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: ut.sari19@gmail.com

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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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