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Employees Turnover Intention in Indonesia: Do Intrinsic Motivation and

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 March- April 2020
ISSN: 0193-4120 Page No. 24456 - 24470

Employees Turnover Intention in Indonesia: Do

Intrinsic Motivation and Affective Commitment Can
Overcome The Problem?
Ary Ferdian1, Bachruddin Saleh Luturlean*2, Natasya Baby Suchita3, Achmad Samsudin4
1
School of Economics& Business, Telkom University, Bandung, Indonesia
2
School of Communications& Business, Telkom University, Bandung, Indonesia
3
School of Economics & Business, Telkom University, Bandung, Indonesia
4
Departemen PendidikanFisika, UniversitasPendidikan Indonesia, Bandung, Indonesia
*Corresponding author: bachruddin_saleh@yahoo.com

Article Info Abstract:

Volume 83 High turnover rate can be harmful for any organization. Unfortunately this can not
Page Number: 24456 - 24470 be prevent since many organizations seek better employees and offer higher
Publication Issue: attractive remuneration. The loss of outstanding employeescan causedorganizations
March - April 2020 to lose valuable assets, consumers, and spend higher cost of recruiting. This
research will examine the direct and indirect influence of work motivation and the
affective commitment to the employee's intention to resign. Research was
conducted using employees from various industrial backgrounds in West Java and
Jakarta. 350 questionnaires were distributed and 200 of them returned and can be
used. We used SPSS and macro process to identify the causal relationship and
mediation analysis. The results showed that the motivation of work had no
significant influence on the intention of resigning. While the affective commitments
influence significant negatives towards the intention to withdraw. Thus the
motivation of work cannot be used to predict the intention of the employee to
withdraw. Companies should identify other aspects that could make employees to
Article History not have the desire to move work. On the other hand employees who have
Article Received: 24 July 2019 emotional bonds have a tendency to last longer. Therefore, corporate policies and
Revised: 12 September 2019 programs can be directed to actions that may arouse employee's emotional bonds to
the organization.
Accepted: 15 February 2020
Publication: 30April 2020
Keywords:Intrinsic motivation, affective commitment, turnover intention
competitive advantages. Competitive advantage
1. Introduction
means having a more advanced position than other
Business environment has always faced changes organizations in terms of cost, quality, added value,
in various fields. Therefore, business organizations product development, and innovation. Regardless,
are constantly reviewing the strategies they will the company must have at least one factor that can
implement to provide optimal service to their be a differentiator in achieving success and
customers and to design a pleasant environment and maintaining its business continuity. Superior human
working atmosphere for their employees. All resources can be a differentiating factor that is
business organizations have the same conditions difficult for competitors to.The Department of
because currently business competition is already Human Resources (HR) has an important role to
very strict[1]–[3]. For examples once products from build employees in the organization to become a
the United States and Europe were easy to get into resource that contributes greatly to building
the market, now they are facing competition from competitive advantage[5].They devise various
Chinese[4]. Organizations must anticipate human resources programs and policies that support
competition by developing good capabilities or corporate activities and make employees enjoy their
Published by: The Mattingley Publishing Co., Inc. 24456

jobs and can last longer. Good human resource
management practices from a good recruitment and
selection process, attractive compensation, clear
career development, development programs that suit
employees' needs, providing safety and security
facilities, establishing conducive and positive
working relationships, and handling complaints that
responsiveness can make employees feel cared for
and supported in carrying out work.All of them are
designed so that employees can work well, achieve
the best results, and survive in the organization.
The success of a business organization is
influenced by the performance of its employees.
However, nowadays human beings still play a major
role in the business process. Therefore,
organizations that want to succeed will certainly
manage employee performance well to achieve
organizational goals. To get an accomplished
employee, the organization starts from the
recruitment and selection phases and is further
developed when already in it.The efforts of the
organization to constantly build the capabilities of
employees on the one hand make them have good
competitive ability. However, employees who excel
are vulnerable to switching jobs when they feel less
cared for and or new opportunities are more
promising.
One of the interesting phenomena now is the
level of resignation of employees who are
considered to produce serious problems for the
organization.The rate of resignation is known as the
turnover term. The number of employees who resign
especially voluntarily (no coercion or because of
their own desires) shows an indication of a problem
within the organization. [6]explain the consequences
of employee turnover on the quality, consistency,
and stability of services provided by the
organization. This will connect with client
dissatisfaction that increases with the services
(products) provided by the organization. It is clear
that employee turnover can be a big problem for
business organizations if it is not resolved.
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Employees who resign cause the company to lose
important assets (knowledge, expertise, experience).
Study conducted by[7], Indonesia has the fourth
highest turnover rate (15.8%). While certain
industry turnover levels are not currently available,
those numbers depict problems in retaining
outstanding employees.
Discussing the problem of turnover should be
initiated by studying indications of the emergence of
intention to resign. As it is known that the resign of
high performers especially because of their own will
can reduce organizational performance[8].
Therefore, it is necessary to analyze and understand
the factors that caused the intention to resign. The
intention to resign (turnover intention) is much
learned because it is very closely related to the
actual level of resignation[9]. [10]explaining the
turnover intention as an intention to leave the
organization associated with the individual's
behaviour to actually go in the future. This means
that this is still limited to individual thoughts and
considerations to resign. This variable is often used
as the dependent variable that is associated with
individual behavior in other jobs.
Research on Turnover Intention (TI) has been
carried out in many countries and tried to analyze
the factors that led to the intention to resign. Some
factors that have been reviewed include leadership
styles[11], job satisfaction[12], organizational
commitment[13], compensation or reward
satisfaction[14], perception of organizational
support[15], work stress[16], employee
motivation[17], and also career development[18].
Most of the research conducted in Indonesia still
uses respondents from one organization.This
research uses respondents from various
organizations who can provide benefits to identify
how the level of IT in business organizations is and
whether intrinsic motivation and the level of
affective commitment can predict employee
intention to resign. The reason for choosing a
24457

diverse organization is to expand the range of
conclusions from the study that is intended to be
conducted. It is expected that comprehensive results
can improve the quality of research to be
generalized.
2. Literature Review and Hypotheses
2.1. Intrinsic Motivation
Motivation is a strong impulse from within a
person that affects their direction, intensity, and
persistence in carrying out certain behavior
voluntarily[19]–[21]Priatna, Tannady.[22]defines
motivation as a psychological process that underlies
the direction, intensity, and persistence of individual
behavior or thinking.Employees who have high
motivation will exert greater effort, work better, and
persistently achieve certain goals.The motivation
that is believed to have a great contribution in
encouraging better performance is the intrinsic
motivation that arises from within the
individual.[23]motivation that is believed to have a
major contribution in encouraging better
performance is intrinsic motivation that arises from
within the individual. This feeling of inner
contentment is difficult to measure with material
(money) or other forms of reward. There are
individuals who feel happy to actualize themselves
by applying skills and knowledge that have to grow
up and produce something worth. Intrinsic
motivation is defined by[24]as encouragement that
is controlled by individuals and results from
activities carried out. Individuals who have intrinsic
motivation seek achievement from doing the work
itself, not because there are other results of
encouragement (awards or other types).
Motivated employees will benefit the
organization. Some positive consequences due to
high motivation, among others, employees will last
longer[25], have strong engagement[26], perform
better[27], and higher organizational
commitment[28]. In particular, the intrinsic
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motivation of employees will also have a positive
impact.[29]states there is a connection between
intrinsic motivation and employee
performance.Gagne et al in France found a positive
correlation with the level of affective commitment.
Other positive consequences include increasing
employee citizenship behavior[30], organizational
performance[31], reduced work stress[32], and low
employee turnover[33].
2.2. Affective Commitment
The desire of employees to remain in the
organization and be willing to provide better efforts
can be strengthened if employees feel many benefits
in carrying out work in the organization. The study
of organizational commitment was carried out
initially by[34]. They discussed the importance of
organizational commitment and put forward three
dimensions; affective, sustainable and normative.
This research uses a single dimension of affective
commitment because this commitment is an actual
commitment because it arises from within the
employee[35]. The affective commitment is defined
as a psychological condition that affects the
emergence of emotional and positive behaviors to
cleave to work and organization[34].
The high level of affective commitment can
affect the work behaviour of employees including
reduced absence, increased enthusiasm for sharing
knowledge[36], a stronger organizational citizenship
behavior[30], reduced work stress[32], and
decreasing turnover rate[37]. With the change in
behavior for the better, employees will contribute
more to the organization. Therefore, the affective
commitment is also judged as a positive role in the
achievement of organisations and individuals.
[38]states that affective commitment has a positive
influence on organizational performance. The
positive effect of affective commitment on
organizational performance was also found by
[36]in South Korea. In addition, employees who
have an affective commitment will display better
24458

work results[39][40]. Thus, the organization is very
necessary to develop a policy that can elevate the
affective commitment of employees. For that
organization should identify a variety of factors that
serve as drivers.
Various studies have been conducted to analyze
what factors can build the level of affective
commitment to the organization. Factors that are
known to be able to encourage the level of affective
commitment include organizational culture[41],
work stress[42], good human resource management
practices and job satisfaction[43], organizational
support[44], intrinsic motivation[31],
transformational leadership style[45],
compensation[46], and the level of involvement in
work[47].
2.3.Turnover Intention
Turnover is the level of resignation of
employees[48], [49] or also known as the transfer of
employees out of the company. In other words,
turnover is the movement of employees from one
organization to another within a certain period. It
should be noted that this movement is voluntary in
nature of the employee, meaning that the discharge
of the employee due to contract termination or being
subject to sanctions for terminating employment can
be excluded. Resignation arising from employees is
known as voluntary resignation. In terms of the
organization, of course, it will not break the contract
or terminate the employment if the employee
achieves.Instead, employees must be kept from
switching to another organization. The organization
does so that the employees who achievers persist
and continue to contribute. The employee's
achievement is detrimental to the organization.
These losses can be a decrease in customer
satisfaction[50], productivity[51], increasing costs to
replace employees[52], low enthusiasm for learning
and group closeness and decreased customer
satisfaction[53], decrease in organizational
performance[5], [27]. Many of these negative
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consequences must be avoided by the organization.
To prevent employees from achieving the
organization can conduct analysis on various factors
that can be used to avoid the intention of resigning.
Previous research identified factors that were the
cause of which were job satisfaction[54], affective
commitment [55], a sense of justice and
compensation[18], engagement[43], perception of
organizational support[56], work-life balance[57],
and intrinsic motivation [33]. Knowing the negative
side of turnover of employees and understanding the
factors caused by making the Organization more
prepared to anticipate it.
2.4. Intrinsic Motivation and Affective
Commitment
In accordance with the basic concepts of
organizational behavior, individuals who have
internal motivation will develop psychological and
emotional commitment. Individuals who like and are
motivated to do something will live it with
dedication. The fun and enjoyed work provided by
the organization will build an emotional bond that
can be realized by an affective commitment. Studies
that study intrinsic motivation with affective
commitment indicate a positive correlation[32],
[33], [58], [59]. These studies were carried out in
various countries (Oman, New Zealand, United
States, Norway, Malaysia, China and South Africa).
It can be said that the argument that there is a
positive correlation is sufficiently proven in various
cultural spheres. Based on these results, the first
hypothesis for this study was determined that
H1: Intrinsic motivation will have a significant and
positive effect onemployee affective commitment.
2.5. Intrinsic Motivation and Turnover Intention
The motivation that arises from the employees of
his work also carries other positive impacts.
Employees who are happy and enjoy their work will
certainly feel at home in the organization. An
interesting job, giving adequate challenges, and
24459

giving pride when running it makes employees feel
appreciated. This condition certainly makes the
concerned less likely not to come out. It is
evidenced through research in various industries
(technology, finance, hotel, health) conducted in
France[33], South Korea [60], Norway[61],
Cyprus[62], and Italy [63]. These studies have found
that employees who have intrinsic motivation tend
to persist or have no intention of resigning.
Referring to these outcomes, the second hypothesis
for this research is
H2: Intrinsic motivation will have a significant and
negative effect onturnover intention.
2.6. Affective Commitment and Turnover
Intention
Affective commitment has often been studied by
various experts in many countries. Some analyze it
as the dependent variable and some see it as an
independent variable. In relation to the intention to
resign, affective commitment is analyzed as an
independent variable.The employee turnover rate
can be influenced by how employees commit to the
organization. Research that has been done before
shows that there is a strong negative relationship on
the medium scale between affective commitment
and turnover intention[43], [64]. [28]doing research
in Canada and proving that employees with affective
commitment tend to have low outgoing desires.
While [65]Researchers using respondents from the
financial industry in Ghana also found the same
Table 1. Respondents Overview
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thing.. Based on these findings, a third hypothesis
was established for this study is
H3: Affective commitment will have a significant and
negative effect onturnover intention.
With the pattern of relationships between the
variables described earlier, this study establishes the
fourth hypothesis H4: Intrinsic motivation will
indirectly and negatively effect turnover intention
through affective commitment. Employees who have
internal motivation will be more committed.
Strengthening these two factors directly and
indirectly will reduce the employee's intention to
resign.
3. Methodology
3.1.Participants
Respondents for this study were 200
employees from various industrial backgrounds in
West Java and Jakarta. Most of the respondents were
male (59%). Viewed from the age range it appears
that the age distribution is relatively even. The
majority of respondents were married (62%) and had
children (56%). An interesting factor is the number
of employees who have tenure of more than 10 years
(41.5%). Furthermore, according to the minimum
requirements for most current jobs, the
undergraduate education level is more dominant
(50.5%).
24460

Marital
Status
Tenure
3.2. Analytical Techniques
To analyze the direct and indirect effects, this
study uses path analysis techniques. Path analysis
was carried out using regression techniques using
the SPSS application. In accordance with the general
provisions, before conducting a path analysis, the
classical assumption of data must be tested. Classic
assumption tests include normality,
heteroscedasticity, and multicollinearity.
3.3. Measuring Tools
This research uses a measuring instruments that
has been used in previous studies. This is done to
improve the accuracy of data collection. There are
15 items in total questions. 3 items of questions to
measure the level of intrinsic motivation were
developed based on a questionnaire from [66]. The
Cronbach Alpha value for this variable is .860. The
question for measuring affective commitment
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consists of 6 items compiled based on the concepts
of [34] with the Cronbach Alpha value of .907.
While the question for turnover intention is designed
based on the measurement tool [16] with the value
of Cronbach Alpha .891. All question items have 6
answer choices from 1 = strongly disagree to 6 =
strongly agree.
4. Result and Discussion
4.1. Research Result
Table 2 shows the classification of the range of
values from the results of the study. The results of
the study of respondents consisting of employees
from various industrial backgrounds indicate that in
general the level of employee intrinsic motivation is
at a high level (4.94). the level of affective
commitment of employees is also at a high level
(4.73) while the intention to resign at the middle
level tends to be low (3.08).
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Table 2.Classification of Research Results

Table 3 presents the results of the correlation
from demographic factors and research variables. It
appears that intrinsic motivation and commitment
have a positive correlation. While both have a
negative correlation with Turnover Intention. Older
employees have a perception that motivation and
affective commitment are relatively slightly
stronger. Instead, they tend not to have the intention
to resign. The interesting thing is the findings
regarding marital status and the intention to
withdraw. Employees who are single and or have
been divorced have a higher level of intence. A
similar trend also occurs in the relationship between
the presence or absence of children with the
intention to retreat. Employees who have or do not
have children have a higher intention. This can
happen because the employee feels there is no
burden to be borne if they withdraw or find a new
job. Employees who have a longer working period
are more likely to have the intention to back down.
It is possible for employees to feel comfortable with
work conditions or also feel lazy to find new jobs
because they have to make a lot of changes.

Table 3. Average, Standard Deviation, and Correlation

Std.
Mean 1 2 3 4 5 6 7 8 9 10 11
Deviation
1 Gender 1.4100 .49307 1
2 Age 3.1250 1.42461 -.145* 1
3 Marital 1.3900 .50911 .181* -.587** 1
4 Tenure 3.4800 1.49693 -.057 .789** -.623** 1
5 Position 1.5000 .77654 -.171* .434** -.292** .476** 1
6 Childre 1.4400 .49763 .183** -.673** .767** -.750** -.377** 1
7 Education 2.3850 .96511 .005 .243** -.021 .129 .345** -.051 1
8 Workhour 1.3250 .46955 -.144* .179* -.239** .213** .172* -.228** .044 1
9 Work Motivation 4.9400 .88259 -.066 .218** -.298** .221** .200** -.149* .004 .124 1
10 Affective 4.7275 .97229 -.171* .363** -.459** .433** .277** -.414** .053 .164* .589** 1
11 Turnover Intention 3.0818 1.14441 .029 -.326** .372** -.425** -.226** .429** -.015 -.155* -.305** -.533** 1
*. Correlation is significant at the 0.05 level (2-tailed).
**. Correlation is significant at the 0.01 level (2-tailed).

In accordance with the applicable provisions, said to be normally distributed. Heteroskedastisity

before conducting regression analysis and path
analysis, a classical assumption test will be
conducted which consists of three parts. The first
test of normality is presented in Table 4, indicating
that the significance value is above .05. data can be
Test in Table 5 shows the significance value above.
05, there is no heterekedastisity on the data. While
the multicollinearity test in Table 6 shows that there
is no multicollinearity.

Table 4. Normality Test

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One-Sample Kolmogorov-Smirnov Test

Unstandardized
Residual
N 200
Kolmogorov-Smirnov Z .771
Asymp. Sig. (2-tailed) .591

Table 5. Heteroscedasticity Test

Unstandardized Standardized
Model Coefficients Coefficients
B Std. Error Beta t Sig.
1 (Constant) 1.557 .243 6.404 .000
Work Motivation -.096 .057 -.145 -1.694 .092
Affective -.070 .052 -.117 -1.360 .175

Table 6. Multicollinearity Test

Collinearity
Statistics
Tolerance VIF

.653 1.531
.653 1.531

After all the classic assumption tests have passed,
the next step is to do multiple regression. Table 7
shows the results of the model summary that overall
intrinsic motivation and affective commitment affect
the intention to resign. This is supported by
ANOVA results in Table 8 (p value <.01). However,
in partial testing (Table 9) it is proven that intrinsic
motivation has no effect on the intention to retreat.
Only affective commitment has a negative effect on
employee intention to leave (-.541; p value <.01).

Table 7. Model Summary

Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .533a .284 .277 .97325

Table 8. Anova
Model Sum of df Mean F Sig.
1 Regression 74.021 2 37.010 39.073 .000b
Residual 186.603 197 .947
Total 260.624 199

Table 9. The Coefficient on Turnover Intention

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Unstandardized Standardized
Model Coefficients Coefficients
B Std. Beta t Sig.
1 (Constant) 6.004 .414 14.488 .000
Work Motivation .018 .097 .014 .183 .855
Affective -.637 .088 -.541 -7.250 .000

Table 10 presents a pattern of direct and indirect relationships between variables. It appears that the role
of intrinsic motivation to reduce turnover intention is relatively invisible. In this study only influential
affective commitment to reduce turnover intention.

Table 10. Direct and Indirect Effects

Then the model is illustrated as shown in Figure 1.

Figure 1. Research Model

accepted. Affective commitment is influenced by the

4.2.Discussion
Intrinsic motivation can change the level of
employee involvement into a positive outcome for
the organization[32]. One form of employee
involvement in the organization is increased
affective commitment and low intention or plan to
stay out. Research in Oman with employee subjects
in educational institutions by [67] states that
intrinsic motivation has an effect on affective
commitment. Furthermore [32], [63] reinforce
findings related to the influence of intrinsic
motivation on affective commitment. The results of
this study prove that the first hypothesis (H1) is
Published by: The Mattingley Publishing Co., Inc.
level of intrinsic motivation.
Intrinsic motivation is also often associated with
reduced interest in employees to exit. Research from
South Korea has found a negative influence on
intrinsic motivation on work stress and turnover
intention [60]. [68]also states that there is an impact
in the negative direction of intrinsic motivation
towards the intention to retreat. While [69] stated
that intrinsic motivation has a vital role to reduce
intention turnover. Although some research shows
the correlation and negative influences of intrinsic
motivation to intention turnover, there are at least
24464

two authors stating that there is no influence from
intrinsic motivation to turnover intention[63], [67].
The results of this study support the opinion that
there is no significant influence from intrinsic
motivation to intention turnover. Thus the second
hypothesis (H2) is not accepted. Employees with
high internal motivation do not automatically reduce
their intention to resign. Resignation of employees
can be caused by many things. So that even if
certain individuals have high motivation, they may
retreat. This happens quite often in Indonesia. For
example, employees retire because of school, there
are family needs that must be handled, following the
transfer of partners to other areas, and want to start
their own business. Although relatively unique, but
the absence of an intrinsic motivation to this
turnover is not a rare thing to find.
Furthermore, previous research on affective
commitment and turnover intention shows a
negative influence [28], [62]–[64], [67]. The results
of the study support these findings while proving
that the third hypothesis (H3) is accepted. Affective
commitment has a significant negative effect on the
intention to resign. By obtaining the results that
there is no significant effect of intrinsic motivation
on turnover intention, the fourth hypothesis (H4) is
not proven. Intrinsic motivation does not have a
direct or indirect influence on turnover intention.
These results indicate that affective commitment
plays an important role in minimizing the emergence
of employee intention to leave.
It seems that employees who are respondents
this time do not make motivation to work as an
element of consideration if they want to exit.
Internal motivation is positive and can evoke
feelings of emotional attachment (affective
commitment). However, individuals who have such
motivation, if they feel something more interesting
outside, are likely to resign. They carry out the work
following their heart. If they feel happy, it will be
done. Therefore the organization should look for
other factors that are more regarded as important
elements as the basis of consideration to exit. Offer
attractive and volatile compensation, provide
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flexibility and independence in work, provide the
means of individual development (training,
education), as well as providing benefits attributed
to family interests e.g. (School, Healthcare).
The contribution of this research is to provide
an overview of how the dynamics of the scientific
concept of human resources. Especially in relation
to the study of employee behavior. Studying human
interaction in groups and organizations needs to pay
attention to various aspects. Because the diversity of
aspects involved can affect the results. Like the
example in this study which states that there is no
effect of intrinsic motivation on the intention to
leave. Although it is considered quite unique, it
should be accepted. Employees have various reasons
to back down, in this case motivation is not
important. Similar conditions also occur in other
countries.
This research is also considered to have
weaknesses because it uses cross-sectional data
obtained only from one time point. This kind of data
limits the breadth of discussion because the object is
composed of humans and dynamic. It could be that
today someone feels uncomfortable working and
answers that the intention is to retreat strongly or
vice versa. Therefore, research with longitudinal
data can reduce this bias. The next weakness is
related to the amount of data which is only 200
respondents. Although relatively large, the coverage
of West Java and Jakarta will be better if the amount
is increased. For this reason, the duration of the
distribution and closing of the questionnaire can be
extended. Finally, the use of questionnaires is still
often questioned because it is possible for
respondents to give answers that do not match what
they feel. This is relatively difficult to improve
considering the limitations in exploring the true
feelings and hearts of individuals. Research based
on electronic databases (big data) can help even
though it is also considered to still have weaknesses
with limited access and choice of platforms.
24465

5. Conclusion
Research proves that the first (H1) and third
hypotheses (H3) are accepted. Intrinsic motivation
has a positive effect on affective commitment and
affective commitment has a negative effect on
turnover intention. While the second and fourth
hypotheses are not proven. Intrinsic motivation does
not have a direct or indirect influence (through
affective commitment) on turnover intention.
Organizations that want to maintain an
accomplished employee so as not to leave or have a
mind of consideration to exit should start reviewing
various factors that are considered important as a
material consideration by the employees. According
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