Overcoming Turnover Intention Problems: Direct-Indirect Model To...
OVERCOMING TURNOVER INTENTION
JAM
19 17, 3
Received, July 2019
19 Revised, July 2019
August 2019
Accepted, August 2019
Journal of Applied
Management (JAM)
Volume 17 Number 3,
September 2019
Indexed in Google Scholar
Corresponding Author:
Elvira Azis, School of Eco-
nomic and Business, Telkom
University, Bandung, Indone-
sia, DOI: http://dx.doi.org/10.
21776/ub.jam.2019.017.03.20
DIKTI ACCREDITED SK NO. 30/E/KPT/2018
PROBLEMS: DIRECT– INDIRECT MODEL
TO IDENTIFY THE EFFECT OF PERCEIVED
ORGANIZATIONAL SUPPORT AND
JOB SATISFACTION IN SERVICE-BASED
ORGANIZATIONS
Elvira Azis
Arif Partono Prasetio
Kristian Heri Utomo
School of Economic and Business, Telkom University, Bandung, Indonesia
Abstract:Current study investigates the direct effect of perceived organizational support
on turnover intention and the mediation of job satisfaction in the relation. The turnover
intention has become important issues in human resource management. It can cause losses
and distraction in the business. The organization needs to identify what are the main
factors which contribute or drive an employee to resign. By identifying such factors, they
can improve their human resources practices to retain outstanding employees. Perceived
organizational support considered havingan important effect on employee regarding their
perception towards the organization. Meanwhile, the thoughts of leaving the organization
can also develop from a low satisfaction level. The organization must be aware of this
condition to retain the best performers. This study used 366 participants from the various
organization in West Java and consisted of a manager, supervisor, and officer. We con-
ducted mediation analysis, and the result showed only a small direct effect from perceiving
organizational support on turnover intention while job satisfaction mediated the relation.
The intervention proves to have a greater impact on reducing the intention. This finding
corroborated previous literature and underlined that perceive organizational support and
job satisfaction can help an organization in mitigating turnover level.
Keywords: Turnover Intention, Job Satisfaction, Perceived Organizational Support, Media-
tion Analysis
Cite this article as: Azis,E., Arif P. Prasetio, and Kristian H. Utomo. 2019. Overcoming
Turnover Intention Problems: Direct– Indirect Model to Identify the Effect of Perceived
Organizational Support and Job Satisfaction in Service-Based Organizations. Jurnal
Aplikasi Manajemen, Volume 17, Number 3, Pages 555–566. Malang: Universitas Brawijaya.
http://dx.doi.org/10.21776/ub.jam.2019.017.03.20
The contribution of human no engagement would fail the company. An organi-
resources in supporting com- zation has to care about their employees for them
pany success has been rec- to support the organization achieving its target. It is
ognized. Boyce (2015) as- a must for paying attention to employees’ concerns
sured that an employee with and development since all activities in the business
555 ISSN: 1693-5241 555
 Elvira Azis, Arif Partono Prasetio, Kristian Heri Utomo
organization will always be related to human contri-
bution (Ferres, 2015; Ryan, 2016). The demands on
creativity, decision-making ability, and analytic think-
ing are increasing in the work field. All of them are
related to human.
Moreover, Leonard (2019) informed that em-
ployees who work well contribute to the success of
the company as a whole. Therefore, the company
needs to manage its human resources optimally. One
of the indicators of good human resources manage-
ment is the low number of resignation.There are
many examples where the employee resignation
impacts the company. Nowadays, employment re-
cruitment is getting more competitive. Every com-
pany gives a competitive offer to attract or main-
tain well-achieved employees.
On top of that, currently, many younger gen-
erations are introduced to the labor market. It causes
inevitable employee circulation and also adds the
complexity of workplace interactions.This differ-
ences can act as a driver, which trigger the inten-
tion to leave. Resignation is a common thing and
even cannot be avoided. However, if it happens in
large numbers in a short time, it will affect the busi-
ness activity (Moran, 2011). There will be financial
(recruitment and training cost) and non-financial
(consumer loss, decreasing productivity, unachieved
sales, increasing complain) loss. This is in line with
Pertiwi’s (2018) statement that turnover affects
employees’ financial and moral aspect. Due to its
negative effect, the level of turnover should be man-
aged.
To overcome turnover intention, a company
needs to know what factors essential to do so. Pre-
vious studies have suggested factors which influ-
ence employees’ degree of turnover intention (TI).
Park & Kim (2009) found a negative correlation of
job satisfaction and organizational culture with TI in
South Korea. Other factors with high correlation
with TI are affective commitment (Lee et al., 2018),
perception of justice (Cao et al., 2013), work-fam-
ily enhancement (McNall et al., 2010), engagement
(Ang et al., 2013), perceived organizational support
(Park et al., 2015), company citizenship (Islam et
al., 2018), clan-oriented organization culture
(Haggalla & Jayatilake, 2017). The level of turn-
556 JOURNAL OF APPLIED MANAGEMENT
over in Indonesia is currently 15,8% and is ranked
4th in the world (Gutmann, 2016). In their report in
2015, Michael Page (2015) stated that 72% of re-
spondents said they considered to resign in 12
months. The proportion should be enough to encour-
age organizations to be attentive to TI.
The current study aims to analyze the TI level
in service companies (installation, retail, contractors).
It aims as well to examine whether TI is affected
by the perceived organizational support and employ-
ees’ job satisfaction. High level of turnover can
cause problems to companies which depend on hu-
man resources. A continuous change will hamper
business and cost big money (Faugno, 2017). Ac-
cording to LinkedIn (Booz, 2018),the service sector
has the highest level of turnover. In 2017, the soft-
ware company was in first place with a percentage
of 13,2%. It is followed by the retail company with
(13.0%), media/entertainment (11.4%), and profes-
sional services (11.4%). The data shows that com-
panies in the service sector have a hard time to
maintain their employees.
Mean while, service business dependson its em-
ployees. Moreover, Dale Carnegie’s survey result
showed that younger generations develop a lack of
loyalty to the company (Triwijanarko, 2017), which
can increase the challenge to retain good employ-
ees. Identifying employee turnover after it occurred
will be too late. Accordingly, many studies about
employees’ resignation focus on whether there is
or no intention to resign. This is empowered by the
notion that employees’ resignation is influenced by
the existence of the intention to resign (Rai, 2017).
The current study examines the turnover problems
in three organizations in West Java, that is A (retail
business), B (cable installation), and C (contractors).
This study will benefit in preventing phenomenon
which will harm the organization in the long term.
Analyzing deeply about potential aspect causing
resignation will allow the organization to detect in
advance and prevent employees’ voluntary resig-
nation.
LITERATURE REVIEW
POS (Perceived organizational support) is a
perception and belief of an individual related to the
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 Overcoming Turnover Intention Problems: Direct-Indirect Model To...
degree of support provided by the organization to
keep works run well. Robbins & Judge (2017) de-
fined POS as the degree of employee’s belief that
the organization they work appreciate and care about
their contribution. Meanwhile, Eisenberger et al.
(2001) explained that POS is a perception of em-
ployee about organization appreciation and care to
their work and welfare. POS is frequently related
to employees’ feeling about the recognition they get
from the company. Recognition comes in many
forms, such as offering interesting payment, respect-
ing their rights, understanding their needs, creating
a good work atmosphere, equity, fairness, and ap-
preciating their contribution. Employees who feel
like they are strongly supported will develop a posi-
tive perception. A meta-analysis suggested that there
is a strong and moderate impact of POS on job sat-
isfaction, engagement, commitment to the organi-
zation, corporate citizenship behavior, and turnover
(Ahmed & Nawaz, 2015).
As previous studies have confirmed, one of the
impacts of POS is the degree of employees’ turn-
over. Turnover is the rate of employees’ resignation
(Dessler, 2013). Snell & Bohlander (2013) explained
further that it is an employees’ movement to resign
from the company. This movement is encouraged
by the intention to resign. Turnover intention is the
tendency of employees in trying to leave their com-
pany, which they might put into action later (Chen
et al., 2014). The employees who have this kind of
tendency can cause problems for the company. The
intention can cause a decrease in productivity and
performance as well (De Winne et al., 2018; Kuvaas
et al., 2017; Kwon & Rupp, 2013) if this tendency
comes real, then the organization will suffer a big-
ger loss. Huang & Su (2016) The company will lose
important knowledge. The company will also suffer
the decreasing consumer’s satisfaction (Hurley &
Estelami, 2007), the increasing cost (North et al.,
2012), lack of group collaboration (Bae et al., 2010).
Based on the reciprocity concept suggested by
Gouldner (1960), there is a sense of obligation in
someone to help others who helped them. Concern-
ing the work environment, employees who perceived
the ease and support from the company will repay
through positive behaviors. This can be in the form
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of the improvement of commitment to the organiza-
tion (Allen et al., 2003), high engagement (Shantz
et al., 2014), and boosted corporate citizenship spirit
(Miao & Kim, 2010). Another positive impact is that
positive work attitudes and behaviors imply the ful-
fillment of the company performance target. How-
ever, if the employees did not feel the support from
the organization, then as the social exchange con-
cept stated, they slowly will consider leaving. This
is supported by Park et al. (2015), Islam et al. (2018),
Tuzun & Kalemci (2012), Allen et al. (2003),
Blomme et al. (2010), Kumar et al. (2018), Oliveira
et al., (2017), Arshadi (2011), and Shantz et al.
(2014). A study with respondents with various back-
ground from China, United States, Turkey, Pakistan,
Netherland, India, Brazil, Iran, and England showed
a negative correlation. It implies that as the per-
ceived support from the company gets stronger, they
will repay with higher engagement and remain in
the company longer.
Maleki (2016) explained the term job satisfac-
tion as an emotional response of employees when
evaluating diverse dimension in their job. The di-
mension involves job type, carrier development, in-
teraction with employer and colleague, as well as
received compensation. Meanwhile, the definition
stated by Robbins & Judge (2017) it is a positive
feeling on the job after evaluating every character-
istic of their jobs. Based on preceding statements,
job satisfaction is referred to like the feeling of plea-
sure and convenience in employees toward every
aspect of their job. The judgment has resulted after
quite long experience and different conditions.
Therefore this satisfaction on the job is dynamic by
its nature. The employees may satisfy at a time but
feel the opposite in another time.
The urgency of employees’ satisfaction makes
researching this topic become essential. The com-
pany needs to be assured that its employees have a
high degree of job satisfaction. The positive impact
of employees being satisfied has been proved
through researches in many countries. Alsiewi &
Agil (2014) found that there is a significant positive
association between job satisfaction and affective
commitment of teachers working in a public educa-
tion institution in Libya. Another positive correlation
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 Elvira Azis, Arif Partono Prasetio, Kristian Heri Utomo
was found in a study on bankers in Malaysia (Islam
et al., 2014). The high degree of job satisfaction
leads to the improvement of employees’ loyalty
(Onsardi et al., 2016), motivation at work
(Bonenberger et al., 2014), employees’ trust (Nasra
& Heilbrunn, 2015), learning spirit (Mirkamali et al.,
2011), and eventually employees’ performance
(Fried et al., 2008; Mendis & Weerakkody, 2017).
The high level of loyalty can be judged from the low
level of turnover intention.
Job satisfaction is frequently addressed as an
important factor to maintain employees in the orga-
nization. Employees who feel satisfied with their jobs
fully or partially through various dimensions, such
as leadership, salary, and colleagues carrier devel-
opment tend to have low turnover intention. The
satisfaction of salary is strongly negatively corre-
lated to TI (Raza et al., 2017). Employees who per-
ceived compatible leadership and feel satisfied will
less likely to resign (Tnay et al., 2013). A study con-
ducted by Westlund & Hannon (2008) suggested
the negative relationship of satisfaction related to
colleagues, carrier, and working atmosphere to the
employees’ tendency to resign. Study in United
States, South Korea, Iran, Cyprus, Bangladesh,
Pakistan, and Spain also found that job satisfaction
negatively correlated to TI (Allen et al., 2003; Chung
et al., 2017; Fayyazi & Aslani, 2015; Daskin et al.,
2015; Rubel & Kee, 2015; Malik et al., 2010; Vidal
et al., 2007). Those findings support the view that
job satisfaction associated with the degree of TI
negatively (in the opposite direction).
This direct relationship between job satisfac-
tion with TI encouraged some researches to label
job satisfaction as the mediating factor of other in-
dependent variables and the degree of TI. Those
studies established the position of job satisfaction
as mediating element of work-life balance, work-
family conflict, perceived organization support, or-
ganization culture, and work stress (Noor, 2011;
Mihelic, 2014; Park & Kim, 2009; Allen et al., 2003;
Fried et al., 2008).
Based on the review of previous studies re-
lated to organizational support, job satisfaction, and
degree of TI, the current study proposed the fol-
lowing hypotheses;
558 JOURNAL OF APPLIED MANAGEMENT
H1: Perceived organizational support will have a sig-
nificant negative effect on TI
H2: Job Satisfaction will have a significant nega-
tive effect on TI
H3: Perceived organizational support will have a sig-
nificant positive effect on job satisfaction
H4: Job Satisfaction will have a mediation role in
the effect of perceived organizational support
on TI
METHOD
Participants
Data were collected using a non-probability
method with convenience sampling and receive valid
responses from 366 employees from three compa-
nies; A (retail), B (cable installation), and C (con-
tractor). 83% of participants are male, and 17% of
the female. We distributed a questionnaire through
the human resource department of each company
(200 for the retail, 150 for the cable installation, and
200 for a contractor).This distribution was conducted
under permission of the human resources depart-
ment starting from January until July 2018.We get
171 useable responsesfrom retail, 85 responses from
cable installation, and 110 responses from a con-
tractor. 34% of the respondents were 30 - 35 years
old, while participants over 40 years old were only
9%. It is likely the service sector prefers the younger
employees to deal with their customers. The respon-
dents work for a relatively long period. Most of them
work for 3 to 5 years. The majority of the partici-
pants had not married (51%) and work up to 9 hours
a day.
Analysis Technique
This study examined the association between
stress level and TI with job satisfaction as a medi-
ating variable. The correlation of variables was ana-
lyzed using SPSS version 21. To analyze the effect
of stress level on TI and mediating element of job
satisfaction, the bootstrapping approach was made
using PROCESS Macro (Hayes, 2018). This tech-
nique is considered suitable since the normality as-
sumption did not have to be satisfied through the
application of bootstrapping confidence intervals
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 Overcoming Turnover Intention Problems: Direct-Indirect Model To...

Table 1 Respondents Profile Table

Characteristic Category Number Percentage Characteristic Category Number Percentage

Gender Male 304 83% Tenure < 1 years 39 11%
Female 62 17% 1 - 3 years 80 22%
Age < 25 years 45 12% > 3 - 5 years 158 43%
25 - 30 years 87 24% > 5 - 10 years 62 17%
> 30 - 35 years 123 34% > 10 years 27 7%
> 35 - 40 years 47 13% Position Officer 282 77%
> 40 - 45 years 29 8% Supervisor 18 5%
> 45 - 50 years 20 5% Manager 66 18%
> 50 years 15 4% Education High School 257 70%
Marital Married 168 46% Diploma 53 14%
Single 188 51% Under Graduate 47 13%
Separated 10 3% Post Graduate 9 2%
Children Yes 162 44% Work Hour ≤9 hours 327 89%
No 204 56% >9 hours 39 11%

(Preacher et al., 2007). The mediating element of
job satisfaction determined using upper level and
lower level confidence interval, which did not con-
tain zero. The previous studies which employed the
same technique were Costa et al. (2014) and Gray
et al. (2015).
Measures
There were 6 Items to measure perceived or-
ganizational support and were adopted from
Eisenberger et al. (2001). The Cronbach Alpha is
.940. Items to measure job satisfaction were adopted
from Prasetio et al. (2017) with Cronbach Alpha of
.929. Items to measure TI was adopted from
Prasetio et al. (2019) with Cronbach Alpha of .798.
All items were administered using a six-point Likert
scale. Fourth and fifth points were extended from
the middle point. This is to avoid respondents se-
lecting middle choice (neutral or moderate) as it fre-
quently happens in eastern cultural society. The low-
est point 1 represents Not Agree, and the highest
point 6 implies Agree.
RESULTS
Table 2 shows the correlation coefficient of
demographic, perceived organizational support, job
satisfaction, and TI. It implies that demographic
aspects correlated to variables are just position and
education. High-educated employees are less likely
to perceive organizational support. It prevails as well
to the higher-level-educated employees. Perceived
organizational support and job satisfaction have a
positive correlation. However, both variables are
negatively correlated with TI.

Table 2 Mean, Deviation Standard, & Correlation

Std.
Mean 1 2 3 4 5 6 7 8 9
Deviation
1. Age 3.1311 1.52037 1
**
2. Marital 1.5683 .54845 -.504 1
** **
3. Tenure 2.8852 1.04839 .680 -.415 1
** ** **
4. Position 1.4098 .77729 .622 -.451 .535 1
** ** ** **
5. Education 1.4754 .80967 .459 -.345 .332 .630 1
** ** ** ** **
6. Workhour 1.1066 .30897 .273 -.180 .232 .217 .191 1
7. Perceive Support 5.0167 .77651 -.088 .121* .068 -.136** -.212** -.057 1
* **
8. Job Satisfaction 4.9947 .53358 -.060 .026 .134 -.052 -.073 -.090 .540 1
9. Turnover Intention 2.4970 .84297 .049 -.050 -.091 .083 .067 .075 -.359 -.524**
**
1

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 Elvira Azis, Arif Partono Prasetio, Kristian Heri Utomo

Regression coefficient in Table 3 showed that
p-value < .005 for all variable correlation. It implies
that all independent variables significantly affected
the dependent variable. It differs in terms of the
direction. The negative direction is for the effect of
organizational support and job satisfaction to TI.
Therefore H1, H2, and H3 were failed to be rejected.
Organizational support affects the degree of job
satisfaction and turnover intention. It obtains as well
that as job satisfaction increases, the employees
more likely to remain in the organization.

Table 3 Model coefficient

Job Satisfaction Turnover

Coeff SE p-value Coeff SE p-value
Perceived Support 0.371 0.030 0.000 -0.116 0.083 0.000
Job Satisfaction - - - -0.737 0.057 0.043
Constant 3.134 0.154 0.000 6.761 0.358 0.000
R Square 0.291 R Square 0.283
F= 149.65 F= 71.622
p= 0.000 p= 0.000

Before discussing the results, it is informed that
the analysis result is in the form of the
unstandardized coefficient. Employees with strong
POS will have a higher satisfaction on their job. It is
observed from the table as well that everyone en-
hancement of POS will improve .371 of job satis-
faction. Furthermore, one improvement of job sat-
isfaction will cause a decrease in 0,737 of turnover
intention. The indirect impact of POS on TI was
mediated by job satisfaction. The magnitude is .371
x -.731 = -.273. It means that the employees who
perceived support from their company and is satis-
fied with their job will lessen their intention to re-
sign as much as .273. Employees who have a dif-
ferent degree of POS, yet the same level of job
satisfaction will decrease in TI as much as -.116.
The combined effect is -.273 + (-.116) = -.389.
What comes next is the analysis of job satis-
faction as a mediating variable. As defined before,
there should not be zero in Lower Level a positive
in Upper Level (Hayes, 2018). The analysis using
Process are shown in Table 4. Both of the points
were negative. Therefore, it can be concluded that
job satisfaction has a role as a mediating element in
the correlation of perceived organizational support
and TI. Figure 1 shows the illustration of associa-
tion among variables.

Table 4 Indirect Effect of Job satisfaction

Effect BootSE BootLLCI BootULCI

Perceive Support  Job
-0.273 0.051 -0.378 -0.181
Satisfaction  Turnover

560 JOURNAL OF APPLIED MANAGEMENT VOLUME 17 NUMBER 3 SEPTEMBER 2019

 Overcoming Turnover Intention Problems: Direct-Indirect Model To...
Job Satisfaction
p value < 0.01
0.371
Perceived Support
-0.116
p value < 0.01
Figure 1 Mediation model
DISCUSSION
It is proven that POS, job satisfaction, and TI
have a significant association. Due to its positive
impact on job satisfaction, organizational support
should be included in the internal practice of an or-
ganization. Rewarding employees for their dedica-
tion and contribution, provide health insurance to
outstanding employees, providing a formal channel
which can be used to address employee’s problems,
attentive to employees’ work or non-work related
constrain are several options that can be imple-
mented to show support.With such support, employ-
ees will be satisfied with their job. If one takes a
close look, the steps taken by the organization to
manifest positive support to their employees have a
similar dimension with the ones in job satisfaction;
caring employer, supportive colleagues, sufficient
compensation, fun work, and carrier continuity war-
rant. Therefore, it is not a surprise if a high degree
of POS will affect job satisfaction. These findings
supported the results of Bilgin & Demirer’s study
(2012) in Turkey, Donald et al. (2016) in South Af-
rica, and Alcover et al. (2018) in Spain. The signifi-
cance of the association of POS and job satisfac-
tion were represented enough in researches from
different backgrounds.
Employees who perceived that their company
is supporting them will have a lesser tendency to
walk out. According to the conservation of resources
theory, an individual will strive to maintain resources
benefitting them. Employees will not let go of the
organization in an ideal condition which gives them
discretion. This is in line with the findings of Islam
et al. (2018) in Pakistan that fostered POS will de-
crease the intention to resign. Similar results were
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p value < 0.05
-0.737
Turnover
Intention
found by Dawley et al. (2010) in the United States,
Park et al. (2015) in China, Blomme et al. (2010) in
Belanda, Tumwesigye (2010) in Uganda, and
Perryer et al. (2010) in Australia.
Furthermore, satisfied employees will give a
positive response because of two main reasons.
Firstly, according to the conservation of resources,
one will collect as much as possible resources they
believe they need in the future. Job, carrier, salary,
and a good environment are important resources. If
an individual has all of them, they certainly will try
to keep them preserved. One of the ways is to keep
working in a company which provides those re-
sources. Therefore, there will be a reason for them
to quit, secondly, based on a social exchange, which
stated that an individual tends to return what they
have received. The positive condition given by the
company will lead to a positive return as well. Em-
ployees will work harder, more diligent, productive,
and loyal. This will lessen the turnover intention.
Individuals who perceived attention, adequate sup-
ports, and needs fulfillment will reciprocate to re-
turn the favour by stay longer in the organization.
This is reinforced by Daskin et al. (2015) in Cyprus,
Jaramillo et al. (2006) in the United States, Ang et
al. (2013) in Australia, and Ibrahim et al. (2016) in
Nigeria.
Since the direct effect of POS to turnover in-
tention was low, and the indirect effect of job satis-
faction show stronger value, the company have to
focus on supportthat will enhance employee’s sat-
isfaction. Job satisfaction usually concerns about
salary, leader, co-worker, career, and job it-self. In
that case, the support should address those impor-
tant factors. Evaluating or re-design job can make
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 Elvira Azis, Arif Partono Prasetio, Kristian Heri Utomo
it interesting, a dull job can be frustrated for em-
ployees, so the company needs to developa chal-
lenging environment. They also have to equip the
leader or manager with interpersonal skills, which
can help increase communication quality. Not just
discussing work-related problems, but also they can
provide a personal touch in building relationships with
their sub-ordinate. The challenging job should be
accompanied by a promising career and reward.
The positive work environment also playsa crucial
role. Interaction with co-worker should be monitor
closely not to interfere but to identify whether there
are problems or negative behavior. Early detection
regarding co-worker relation can help decrease the
negative environment caused by bad relation.
Next thing to do to show support is that man-
agement needs to setup a clear career path and
continuously provide advancement opportunity.
Employees should be notified whether they are per-
formed or need improvement. This has to be done
to keep the employee informed regarding their ca-
reer opportunity. Lastly, since most of the turnover
intention emergence affected by the outside envi-
ronment, the company needs to be aware of com-
petitors. Nowadays, competition is not just about
winning over consumers, but also about attracting
new and high-quality talents. Despite getting rec-
ognition and fulfilled needs, employees will move to
the place with better opportunity. A crucial aspect
that often offers to our employees is a better salary.
It is never enough regarding how much money
should we earned. This is also according to human
nature. Interesting offer will move individuals to
strengthen their resources for the future. Company
whether they like it or not has to adjust or at least
not to be far behind in terms of salary offer.To opti-
mize organization ability to keep high-standing em-
ployees, they need to follow the progress on human
resources management practice. Survey on salary,
market demand, policies to support employees’ dis-
cretion in managing work and family affairs, as well
as another trend. Change in labor force needs to be
taken into consideration as well. Combination of dif-
ferent generations of the employees can be an ad-
vantage but can backfire if it is not well-managed.
In accordance with human nature, which are dy-
562 JOURNAL OF APPLIED MANAGEMENT
namic and unpredictable, human resources manager
should anticipate those conditions. This is vital to
conduct routinely since the resignation of well-
achieved employees will cause a big loss for the
organization.
However interesting, this study still has some
limitations. First, the number of participants need to
be increased if scholars want to enhance the gen-
eralization capability of the study. It should cover
more industries also. Secondly, this is a cross-sec-
tional study which gathered data from the one-time
point. As we deal with human and their attitude and
behavior can change overtime, the longitudinal study
can be applied to increase the accuracy of the mea-
surement. With this, we can identify the attitude and
behavior pattern in more detail.
CONCLUSIONS
All hypotheses in this research are failed to be
rejected. This implies that POS directly and indi-
rectly (through job satisfaction) affects turnover in-
tention. In this competitive era, the corporation which
shows their full support to the employees will re-
ceive a positive impact in increasing job satisfaction
and will also muffle employees’ intention to resign.
The organization will find it hard to compete if they
have turnover problems. They will suffer in terms
of time and cost. This study proved that job satis-
faction is a mediating factor between POS and TI.
Future study can be conducted using longitudinal
data to give more detail measurement of attitude
and behavior which can also increase the accuracy
of the result.To enhance generalization capability, it
should also be considering the use of more partici-
pants from other service industries such as bank-
ing, hotel or hospitality, education, financial planner,
and healthcare.
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