“Relationships between demographic factors, job satisfaction, and intention to leave among women employees in Indonesia”

Job satisfaction is essential for improving company’s performance because the more satisfied employees are, the higher their work performance. The intention to leave has recently become a hot topic related to employees’ desire to leave the company. Such intentions can undoubtedly harm the company. This study aims to analyze the effect of demographic variables on employee job satisfaction and intention to leave. The sample includes 427 female employees in manufacturing companies in Indonesia. SEM-PLS with Smart-PLS software was used as the analysis method. Research findings show that demographic factors affect the intention to leave and job satisfaction. It was also found that demographic factors affect intention to leave, mediated by job satisfaction. Job satisfaction is essential in the relationship between demographic factors and employee intention to leave. This finding adds to existing insight that different demographic factors can affect employee turnover rates, such as high income, which can reduce employee intention to leave the company. Employee job satisfaction is subject to the influence of demographic factors, including age, with older employees generally expressing higher levels of job satisfaction.


INTRODUCTION
In an age characterized by continuous business growth, companies are intensifying their efforts to compete in acquiring top-notch talent.Not surprisingly, many employees leave the previous company for other companies that promise more benefits for these human resources.Intention to leave is an essential problem for organizations (Negoro & Wibowo, 2021).When an employee leaves, the resources spent on training, development, and education for that employee are lost (Ertas, 2015;McHugh & Brennan, 1992).The high labor mobility in the business world has raised the awareness of many companies on the need to pay attention to how to retain employees (Agbator & Olori, 2020).The success of a company's business in the face of rapid change also largely depends on the retention of competent employees.With competent employees, companies will find it easier to produce high business results and achieve their goals (Johari et al., 2012).
Job satisfaction is a factor that impacts the intention to leave (Balabanova et al., 2016;Effendi et al., 2021).It is essential in organizational behavior and human resource management practices (Amarasena et al., 2015).Maintaining employee performance relies heavily on job satisfaction, positively impacting organizational performance (Tabatabaei et al., 2013).Over the past decade, there has been a notable decrease in job satisfaction among women, while men's job satisfaction has exhibited comparatively consistent levels (A.Sousa-Poza & A. A. Sousa-Poza, 2003).Contradicting the findings of Eleswed and Mohammad (2013), women exhibit greater satisfaction and commitment to their work than men.Thus, leaders need to know what factors can affect employees' high and low job satisfaction to stabilize their performance.
Demographic factors also affect the intention to leave (Agbator & Olori, 2020;Qowi et al., 2019).Agyeman and Ponniah (2014) mentioned that age, length of service, income level, educational qualifications, and gender are widely acknowledged as primary factors influencing the intention to remain in a given context.At the same time, Akpa and Asikhia (2016) illustrate that gender does not influence employees' intention to leave an organization.Additionally, age, length of service, and marital status do not impact the intentions to leave, whether high or low (Qowi et al., 2019).
Previous research examining the correlation between demographic factors and job satisfaction has produced inconclusive findings.According to some researchers, there is a link between demographic variables such as age, gender, and work experience, as well as the ups and downs of job satisfaction (Eleswed & Mohammad, 2013 2011) revealed that academic qualifications, gender, marital status, and length of employment did not significantly impact overall job satisfaction.Managers today value employee job satisfaction more than ever because happier employees are more committed to the organization (Eleswed & Mohammad, 2013) and reduce employee intention to leave.With the differences in research results from previous and existing theoretical studies, it is essential to discover further evidence, especially for Indonesia's private company sector, which has not been studied much before.

LITERATURE REVIEW AND HYPOTHESES
Job satisfaction pertains to employees' emotions and convictions concerning their occupation.The spectrum of job satisfaction can span from being highly contented to extremely dissatisfied.Another definition of job satisfaction is positive feelings about one's job due to evaluation (Eleswed & Mohammad, 2013) Intention denotes an individual's preparedness to engage in a specific behavior (Ajzen, 1991).Employee intent to leave is consistently associated with turnover behavior (Akpa & Asikhia, 2016).Employees' exit intention is their tendency to quit a job (Martin, 1979).Employees' inten-tion to leave describes their commitment to their current job, their likelihood of finding work elsewhere soon, and their likelihood of leaving and pursuing other opportunities (Tett & Meyer, 1993).Employee turnover and the intention to leave have consistently remained crucial concerns for organizations, regardless of their geographical location, size, or type of business.If this issue is not addressed, the costs associated with employee turnover will rise ( suggest that wage satisfaction has the most substantial negative impact on Russian employees' intention to quit. Employee job satisfaction correlates with various demographic factors, including gender, age, and education (Tabatabaei et al., 2013).Demographic factors contribute significantly to the high perception of job satisfaction (Neelamegam, 2010).These variables were also discovered to have significant positive and negative effects on several aspects of job satisfaction (Mohammed et al., 2017).To meet productivity goals, organizational management must ensure employees are happy with their jobs.
Demographics also correlate with intentions to leave.Age, marital status, length of service, educational level, current academic rank, and monthly income all play a substantial role in influencing employees' intentions to leave their university or organization (Akpa & Asikhia, 2016).Job satisfaction is also correlated with turnover; for example, nurses' job satisfaction is related to their intention to remain in their current jobs.  1) are proposed based on theoretical and empirical relationships between the variables: H1: Demographic factors have a significant influence on intention to leave.
H2: Demographic factors have a significant and favorable influence on employee job satisfaction.
H3: Employee job satisfaction has a significant and negative influence on intention to leave.
H4: Demographic factors have a significant influence on intention to leave through employee job satisfaction.

METHODS
Explanatory research methods are employed to assess the relationships between variables or the impact of one variable on others.The path analysis method using SEM-PLS (structural equation modeling par-tial least square) was utilized for the quantitative approach.The sample comprises 427 female employees of Indonesian private manufacturing companies collected through the online questionnaire.The outer and inner models are both evaluated during SEM-PLS testing.The outer model was evaluated with a loading factor validity value of more than 0.7 and an AVE value greater than 0.5, indicating that the variable had adequate convergent validity (Hair et al., 2019).The model's outer reliability was assessed using a Cronbach's alpha value and a composite reliability greater than 0.6.The inner model is then evaluated based on the built model's goodness of fit (GoF) value.
The variables were evaluated using a Likert scale with five scales ranging from strongly disagree (score 1) to strongly agree (score 5).Indicators used for the job satisfaction variable include job satisfaction with qualifications and responsibilities, job satisfaction with management, job satisfaction with colleagues, and job satisfaction with overtime (Rundmo & Iversen, 2007).Then, the demographic factor indicator consists of age, marital status, number of children, and total family income (Agyeman & Ponniah, 2014; Eleswed & Mohammad, 2013).Furthermore, the intention to leave indicator uses the tendency of individuals thinking about leaving the company, the possibility of individuals looking for jobs in other organizations, the possibility of individuals leaving the company, the possibility of individuals leaving the company shortly, the possibility of individuals to leave the company when there is a better opportunity (Firth et al., 2004;Lum et al., 1998).

RESULTS
The study was conducted on 427 female employees of private manufacturing companies in Indonesia.
Evaluation of measurements in SEM-PLS is carried out in two stages, covering the outer and inner models.The first stage evaluates the out-er model by looking at the outer loading value/ loading factor of the variable, which must be > 0.6, and the AVE value, which must be > 0.5.The outcomes of outer model testing are shown in Table 2.  of demographic factors, intention to leave, and job satisfaction can be concluded to be convergently valid.
The next outer model evaluation tests the reliability of demographic factors, intention to leave, and job satisfaction by looking at the value of Cronbach's alpha (CA) and composite reliability (CR), which should be greater than 0.6 and more significant than 0.7.The reliability test results are shown in Table 3. Table 3 shows that all Cronbach's alpha and composite reliability variables are > 0.7 and meet the criteria.Thus, all variables are declared reliable, and the variable's reliability level is vital.
The assessment of the inner model involves the evaluation of goodness of fit in PLS, which is ascertained by examining the Q2 value.In regression analysis, Q2 corresponds to the coefficient of determination, also known as R-square or R2.A higher R2 indicates a better model fit to the data.A Q-Square greater than zero denotes a predictive model, while a Q-Square less than zero signifies a non-predictive model (Ghozali & Latan, 2015;Hair et al., 2019).Table 4 shows the R-Square (R 2 ) for intention to leave and job satisfaction.
The calculation results show that the model equation's Q-square value is 79.73%, indicating that the structural model has good predictive relevance and is suitable for model prediction.This Q 2 value of 79.73% also shows that the model built can explain and inform the diversity of data formed.
The estimated model yielded a significant direct influence of demographic factors on intention to leave, as indicated by the path coefficient value of -0.366 and p-value of 0.000 less than 0.05 (error level = 5%); hypothesis 1 is accepted.Furthermore, the analysis of demographic factors' impact on job satisfaction reveals a significant direct effect with a path coefficient value of 0.530 and a p-value less than 0.05 (error level α = 5%).Therefore, hypothesis 2 is accepted.
The path coefficient value for the direct effect of job satisfaction on intention to leave is -0.594, with a p-value of 0.000 less than 0.05 (error level α = 5%), indicating that the direct effect of job satisfaction on intention to leave is significant.The results show that hypothesis 3 is accepted.The path coefficient value for the indirect effect between demographic factors mediated through job satisfaction on turnover intention is associated with a p-value of 0.000, less than the 0.05 threshold.This shows that the indirect effect between demographic factors, mediated by job satisfaction and turnover intention, is significant, so hypothesis 4 is accepted.The path analysis model is shown in Figure 2.

DISCUSSION
The results show that the intention to leave decreases with specific demographic factors (older age, being married or widowed, having more children, and having a higher income).Conversely, employees of younger age, unmarried, with fewer children, and a relatively small income show a higher intention to leave.Employees who are young, unmarried, and have relatively small incomes make it very difficult to survive long and be satisfied with the work they are currently doing, so the sense of wanting to try and find new things that suit their needs will continue to be explored; employees aged 21-30 have less intention to stay (Agbator & Olori, 2020).Older employees have higher job satisfaction levels than younger ones (Eleswed & Mohammad, 2013) These results emphasize the importance of job satisfaction.Demographic factors significantly impact job satisfaction and the intention to leave.These results show that job satisfaction partially mediates demographic factors and intention to leave.It can be asserted that content employees tend to display elevated levels of commitment to their organization and tasks, leading to a decreased likelihood of leaving their positions (Rahman et al., 2020).Following the two-factor theory (Herzberg, 1993;Pandey, 2017), job satisfaction can be interpreted intrinsically and extrinsically.Intrinsic job satisfaction can be considered an individual's intra-satisfaction with the job, while extrinsic job satisfaction is described as satisfaction with outside working conditions.
Older employees are more likely to be happier with their jobs because the length of work has been extended and finding a new job is unthinkable.Such workers often exhibit a greater level of comfort and tolerance when it comes to authority, and they may adapt by adjusting their work-related expectations downward (Eleswed & Mohammad, 2013;Spector, 1997).Likewise, marriage and significant income make employees feel satisfied with their work.In the end, when the demographic matches the employee, it will be able to increase job satisfaction and reduce the intention to leave.The employee's job satisfaction is fulfilled according to his demographics.

CONCLUSION
This study aims to analyze the impact of demographic factors on job satisfaction and intention to leave and the role of job satisfaction in mediating the relationship between demographic factors and intention to leave of women employees in Indonesia.The results show that demographic factors affect intention to leave.Demographic factors also affect employee job satisfaction.Job satisfaction is also found to affect employee intention to leave.Meanwhile, job satisfaction mediated the relationship between demographic factors and intention to leave.
Differences in demographic factors owned by employees will affect the high and low levels of their desire to leave the company, as will job satisfaction.Therefore, in this case, companies must prioritize employees' recruitment and selection process from the outset, focusing on aligning their demographics with factors that can boost job satisfaction and diminish their inclination to leave the company.This study obtained multiple findings that bolster previous research on the effect of demographic factors and intention to quit.The older the employees, the better their marital status, the more children they have, and the higher their outgoing income, the less likely they are to leave the company.These findings concluded that employees' demographic situations significantly influenced their choice to remain with or depart from the company.
Furthermore, demographic factors also affect job satisfaction, especially on the age side of employees, which is said that the older the employees, the higher their job satisfaction.The impact of this demographic factor on the intention to leave is also observed through its influence on job satisfaction.So, it is essential to pay attention to prevent high employee turnover.Companies should note that different demographic factors can influence job satisfaction differently.It is crucial to emphasize that the impact of demographic factors on job satisfaction may vary depending on the specific context and industry.
Human resource managers must pay attention to the recruitment system, especially in the published job specifications: what kind of employees are desired by the company based on their age level, marital status, number of children, and income.Similarly, in the selection system, they must also consider the condition of their demographic factors so that those selected will last a long time working in the company.
This study certainly has limitations; this paper used an online questionnaire that allowed respondents to have more understanding of the content of the available statements to bring up biased answers.In addition, respondents are limited to one specific field, manufacturing; thus, future studies should investigate other industries.

Figure 1
Figure 1.Conceptual framework their duties diligently because of the new spirit.Therefore, older people should be considered if they fail to meet targets.Staff training is also required to encourage older people to use their skills and talents more effectively.
Demographic factors, namely age, influence job satisfaction felt by employees (Bello & Nasiru, 2021).Organizations must understand that older people tend to feel dissatisfied because their work is tedious; younger employees perform A direct and inverse relationship exists between employee job satisfaction and the intention to leave (Negoro & Wibowo, 2021; Sapar & Oducado, 2021).A strong negative correlation was observed between job satisfaction and the intention to leave (Macuka & Tucak Junaković, 2021).According to Effendi et al. (2021), job satisfaction and intention to leave have a significant but negative relationship.These results indicate that high job satisfaction reduces employees' desire to leave.Balabanova et al. (2016)

Table 2
shows the results of the convergent validity test; all variables of the model are > 0.6 with an AVE value of > 0.5.As a result, all indicators

Table 3 .
Construct reliability result

Table 4 .
R-Square results

Table 5 .
Hypotheses testing . This is not without reason; older employees may be less eager to find a new job and move to a new organization than younger employees.The age demographic fac- Problems and Perspectives in Management, Volume 22, Issue 1, 2024 (1)p://dx.doi.org/10.21511/ppm.22(1).2024.01