Determinants of turnover intention in the context of SMEs: Do generational differences matter?
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Author(s)Abdullah W. JabidLink to ORCID Index: https://orcid.org/0000-0003-0436-8403
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Dudi AmarullahLink to ORCID Index: https://orcid.org/0000-0002-9945-4779
,
Ahmad Yani Abdurrahman
,
Sulfi Abdul Haji
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DOIhttp://dx.doi.org/10.21511/ppm.23(3).2025.06
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Article InfoVolume 23 2025, Issue #3, pp. 65-78
- 21 Views
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3 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
This study examines the interplay among organizational justice, perceived organizational support (POS), job embeddedness, and the intention of employees in SMEs to leave their positions with generations (Gen Y and Gen Z) as a moderator. The sample of this study includes SME employees in Indonesia, consisting of several sectors, such as handicrafts, culinary, fashion, and accommodation. The data collection involved the distribution of questionnaires, both in person and online, from January to March 2024, employing a purposive sampling, resulting in 268 valid responses. The hypotheses were subsequently validated utilizing PLS-SEM and MGA. The findings demonstrate that organizational justice (β = –0.397, p = 0.000), POS (β = –0.202, p = 0.000), and job embeddedness (β = –0.285, p = 0.000) negatively affect turnover intention. Conversely, organizational justice (β = 0.405, p = 0.000) and POS (β = 0.314, p = 0.000) positively affect job embeddedness. Ultimately, the results of the moderation analysis of generations revealed differences between Gen Y and Gen Z in the effects of organizational justice (β = –0.189, p = 0.019) and POS (β = 0.180, p = 0.070) on turnover intention, and also in the effects of organizational justice (β = 0.195, p = 0.024) and POS (β = –0.241, p = 0.013) on job embeddedness. Contrarily, there is no significant difference between Gen Y and Gen Z in the relationship between job embeddedness and turnover intention (β = 0.089, p = 0.228). This paper offers substantial insights into the existing body of knowledge, particularly in addressing the issue of SMEs’ employee turnover intention.
Acknowledgments
The authors would like to thank all the subjects who helped a lot during the preparation of this article, especially the Institute for Research and Community Service, Khairun University, which funded this research.
- Keywords
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JEL Classification (Paper profile tab)J63, M12, O15
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References61
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Tables6
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Figures1
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- Figure 1. Conceptual model
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- Table 1. Demographic data of respondents
- Table 2. Convergent validity and reliability results
- Table 3. Discriminant validity results (HTMT)
- Table 4. Structural model results
- Table 5. Multi-group analysis results
- Table A1. Measurement Items
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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: 2356 Downloads: 367 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.
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An analysis of the factors which influence dysfunctional auditor behavior
Juliyanty Sidik Tjan ,
Eko Ganis Sukoharsono ,
Aulia Fuad Rahman ,
Imam Subekti
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.22
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 257-267 Views: 1725 Downloads: 438 TO CITE АНОТАЦІЯThis research aims at testing the influence of performance evaluation of efficiency focus, performance evaluation of quality focus and task complexity on dysfunctional auditor behavior (DAB), the influence of task complexity (TC) on turnover intention (TI) and the influence of task complexity on dysfunctional auditor behavior (DAB), which is mediated by turnover intention. This research is conducted to auditors of Public Accountant Offices (PAO) in cities in Jakarta, East Java, South Sulawesi and Bali using 262 respondents as its sample and PLS-SEM analysis. The results of this research indicate that the performance evaluation of efficiency focus and task complexity has a positive influence on DAB, and the performance evaluation of quality focus has a negative influence on DAB. Furthermore, task complexity has a positive influence on turnover intention and turnover intention also partially mediates the influence of task complexity on DAB. This research is interesting, since the idea of developing the variable performance evaluation of efficiency focus by adding the ratcheting budget indicator proves that the testing of performance evaluation of increasingly higher efficiency focus increases DAB and the idea of including the variable of turnover intention proves that it can mediate the influence of task complexity on DAB.
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Impact of leadership behavior on psychological capital: the mediating role of organizational support
Osama Marashdah ,
Rokaya Albdareen
doi: http://dx.doi.org/10.21511/ppm.18(2).2020.05
Problems and Perspectives in Management Volume 18, 2020 Issue #2 pp. 46-56 Views: 1508 Downloads: 439 TO CITE АНОТАЦІЯEven though psychological capital has been identified as an important issue in the workplace, little research has focused on it through organizational support. Drawing on leadership theory and conservation of resources theory, this article examines the mediating role of organizational support in the relationship between leadership behavior and psychological capital in insurance companies in Jordan. The questionnaires were distributed randomly. Out of 350 questionnaires, 335 questionnaires were effective for analysis, after analyzing the data using the statistical program SmartPLS version 3.2.6. Based on the theories, a significant impact of organizational support on the relationship between leadership behavior and psychological capital of employees was found. Thus, the study recommended maintaining the interest of senior management in the insurance companies operating in Jordan to identify and educate the managers of these companies in choosing the appropriate leadership behavior in accordance with the company’s data and the circumstances surrounding it at the right time and place.
