Investigating the role of job satisfaction and work engagement dynamics in reducing turnover intentions among female bank employees
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Author(s)Nurdjanah HamidLink to ORCID Index: https://orcid.org/0000-0003-3730-0886
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Wahda RasyidLink to ORCID Index: https://orcid.org/0000-0001-7642-5361
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Andi AswanLink to ORCID Index: https://orcid.org/0000-0002-7893-591X
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Insany Fitri NurqamarLink to ORCID Index: https://orcid.org/0000-0002-3968-1881
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Romi SetiawanLink to ORCID Index: https://orcid.org/0000-0002-2761-4403
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Rianda Ridho Hafizh ThahaLink to ORCID Index: https://orcid.org/0000-0002-7150-2732
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DOIhttp://dx.doi.org/10.21511/bbs.20(1).2025.23
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Article InfoVolume 20 2025, Issue #1, pp. 282-292
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Creative Commons Attribution 4.0 International License
The study aims to analyze the relationship between job satisfaction, work engagement, and turnover intention in state-owned commercial banks in Indonesia. The study surveyed 200 female employees who had been working at the bank for at least two years. The samples were drawn from office branches of four state-owned banks across twelve different cities/regencies in seven provinces on Sulawesi Island in Indonesia. The collected data were analyzed using Structural Equation Modeling (SEM) to ensure that each indicator appropriately defined its constructs of the variables. The study applied Composite Reliability (CR) and Average Variance Extracted (AVE) to verify that the loading weights and measurement models met the SEM requirements. The findings indicate that job satisfaction positively influences work engagement. This indicates that female employees who are highly satisfied with their superiors, promotion opportunities, and financial benefits in state-owned banks, especially those who are married, older, and have children, exhibit higher levels of engagement. Additionally, the study found that job satisfaction and work engagement negatively affect turnover intention, suggesting that highly satisfied and engaged employees are more likely to remain loyal to the organization and less likely to think about looking for another job. This effect is particularly strong among middle-aged and married employees, who may feel a heightened responsibility to support their family’s economic stability.
Acknowledgments
This research represents an internal project by the Faculty of Economics and Business, Hasanuddin University. The study was enriched through contributions from various stakeholders, primarily professionals employed in state-owned banks across six provinces on Sulawesi Island. Additional support was provided by faculty members and students of the Faculty of Economics and Business, who facilitated the distribution of surveys across the study areas. The authors wish to extend their profound gratitude to Farhana Sumardi, a lecturer at the Faculty of Economics and Business, Hasanuddin University, for her invaluable efforts in compiling the literature referenced in this study.
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JEL Classification (Paper profile tab)015, J63, M12, G21
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References56
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Tables5
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Figures1
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- Figure 1. Structural equation modeling of turnover intention
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- Table 1. Sample distribution across cities in Sulawesi provinces
- Table 2. Descriptive statistics of main variables
- Table 3. Result of the measurement model
- Table 4. SEM model fit indices
- Table 5. Hypothesis testing results
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The relationship between employee well-being and organizational trust in the context of sustainable human resource management
Vaida Jaskeviciute , Asta Stankeviciene ,
Danuta Diskiene ,
Julija Savicke
doi: http://dx.doi.org/10.21511/ppm.19(2).2021.10
Problems and Perspectives in Management Volume 19, 2021 Issue #2 pp. 118-131 Views: 3334 Downloads: 2295 TO CITE АНОТАЦІЯAs the impact of the COVID-19 pandemic continues to grow, new challenges in the organizational and business environment emerge, causing the human resource management (HRM) to develop a flexible yet strategic and sustainable response in the face of instability and uncertainty. HRM practices that focus on employees’ emotional, psychological, and cognitive states are becoming crucial. The aim of this paper is to disclose the relationship between employee well-being and organizational trust in the context of sustainable HRM. The literature analysis revealed that sustainable HRM practices focused on meeting the needs of employees are particularly significant as they positively influence employee well-being. Furthermore, ensuring employee well-being based on sustainable HRM principles leads to increased organizational trust. The results of the analysis proved direct and indirect relationships between employee well-being and organizational trust; however, further research is needed to distinguish the relationship between sustainable human resource management practices and employee well-being, with a mediating role and moderating role of organizational trust.
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The impact of inclusive leadership behaviors on innovative workplace behavior with an emphasis on the mediating role of work engagement
Dheyaa Falih Bannay 
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Mohammed Jabbar Hadi ,
Ahmed Abdullah Amanah
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.39
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 479-491 Views: 2831 Downloads: 1072 TO CITE АНОТАЦІЯWork creativity manifested in innovative workplace behavior (IWB) and employee work engagement is fundamental to maintaining firm’s sustainability and competitiveness. In this regard, this study investigates the supporting effect of innovative leadership on IWB and employee engagement by maximizing employee vigor, dedication, and absorption. The study data were collected using a questionnaire-based technique, and the questionnaires were administered to 150 respondents working in mobile phone companies in Southern and Central Iraq. The results were analyzed using the Statistical Package for the Social Sciences (SPSS) and SmartPLS software. The study results revealed that inclusive leadership and work engagement were significantly related to IWB, and work engagement played a mediating role between inclusive leadership and IWB. The findings further indicated that inclusive leadership behaviors such as openness, accessibility, and availability motivated the subordinates to be engaged in IWB. To promote IWB, company leaders need to effectively engage their followers by taking pride and satisfaction in employee output, which might help employee work engagement and IWB.
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The effects of perceived organizational support and social comparison on work attitudes
Nuri Herachwati , Jovi Sulistiawan ,
Zainiyah Alfirdaus ,
Mario Gonzales B. N.
doi: http://dx.doi.org/10.21511/ppm.16(1).2018.02
Problems and Perspectives in Management Volume 16, 2018 Issue #1 pp. 12-21 Views: 2215 Downloads: 334 TO CITE АНОТАЦІЯThis study is based on the results of a survey research conducted by JobStreet Indonesia on its members, which has surprisingly found that more than 70% of employees lack clarity on the goals of their career. Drawing from the social exchange theory, employees tend to show positive work attitudes when they perceive that their organization paid attention to them. The objective of this study is to assess how significant the influence of Perceived Organizational Support (POS) is on career satisfaction, organizational commitment, and turnover intention. Besides organizational perspective, as stated by the social comparison theory, the way individuals perform both upward and downward comparisons could be expected to affect career satisfaction. Also, this research uses career commitment as a moderator variable that can strengthen or weaken the influence among variables, which is the employee’s commitment towards their organization and competitiveness within their respective work group. The research has found some interesting results. It was shown that there is no significant relationship between POS and career satisfaction, career satisfaction and turnover intention, organizational support and turnover intention, and both upward and downward social comparison and turnover intention. The moderating effects of career commitment were not proven. In comparison, all of the moderating effects of a competitive work group were proven together with the relationship between upward social comparison and turnover intention.
