Eny Ariyanto, Suyatmi Suyatmi, Nurhayanto Nurhayanto

An Analysis of the Relationship Between Job Satisfaction and Organizational Commitment and Its Effect on Employee Turnover Intention at Universitas Amikom Yogyakarta

Introduction

An analysis of the relationship between job satisfaction and organizational commitment and its effect on employee turnover intention at universitas amikom yogyakarta. Analyze job satisfaction, organizational commitment, and employee turnover intention at Universitas Amikom Yogyakarta. Discover weak and insignificant effects, suggesting other factors drive employee intent to leave.

Abstract

This study aims to analyze the relationship between job satisfaction and organizational commitment, as well as their influence on turnover intention among employees at Universitas Amikom Yogyakarta. The study uses a quantitative approach with the survey method, involving 38 respondents selected through simple random sampling. Hypothesis testing uses correlation and linear regression analysis techniques, which are processed with SPSS 22. The results show that job satisfaction has a positive yet weak influence on organizational commitment, with a coefficient determination (R2) of 29.8%. This indicates that job satisfaction explains only a small portion of the variance in organizational commitment. Furthermore, job satisfaction has been found to have a negative but insignificant effect on turnover intention, indicating that the level of employee job satisfaction is not a strong factor in reducing employees’ intention to leave the organization. Similarly, organizational commitment also exhibited a negative but insignificant effect on turnover intention. Simultaneously, the influence of job satisfaction and organizational commitment on turnover intention produced a coefficient of determination (R²) of 0.127, indicating that both variables explain only 12.7% of the variation in turnover intention. These findings indicate the need to consider other, more dominant factors related to employee turnover intention at Universitas Amikom Yogyakarta.

Review

This study, titled "An Analysis of the Relationship Between Job Satisfaction and Organizational Commitment and Its Effect on Employee Turnover Intention at Universitas Amikom Yogyakarta," addresses a perennially relevant topic in human resource management and organizational behavior. The objective to unravel the intricate connections between job satisfaction, organizational commitment, and employee turnover intention within a specific academic institution is well-defined and pertinent. The quantitative approach, employing survey methodology and subsequent analysis using correlation and linear regression via SPSS 22, provides a clear and systematic framework for investigating these relationships. However, the findings present several intriguing challenges and methodological considerations. The reported results—a weak positive influence of job satisfaction on organizational commitment (R² = 29.8%) and, more critically, insignificant effects of both job satisfaction and organizational commitment on turnover intention—are noteworthy. The combined explanatory power (R² = 0.127) for turnover intention is particularly low, indicating that the studied variables account for only a minor fraction of the variance. A significant limitation concerns the sample size: only 38 respondents were involved, selected through simple random sampling. This small sample size severely constrains the generalizability of the findings, even within the specified university, and raises concerns about the statistical power to reliably detect existing relationships, potentially contributing to the observed insignificance of some effects. The study's ultimate conclusion, highlighting the necessity to consider "other, more dominant factors" influencing employee turnover intention, is a critical insight derived from its own limitations. For future research, it is strongly recommended to expand the scope by utilizing a substantially larger and more representative sample, perhaps employing stratified sampling to capture the diversity within the university's employee base. Incorporating additional variables such as leadership quality, compensation and benefits, career development opportunities, or organizational culture, potentially through mixed-methods approaches, could yield a more holistic and robust understanding of employee retention. While constrained by its methodology, this paper provides a foundational exploration, serving as a valuable starting point for deeper, more comprehensive investigations into the drivers of turnover within academic institutions.

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