The mediating effect of employee engagement and well-being on turnover intention in Indonesia
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Author(s)Putri Mega DesianaLink to ORCID Index: https://orcid.org/0000-0003-0905-9589
,
Mone Stepanus Andrias
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Gyandra Sekar Ahyinaa
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DOIhttp://dx.doi.org/10.21511/ppm.22(2).2024.37
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Article InfoVolume 22 2024, Issue #2, pp. 477-487
- 384 Views
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108 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Employee turnover is challenging for firms, and it is usually fueled by employee stress due to their heavy workload. To minimize turnover, firms can implement various initiatives, such as employee well-being and employee engagement programs. Previous studies have examined the influence of work stress, employee engagement, or employee well-being separately on turnover intention. By exploring these factors simultaneously, this study aims to explain the roles of employee well-being and engagement as mediators in alleviating the impact of work stress on turnover. Data were collected from 425 employees working in various economic sectors (e.g., finance, education, research and development, retail, and business) in Indonesia and analyzed using the structural equation modeling (SEM) with the Lisrel 8.8 software. The results confirmed that work stress and employee engagement are factors that can directly influence turnover intention. Nevertheless, employee well-being does not have a direct impact on reducing turnover. The role of employee engagement in mediating the impact of work stress and employee well-being on turnover intention has been proven to be significant. This indicates that the company can withstand the stress that leads to employee turnover by creating jobs that make employees enthusiastically enjoy their work. Furthermore, company initiatives to create employee well-being will only be effective if those initiatives encourage employee engagement. Based on these findings, companies can develop strategies to reduce employee turnover. This can be achieved by prioritizing work stress management and improving employee well-being and engagement.
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JEL Classification (Paper profile tab)J24, J63, J21
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References43
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Tables4
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Figures2
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- Figure 1. Conceptual framework
- Figure 2. Empirical results
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- Table 1. Respondent profile
- Table 2. Measurement model results
- Table 3. Result of hypotheses testing
- Table A1. Measurement model
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Yuniarti Fihartini ,
Arief Helmi ,
Meydia Hassan ,
Yevis Marty Oesman
doi: http://dx.doi.org/10.21511/im.17(3).2021.02
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I Gede Riana ,
Gede Suparna ,
I Gusti Made Suwandana ,
Sebastian Kot 
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Ismi Rajiani
doi: http://dx.doi.org/10.21511/ppm.18(1).2020.10
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RR. Iramani , Muazaroh Muazaroh , Abdul Mongid
doi: http://dx.doi.org/10.21511/ppm.16(2).2018.01
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