One of the antecedents of turnover and turnover intention is job attitude. Among the job attitudes in the organizations, many researchers have focused on satisfaction and organizational commitment as the factors affecting turnover intention. Meta-analysis studies have noted that correlation between turnover intention and commitment is higher relative to its relationship with satisfaction which indicates the possibility of mediation relationship. One facet of satisfaction which is important in predicting turnover intention is pay satisfaction. Only a few studies have been conducted to test the mediation relationship among the variables.This study aimed to examine the direct and indirect effects of pay satisfaction on turnover intention, which is mediated by affective commitment. Instruments used in this study were the Indonesian version of Pay Satisfaction Questionnaire (Heneman & Schwab, 1985), Affective Commitment Scale (Allen & Meyer, 1990), and Turnover Intention Scale, which were delivered to 183 employees of an automotive manufacture company in Indonesia. The data of 150 respondents involved were analyzed using path analysis with latent variables. The result showed that turnover intention was significantly predicted by both pay satisfaction (γ 1 = -.19, p < .05) and affective commitment (β = -.77, p < .05), while affective commitment was significantly predicted by pay satisfaction (γ 2 = .32, p < .05). The model supported for a partial mediation and that there were both direct and indirect effects of pay satisfaction on turnover. Affective commitment played an effective role in mediating the relationship between pay satisfaction and turnover intention.
Research on job flourishing is still in its infancy, relies on a plethora of different theories, and shows inconsistent results, but has already shown numerous beneficial effects on various organizational outcomes. In this state-of-the-art review, we identify the theoretical frameworks used to examine (the dynamics of) job flourishing, including its predictors and outcomes, and offer an integrated approach that is, thus far, missing. We selected and analyzed 40 empirical studies and derived from them a comprehensive multilevel conceptual model with matching propositions. This review extends our current knowledge of organizational psychology literature by suggesting how to combine the evidence obtained so far on how job flourishing arises and unfolds in organizational work contexts and its effects (e.g., on job performance, turnover intention, etc.). Rooted therein, we provide both directions for impactful future research and recommendations for managers on how to foster this desirable mental-health state at work.
Leadership studies in Indonesia tend to discuss the way leadership affects individual attitudes and behavior as well as team effectiveness. However, a more contextual and recent approach study in understanding leadership remains underdeveloped. As a preliminary, this study aims to explore the concept of Indonesia's leadership based on local perspectives by taking into account Implicit Leadership Theory. Data were gathered by involving 404 millennials (63,6% female, 36,4% male) using an open-ended question namely "Describe three characteristics of a leader" and two scales asking participants' perception about how typical and effective each leaders' characteristic count for leadership. A total of 1159 responses were analyzed using thematic analysis and demonstrated four characteristics depicting prototypes of leaders namely moral (41,07%), generally-competent (29,42%), charismatic (20,79%), conscientious (8,71%). A one-way ANOVA was also conducted to compare the effect of leader's prototypes on perception of typicality and effectiveness of leadership. There was a significant effect of leadership prototypes on perception of typical leadership at the p<.05 level for the three conditions for each of perception about how typical and effective the prototypes reflect leadership. However, at the level of prototypes, no differences were found in perceiving which prototypes were considered as more typical and effective. The descriptive scores of each prototype indicates all of the prototypes were perceived as high in reflecting typicality and effectiveness in leadership. In conclusion, all leadership prototypes emerged from the responses were perceived as both typical and effective by the participants.
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