2.1 Turnover Intentions - Manuscript Utami Tunjung Sari

  ANALYSIS ON THE EFFECT OF MOTIVATION AND JOB SATISFACTION TO THE ORGANIZATIONAL COMMITMENT AND TURNOVER INTENTIONS Utami Tunjung Sari Departemen Manajemen, Fakultas Ekonomi, Universitas Negeri Yogyakarta

  Email: ut.sari19@gmail.com

  ABSTRACT

  Retail business has 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 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 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 Support effects to Normative commitment.

  Key words: organizational commitment, work motivation, job satisfaction, turnover intentions.

  A. INTRODUCTION

  Retail business can be understood as all activities involved in the sale of goods or services directly to final consumers for personal use and not business use Retail has a high challenge in the competition and have to 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 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 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 elsewhere. Specific aspects relating to job satisfaction such as the salary related satisfaction, benefits, promotion, working conditions, supervision, organizational practices and relationships with colleagues.

  Another factors to consider is the motivation of its employees work. Motivation is the willingness to give more effort to achieve organizational goals, caused by the desire to satisfy individual needs 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,

  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 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

  Intention is the interest or desire arising in the Robbins (1996), explained that the withdrawal of a person out of an organization (turnover) can be decided voluntarily (voluntary turnover) and is not voluntary (involuntary turnover). Voluntary turnover or quit an employee's decision to leave the organization voluntarily caused by a factor of how attractive the current job, and the availability of other employment alternatives. In contrast, involuntary turnover or dismissal 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 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

  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 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.

  5. Mobley, Griffeth, Hand and Meglino (1979) argued that the turnover intentions

  (intention to move) one could give an account views of person's job.

  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 & 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 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 relationship between organizational commitment In the study by Meyer et

  al., (1991) characterized

2.2. Organizational Commitment

  the organization's commitment to multi- dimensional than three- component model, namely:

  1. Affective commitment Affective commitment is an emotional approach to the individual involvement in the organization, so people will feel connected with the organization.

  Affective component deals with the emotional, the identification and involvement of employees within an organization. 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, 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.

  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, maintain, and continue the actions and behavior of (Tansuhaj, et al, 1998). Motivation can be defined as an integral part of industrial relations within the framework of the process of coaching, developing, and directing the human resources within an enterprise. Motivational factors measured by intrinsic factors such as the confidence to learn and grow, and the willingness to cooperate. Employees who have the confidence to learn and grow tend to be more motivated to work, as well as with the workers 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. 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 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. organization, use of equipment in the organization, and support groups influence affective commitment, normative, and continuance.

  2.4 Job Satisfaction

  Job satisfaction is a general attitude towards an individual aspects of the job (Robbins, 2006). Job satisfaction involves the reaction or attitude of cognitive, affective and evaluative emotions or positive emotions like those based on the 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 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 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 workers.

  Many studies find some negative relationships to job satisfaction employee turnover intentions. Tett & Meyer (1993) defines the one's higher level of job satisfaction, the lower the intensity to leave her job. In addition, the job satisfaction affects turnover. Those with lower work satisfaction feel easier to leave the company and look for opportunities in other companies. Another study presented by 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

  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 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

  Neeru Malhotra and Avinandan Mukherjee are questions on motivation to work, such as the ability to learn and develop themselves, who adopt from the questionnaire by Chaiporn Vithessonthi & Markus Schwaninger, the use of questionnaire tools adopted Frederick P. Morgeson & Stephen E. Humphrey, as well as the willingness to cooperate and Perceived group support adopting the questionnaire K. Dow Scott, James W. Bishop,

C. METHOD

3.1 Sample and Participant

  Xiangming Chen. For the job satisfaction 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.

• , Willingness to cooperate affects significantly to Satisfaction with Supervision of 0.189 **. In the model of fit Willingness to Cooperate influence the effect on Equipment Use to Normative Commitment
• . and Intention to Quit significantly influence Perceived Support Group at 0.138 *. Self-Confidence for learning and developing one have significant with Supervision of 0.142

  The data in this study was processed using Structural Equation Modeling (SEM).

  SEM allows us to do testing to form a single 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 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

  (from 0:03 to 0:09) and Job satisfacton (from -0.20 to 0.04). The Equipment Use has an indirect effect of the Normative Commitment through the Willingness to

D. RESEARCH RESULTS

  Cooperate, this is due to the influence of Equipment 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 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.

  Motivation affects organizational 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 dimensions of commitment, namely normative commitment and continuance commitment. While for the results of other researchers have not been strengthened by this study Including matters affecting turnover intentions have not yet be disclosed in this study. Tabel 1.

E. DISCUSSION AND CONCLUSION

  motivation being not able

  SS ^1.00

  to strengthen the findings _{0.05 0.03 0.09} NC _{0.99 1.00 EU -0.12 0.02} expected there will be further research improving _{0.14 0.38} WC _0.86 and meeting new findings _{-0.20 0.04 1.00} PGS such as research on the

  JS ^0.96

  effects of leadership style on organizational Model of fit commitment, or the

F. Limitations and

  influence of organizational

  suggestions for future

  commitment on turnover

  research Chi-Square=249.69, df=180, P-value=0.00045, RMSEA=0.039

  intentions. It would be There are still many better doing a more in- limitations to this study. depth research to find

  The results of this study things affecting turnover reveal new only influence intentions being not found on organizational in this study. commitment and

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