Syntax Literate: Jurnal Ilmiah Indonesia p�ISSN:
2541-0849
e-ISSN:
2548-1398
Vol.
7, Special Issue No. 2, Februari 2022
THE INFLUENCE OF JOB
SATISFACTION AND PSYCHOLOGICAL WELL-BEING ON TURNOVER ON HOSPITAL EMPLOYEES
Abduh Rahmat Amri, Ribhan, Ayi Ahadiat
Faculty of Economic and
Business, University of Lampung, Indonesia
Email: [email protected],
[email protected],
[email protected]
Abstract
Health decentralization allows the Bandar
Lampung City Health Office to design programs and service activities that are
appropriate to local conditions. Based on data obtained from the HR department
of private hospitals in Bandar Lampung City, the number of employees in private
hospitals is 326 people and therate turnover reaches
more than 10% per year. The purpose of this study was to determine the
relationship between psychological well-being and job satisfaction with therate turnover at the Bandar Lampung City Private
Hospital. The results of the study found that Job Satisfaction and
Psychological Wellbeing had a simultaneous effect on employee turnover. This is
evidenced by the statistical results of F count 18,539 > F table value of 3.07,
with a significance of 0.00; Job satisfaction has a significant effect on
employee turnover with a t-table value of 1.657 and a t-count value of 3.437;
Psychological Wellbeing has a significant effect on employee turnover, with t
count of 6.051 which means t count > t table (6.051> 1.657) and sig 0.00
< 0.05.
Keywords: Psychological Wellbeing; Job
Satisfaction; Turnover
Introduction
Health decentralization allows local governments to design
health service programs and activities that are appropriate to local
conditions. In Bandar Lampung City, after a decade of implementing regional
autonomy, the public health condition of Bandar Lampung City has not shown
significant improvement. One of the reasons is the lack of number and quality
of professional health workers that are not commensurate with population growth
in Indonesia. Therefore, in order to increase productivity, hospital
organizations need to invest substantial resources in recruiting high-quality
employees (Abelsen et al., 2020),
designing optimal work plans (Berlin & Adams, 2017), and providing
development opportunities (Thomas, Larson, Solberg, & Martin, 2017).
However, periodically, employees will leave the job or
organization for various reasons. (Arshad & Puteh, 2015)
explained that there are three main determinants of turnover, namely global
economic conditions, work-related factors, and individual factors. The decision
to leave the company has a considerable impact on individual employees and the
company (Reyes, Aquino, & Bueno, 2019).
There are three main components that are taken into account when estimating
costs for turnover employee, namely layoff costs, employee turnover costs, and
training costs (Uğural, Giritli, & Urbański, 2020).
In fact, (de Mesquita Ferreira & de Aquino Almeida, 2015)
mentioned that the costs incurred when there is a turnover range from 1.5 to
2.5 times the employee's salary, depending on the position. Based on the Global
Workforce survey, in Indonesia alone the employee turnover rate reaches 21-24%
per year.
Several studies have stated that job satisfaction is one of
the causes of turnover employee (Al-Suraihi, Samikon, Al-Suraihi, & Ibrahim, 2021).
When job satisfaction is low, employees tend to start looking for other jobs (Irabor & Okolie, 2019).
On the other hand, when job satisfaction is high, employees tend to stay in
their current position (Hee, Yan, Rizal, Kowang, & Fei, 2018).
In organizational science, job satisfaction is also one of
the predictor variables of psychological well-being (PWB) (Isg�r & Haspolat, 2016).
(Tasema, 2018)
explained that there is a significant relationship between job satisfaction and
PWB. This means that the higher the level of a person's PWB, the higher the
level of job satisfaction (Bashir & Gani, 2020).
(Wright, Cropanzano, & Bonett, 2007)
in their research on job satisfaction, PWB and turnover, found that there is a
bivariate relationship between PWB, job satisfaction, and work performance with
voluntary turnover. They stated that there is a significant relationship
between PWB and job satisfaction which can predict turnover employee rates.
Based on data obtained from the HR department of a hospital
in Bandar Lampung City, the number of employees at the hospital is 326 people,
and the turnover rate reaches more than 10% per year. On the other hand, (Berlin & Adams, 2017)
stated that employees tend to leave their jobs when PWB rates and job
satisfaction are low. The probability of a high tendency turnover for employees
indicates a low PWB number, regardless of the level of job satisfaction.
Based on this theory, it can be seen that PWB has a
relationship with job satisfaction and is an indirect predictor of turnover
employee rates. If it is withdrawn in the case of the Bandar Lampung City
Hospital, where the turnover rate increases every year, employees show signs of
dissatisfaction with their work. The researcher wants to see further whether
this dissatisfaction is a manifestation of the psychological well-being of the
employees at the hospital.
Therefore, the purpose of this study
was to determine the relationship between psychological well-being and job
satisfaction with turnover rates at Bandar Lampung Hospital, so as to provide a
specific description of the relationship between psychological well-being and
job satisfaction with turnover rates
Methods
The data collection method in this study used a questionnaire
as a tool to obtain information from respondents. The respondents in this study
were health workers in Bandar Lampung as the research population, and 120
cluster sampling as the research sample. The scoring and assessment in the
questionnaire will use a Likert scale with indicators from one to five.
In this study the correlational method was used to see the
effect of Psychological Well-Being and job satisfaction on turnover intention
of health workers in Bandar Lampung. This effect can be seen through the
correlation coefficient which will indicate the degree of direction of the
relationship.
Processing of data from the measurement results of variables
in this study using simple regression analysis, which is based on a causal
relationship of one independent variable with one dependent variable. This
regression analysis can measure the influence of job satisfaction and
psychological well-being on turnover intention. Statistical data processing
using SPSS 20 for windows program.
Y = α +
β1X1 + β2X2 +�
e
Where:
Y = Turnover
a = Constant
X1= Job Satisfaction
X2= Psychological
Wellbeing
β1 � β2 =
Regression Coefficients
e = Error term
Result
And Discussion
Prior to the data was analyzed, the data had been
tested for normality of the data. Based on the results of the normality test,
it was found that the data were normally distributed. The results of linear
regression analysis on research variables show the following results in the
following table.
Tabel 1
Multiple Linear Regression Results
|
Variable |
Coefficient |
t-Statistic |
Sig. |
|
(Constant) |
2.145 |
4.717 |
.000 |
|
X1 |
.506 |
3.437 |
.001 |
|
X2 |
.838 |
6.051 |
.000 |
Source:
data analysed (2021)
Thereby, based
on the results of the analysis using the SPSS program, multiple linear
regression equations can be presented as follows:
Y = 2.145 + 0.506X1 + 0.838X2
Based on these equations, it can be
explained as follows.
a. Constant
coefficient of 2.145 means in a state of job satisfaction, and Psychological
Wellbeing is equal to zero then the employee turnover value is 2.145.
b. The
regression coefficient of the job satisfaction variable is 0.506 in a positive
direction, meaning that every increase in job satisfaction is 1 point and other
variables are fixed, then employee turnover will increase by 0.506.
c. Psychological
Wellbeing variable regression coefficient is 0.838 in a positive direction,
meaning that every increase in Psychological Wellbeing is 1 point and other
variables are fixed, then employee turnover will increase by 0.838.
1.
Result
for Effect of Job Satisfaction on Employee Turnover
The results
showed that the variable job satisfaction has a significant effect on employee
turnover, where it is known that the value of t count > t table (3.437 >
1.657) and sig 0.01 < 0.05, which means Ha is accepted. In this study, job
satisfaction has a significant and positive effect on employee turnover. This
shows that the variable job satisfaction partially has a significant effect on
the employee turnover variable.
Many factors
affect the level of job satisfaction. The most important factor is that high
wages are the main motivating factor for employees and are the main impetus for
employees to stay in the organization (Alhamwan, Mat, & Muala, 2015).
Basically, there is no hospital that can avoid employee turnover, but if there
is a high turnover and it is not immediately suppressed, it is feared that it
can disrupt service to patients, and become a problem for the hospital as a
whole. Many factors influence the occurrence of employee turnover, but
generally the factors that contribute to high employee turnover rates are
employee dissatisfaction factors. The emergence of turnover generally begins
with turnover intentions (intentions to leave) from employees. Job satisfaction
is the factor that most influences the tendency and decision of employees to
leave the workplace. As the results of research by (Yousef, 2002)
which stated that job satisfaction has a greater impact on turnover intentions,
compared to job performance or organizational commitment.
2.
Result
for Effect of Psychological Wellbeing on Employee Turnover
The results
showed that the Psychological Wellbeing variable had a positive and significant
effect on employee turnover with a t-table value of 1.657 and a t-count value
of 6.051 and sig 0.00. Then it is known that the value of t count> t table
(6.051> 1.657) and sig 0.00 <0.05, which means Ha is accepted. In this
study Psychological Wellbeing has a significant and positive effect on employee
turnover. This means that Psychological Wellbeing has a strong influence on
employee turnover. This shows that the Psychological Wellbeing variable
partially has a significant effect on the employee turnover variable.
(Amin & Akbar, 2013)
suggested that employees who have a good level of psychological well-being will
tend to have less intention to leave the organization where they work (turnover
intentions). (Harris & Cameron, 2005) suggested
that the psychological well-being of an individual can reduce turnover
intention, increase the role of individuals in the organization and can also
reduce job dissatisfaction. Employees who have good psychological well-being
will choose to stay at work and are less likely to make a turnover
Conclusion
In Bandar Lampung City, after a decade of implementing
regional autonomy, the public health condition of Bandar Lampung City has not
shown significant improvement. This study aims to determine the effect of job
satisfaction (X1) and Psychological Wellbeing (X2) on employee turnover (Y) in
hospitals in Bandar Lampung City. The results of the study indicate that job
satisfaction and Psychological Wellbeing have a simultaneous effect on employee
turnover; Job satisfaction has a significant effect on employee turnover; and Psychological
Wellbeing have a significant effect on Turnover.
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Copyright holder: Abduh Rahmat
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