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
Departemen Manajemen, Fakultas Ekonomi, Universitas Negeri Yogyakarta
Email: [email protected]
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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.
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 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.
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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.
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 (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
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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
Intention is the interest or desire arising in the individual to do
something. 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 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
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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.
5. Mobley, Griffeth, Hand and Meglino (1979) argued
that the turnover intentions (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
relationship between organizational commitment and turnover
intentions.
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In the study by Meyer et al., (1991) characterized 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. 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, maintain, and continue
the actions and behavior of employees or workers (Tansuhaj,
et al, 1998). Motivation can be defined as an integral part of
industrial relations within the framework of the process of
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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 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
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
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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.
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
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.
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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 Neeru Malhotra and Avinandan Mukherjee
(2004). In addition, there 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, 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)
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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 for learning and developing one have significant
influence to Satisfaction with Supervision of 0.142 *,
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 (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 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
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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 affective commitment, 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.
Model of fit
EU1.00
PGS1.00
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
0.380.14
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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 motivation being not able to strengthen the
findings of previous researchers It is expected there will be
further research improving and meeting new findings such as
research on the effects of leadership style on organizational
commitment, or the influence of organizational commitment
on turnover intentions. It would be better doing a more in-
depth research to find things affecting turnover intentions
being not found in this study.
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