotion to God. A sense of togetherness as a manifestation of the desire to sacrifice for an organization that has made them feel comfortable can be used as a barrier to resign from the organization. Growing a sense of togetherness on the basis of worship has a stronger influence on someone's behavior. Employees who can behave ta'awun not only want worldly satisfaction but also ukhrowi (hereafter). This goal is able to reduce the desire to move because all that is done is only aimed at worship.

Therefore, managers must be able to increase job embeddedness as a factor causing the emergence of ta'awun behavior. Job embeddedness can be strengthened by building fit between them, both on the job embeddedness (career goals and plans, job knowledge, skills, and abilities) and off the job embeddedness (weather, amenities activities, general culture, and outdoor activities). In addition, formal and informal relations can also be created to strengthen links among employees. This link can be in the form of on the job embeddedness such as work friends, work groups, team members, or community. Off the job, embeddedness can be formed through the physical environment, children's education and hobbies. But in every job embeddedness activity must always be associated with Islamic values and carried out in the framework of worship. In every chance, employees need to be reminded that anything that is done for the organization is intended for worship and not solely seeking material.

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Creating a community that periodically conducts gatherings is very useful for creating bonding among members. In these gathering activities, Islamic values can be internalized, so that employees understand that every Muslims are likened to a compound that is structured, mutually reinforcing and complementary. Allen (2006) says that a person will bond with his organization through social interaction.

5.1 Future research

This study has succeeded in proving the important role of ta'awun in reducing voluntary turnover intention in Islamic-based organizations. Nevertheless, because Islam is rahmatan lil ‘alamin, so the Islamic concepts are very likely to be applied in non-Islamic based organizations. Therefore, future researches are suggested to re-examine this concept in non-Islamic organizations.

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