Organizational commitment, job satisfaction, job stress, psychological contracts and turnover intentions: assessing the role of social support
<p>The main objective of this study was to examine the relationship between job</p><p>satisfaction and turnover intention, with social support as a moderating variable. The</p><p>next objective is to examine the relationship betwe...
Saved in:
| Main Author: | |
|---|---|
| Format: | thesis |
| Language: | eng |
| Published: |
2023
|
| Subjects: | |
| Online Access: | https://ir.upsi.edu.my/detailsg.php?det=9840 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Summary: | <p>The main objective of this study was to examine the relationship between job</p><p>satisfaction and turnover intention, with social support as a moderating variable. The</p><p>next objective is to examine the relationship between psychological contracts and</p><p>turnover intention, with job satisfaction as a mediating variable. The relationship</p><p>between organizational commitment and job stress is also the aim of this study. A</p><p>quantitative approach with a survey method is used in this research. The population in</p><p>this study were salespersons at retail companies in Purwokerto Indonesia, amounting</p><p>to 979 people, and a total of 274 respondents were used as a sample in this study. The</p><p>instruments in this study consisted of an organizational commitment questionnaire, a</p><p>job satisfaction survey, a psychological contract scale, a work stress scale, a social</p><p>support scale, and a turnover intention questionnaire. The results showed that there was</p><p>a significant relationship between job satisfaction and turnover intentions with social</p><p>support as a moderating variable ( = 0.081; t = 2.266; p < .01). While the relationship</p><p>between psychological contracts and turnover intention with job satisfaction as a</p><p>mediating variable is not significant ( = -0.043; t = 1.142; p > .05). The next result is</p><p>that there is a significant relationship between organizational commitment,</p><p>psychological contract, and job stress with turnover intention. The results of this study</p><p>can be used by human resource managers to anticipate the exit of employees, especially</p><p>salespeople from the organization. Through psychological contracts, organizations are</p><p>more sensitive and understand how the expectations or desires of employees are in</p><p>accordance with their beliefs about the organization. Companies can increase support</p><p>from various parties to the sales force. The support felt by the salesperson from all</p><p>parties can result in job satisfaction so that the salesperson's desire to leave his job can</p><p>be avoided.</p> |
|---|