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Jurnal Manajemen dan Pemasaran Jasa
Vol. 11 No. 2 September 2018 : 263-274 ISSN : 2442 - 9732 (Online)
Doi: http://dx.doi.org/10.25105/jmpj.v11i2.2954 ISSN : 0216 - 3780 (Print)
THE EFFECTS OF WORK PASSION, WORK ENGAGEMENT AND JOB
SATISFACTION ON TURN OVER INTENTION OF THE MILLENNIAL
GENERATION
Sylvia Diana Purba
Andhie Novien Dwi Ananta
Faculty of Economics and Business, Atma Jaya Indonesia Catholic University
ananta_andhie@yahoo.com
sylvia.purba@atmajaya.ac.id
Abstract
The purpose of this research was to observe the effect of work passion of the millennial workforces in
Belant Persada Ltd on its turnover intention through work engagement and job satisfaction. The sample
is all of the millenial workforces in Belant Persada Ltd, which are58 employees. The data were collected
through questionnaires and analyzed using Macro PROCESS by Hayes and Preacher through Statistical
Package for the Social Sciences (SPSS). The results showed that work passion significantly affects work
engagement and job satisfaction. While the work passion and work engagement are not direct and
significant impact on the turnover intention. Furthermore, job satisfaction brings a significantly negative
effect on turnover intention. This research failed to prove the existence of variable work engagement as
a mediating variable. On the other hand, job satisfaction successfully serves as a mediating variable. It
presents that work passion can determine turnover intention through increasing the job satisfaction.
Keywords: work passion; turnover intention; work engagement; and job satisfaction.
INTRODUCTION
Millennial is the demographic cohort who born in between 1981 until 2000. Millenial
is commonly known as Generation Y, Generation Next, the Net Generation, Echo boomers,
iGeneration, Generation Me, the Next Great Generation, and MySpace Generation. Armour
mentioned that in the work area, millennial is the fastest-growing employee approximately 14
–21 % during 2001 – 2005. Later on, Aschoff affirmed this generation is called as the largest
demographic bulge since the baby boomers (Delcampo, Haggerty, Haney, & Knippel, 2011).
Technological advances have driven millennial’s ability to multi-task, on line networks
in the millennial era make organizations require their employees to have technology-related
skills, such as computer skills. However, informed that the epidemic use of MySpace,
Facebook, YouTube, and reality TV has led to criticism of Millennial being “attention”.
Members of this generation are information gatherers because they are used to having the
world – or at least the World Wide Web at their fingertips, no matter the time of the day.
That millennial is technology proficient; success oriented, feedback-driven, and wants a quick,
deliberate impact. In the engineering field, as prior-mentioned, the millennial put their
interest in technology information work. The 10 out of 32 most developed IT corporates is
dominantly filled by the employee no older than 34 years old i.e. Epic Game, Facebook, Zynga,
263
264 Jurnal Manajemen dan Pemasaran Jasa Vol. 11 No. 2 September 2018
Google, AOL, Blizzard Entertainment, InfoSys, Monster.com, Samsung and Microsoft
(Schawbel, 2013).
Raised in an environment that promoted self-esteem, millennial is not afraid to
challenge corporate norms. Millennial often question typical workplace expectation. This
group undeniably has different perspectives than generations past on work. Millennial are
realistic about the fact that they will have to work their way up the corporate ladder in order
to achieve their career aspirations. However, the pragmatic viewpoint millennial possesses
helps to explain their proactive approach to career development. As a result of watching older
generations experience layoffs and uncertain future in terms of job security, millennial place a
great deal of value on fully developing diverse skill sets that will ensure their marketability in
the long run. It has been observed that “rather than passively” relying on employers to take
responsibility for employee career development, younger generation employees are more
likely to take a more acitive role in their career planning and execution. If companies are
unable to provide opportunities for millennial to fully build their skill sets, high level of
dissatisfaction will result. As the result, the idea that lifelong career paths with one
corporation are possible may be skewed (Delcampo, Haggerty, Haney, & Knippel, 2011).
Referring to the characteristic, millennial totally different from its former generation.
Millennial’s work-related value covers passion, balance, leisure, and security. These values are
correlated with how this generation put their view on the concept of work. One of the
phenomena is that millennial tends to move from one job to another job or in another word
high-level turnover intention (Sourceright, 2016). The turnover intention may cause multi-
negative-effects which are disrupting work-harmony, adding more work cost to hire new staff,
and wasting time to develop the recruitee (Haq, Badar, & Abbas, 2017). Hence, corporate
should put their efforts to prevent facing this condition. The phenomenon of the high turn
over intention on the millennial generation can be caused by a lack of job satisfaction, work
engagement and the weakness of passion.
In the contrary, this circumstance does not happen in Belant Persada Ltd. This
corporate runs its business in the field of IT service and development. Millennial is dominantly
employed here which were 63 out of 87 employees in total or 74.71 % in 2013. Nonetheless,
during the last 3 years, the data of employee turnover shows 1 staff resigned in 2014. A year
later, 2 staff resigned and it was followed by another 2 staff resigned in 2016. Therefore, 5
millennial resigned during 2014 – 2016 or 7.7 % out of the total millennial who retain in the
company. According to the above-stated data, there is an inconsistency in the form of
phenomenon gaps between theory in the literature and case of study at the Belant Persada
Ltd. The turnover intention typical of the millenial workforce is not reflected at Belant Persada
Ltd.
LITERATURE REVIEW
The Millennial Generation
Millennium (Y generation or Genme) was born between 1981 to 1999, the generation
group that replaced the previous generation. The millennium generation has been marked by
economic prosperity, the advancement of instant communication technology via the internet,
The Effectsof Work Passion,Work Engagement and Job Satisfaction on Turn Over Intention
of the Millennial Generation 265
social networking, and globalization. Like X generations, Millennials value freedom and work-
life balance more than Baby Boomers (Cennamo & Gardner, 2008; Twenge, 2010). They also
place a high value on free time, which means preferring a job that provides more free time
than the previous generation (Twenge, 2010). Regardless of their lower work centrality, the
millennium has higher expectations about promotion and salary increases in the workplace.
Furthermore, they place a greater value on the meaning and satisfaction of work and are
intolerant of less challenging work (Hanna, Kee, & Robertson, 2017). Previous research has
suggested that, based on personality traits among generations, millennials tend to have
different traits characteristic with previous generations, exhibiting higher narcissism, self-
worth, and assertiveness (Twenge, 2001; Twenge, Konrath, Foster, Campbell, & Bushman,
2008).
Passion, Job satisfaction & Turn Over Intention
Passion is a burning desire, a strong belief, and passion that makes people disciplined
to achieve their vision. A person's dream can be realized when he has the desire and intention
to make it happen (Strati, 2016). There are 5 components of passion which include meaningful
connection, internal drive, work absorption, joy, and subjective vitality (Pradhan, Panda, &
Jena, 2017).
Five dimensions of construct passion which includes meaningful connection, internal
drive, work absorption, joy, and subjective vitality (Pradhan et al., 2017). Meanwhile, the
dimensions that support work engagement are vigor, dedication and absorption (Schaufeli,
Salanova, González-romá, & Akker, 2002; Lisbona, Palaci, Salanova, & Frese, 2018). From this
explanation, the effect of work passion on work engagement appears in the work absorption
dimension. Trépanier, Fernet, Austin, Forest, & Vallerand (2013) found that work passion
affects the increase in work engagement.
Individuals will become passionate about certain activities through two important
processes, namely the assessment of activities and internalization of the representation of
activities in the core aspects of the self (Sanders, Wang, Schooler, & Smallwood, 2017).
Meanwhile, one of the factors that drives someone to achieve job satisfaction is hygiene and
intrinsic factors (Robbins & Judge, 2013). Intrinsic factors include achievement, recognition,
responsibility, and growth can be related to job satisfaction so that if employees are satisfied
with their work, they tend to relate to intrinsic factors. So that the influence of work passion
on job satisfaction appears in the internal factors of employees. Houlfort, Philippe, Vallerand,
& Ménard (2014) and Burke, Astakhova, & Hang(2015) found that work passion has an effect
on increasing job satisfaction.
Job satisfaction, Work Engagement & Turn Over Intention
Job satisfaction is closely related to the attitudes of employees to their own work,
work situation, cooperation between leaders with fellow employees. Robbins & Judge (2013)
reveals that job satisfaction is a positive feeling about work, resulting from an evaluation of its
characteristics. Similarly, according to Gibson (2009) job satisfaction is closely related to
employee attitudes toward his work, this is the result of employee perceptions of his job.
266 Jurnal Manajemen dan Pemasaran Jasa Vol. 11 No. 2 September 2018
May, Gilson, & Harter (2004), conceptualizes work engagement in work as a member
of an organization that performs its job’s role, works, and expresses himself physically,
cognitively, and emotionally during work. These employee attachments are indispensable to
encourage employee morale. More specifically, Agoi (2015) defines work engagement as a
positive, work-related mental attitude that has vigor, dedication, and absorption
characteristics.
All variables in this study have been eligible due to its reliable values which higher
than 0.70.
The model of scale analyze is able to be seen in the picture below.
Figure 1
Scale Analyze Testing
Source: Printouts of data processing results with Statistical Package for the Social (SPSS)
Hypothesis Development
Quality to survive is a positive form of turnover intention. This aspect states that someone
who has high work passion is not easily discouraged in facing difficulties in his work. This
means there are perseverance and full confidence. Passion is a burning desire, a strong belief
and encouragement that makes people disciplined to achieve their vision (Lajom, Amarnani,
Restubog, Bordia, & Tang, 2017). Burke et al., (2015) and Zigarmi, Nimon, Houson, Witt, &
Diehl (2011) found that harmonious work passion affects the decline in turnover intention.
The Effectsof Work Passion,Work Engagement and Job Satisfaction on Turn Over Intention
of the Millennial Generation 267
Turnover intention is majorly caused by a willingness to obtain a better job. To counter
this, corporate should develop employee’s intention to stay. This is the positive terminology
for turnover intention. This aspect states that employee with the high work passion
preference would not be desperate in facing the difficulties within their job (Lajom et al.,
2017). Other things are employee with a high level of engagement would not hand off even
when they are in a complicated situation within their job. Another statement mentioned that
intention to stay will happen as long as the employee receives their satisfaction while doing
their job (Robbins & Judge, 2013).
H1: The influence of Passion on Work Engagement is significantly positive
H2: The influence of Passion on Job Satisfaction is significantly negative
H3: The influence of Passion on Turn Over Intention is significantly negative
Booth & Hamer (2007) examine variables influencing employee turnover in the retail
sector. This study uses a case study method on major retail companies using data from annual
employee surveys, shopkeeper characteristics, and internal employee turnover data from
every retail company in the UK. Based on the findings, the level of job satisfaction experienced
by employees is significant in estimating employee turnover. Employees are considered to
experience job satisfaction when their work suits their needs and interests and when working
conditions and rewards (e.g., salary) are satisfactory, and when they like their co-workers
(Yousef, 2017). Researchers assume employees who feel their work cannot meet their needs,
do not like their current working conditions, then the employee will have a tendency to quit
their job. Disappointment with the treatment of co-workers is also one of the causes of a
person's dissatisfaction with the company, which in turn can bring emotions that can be
released to the company in the form of the intention to change jobs (Tiarapuspa & Riani,
2018). These results are consistent with previous studies that found a negative relationship
between voluntary turnover and job satisfaction (Booth & Hamer, 2007).
H4: The influence of Job Satisfaction on Turn Over Intention is significantly negative
Further, Bakker & Leiter (2010) indicates that when employees are engaged, they feel
compelled to try to move towards challenging goals and expect success. In addition, work
engagement reflects the energy of employees brought in the work. Therefore, the
characteristics of engaged employees lie not only on having the capacity to be energetic, but
to enthusiastically apply the energy they have to work. Of the three components of the
attitude, we will be able to know that employees who are engaged in their work will definitely
provide the attitude 1) the spirit, 2) dedication, and 3) absorption, which can be analyzed
applicatively. The driving force behind the importance of engagement in work has positive
consequences for organizations called organizational commitment. Van Beek, Hu, Schaufeli,
Taris, & Schreurs (2012) and May, Gilson, & Harter (2004) found that work engagement has an
effect on decreasing turnover intention. Elements that affect turnover intention are job
satisfaction, organizational commitment and work engagement.
H5: The influence of Work Engagement on Turn Over Intention is significantly negative
268 Jurnal Manajemen dan Pemasaran Jasa Vol. 11 No. 2 September 2018
RESEARCH METHODS
This research was conducted at the Belant Persada Ltd. This is a corporate that
dominantly employs millennial workforces of its overall employee. The population in this
research is all the millennial workforces of Belant Persada Ltd i.e. 58 employees. The sample
in this study are including the population which are listed as the employee as of February
2017. Data were collected through a questionnaire with 73 items of statement consistedof
work passion variable with 3 dimension which are harmonious passion, obsessive passion and
general passion.For turnover intention variable consists of single indicator that is intention to
quit. For work engagement variable was measured by 3 indicators comprising vigor,
dedication and absorption. Lastly, job satisfaction variable was tested by measuring 9
indicatorsi.e. salary, promotion, relation with supernal, benefit, reward, work rule, relation
with partner, job description and communication.
RESULTS AND DISCUSSION
The data results of the respondents in this study were analyzed using software
Statistical Package for the Social Sciences (SPSS) V.22 with Macro by Hayes and Preacher 2013.
The first stage of data processing scale analyzes (validity and reliability test). The result of
testing data showed that all statements from four variables were known as valid due to none
of the corrected item-total correlation which is under 0.278. Hence, Turnover intention
variable comprised of 4 statements, as proposed. The four proposed statements of turnover
intention all meet the requirements of validity test. The same results were found on the last
two other variables.As for the work engagement variables of the 16 items, all item statement
contained valid statements. Meanwhile, all of 34 proposed statements for the job satisfaction
passed the requirement.
After the validity and reliability test, the next procces is hypothesis testing which done
by using regression analyze of PROCESS by Hayes and Preacher through SPSS. The test was
carried out to test the effect of direct or indirect influence of the variables examined through
intervening variables. To see whether each variable significantly influences or not is by
looking at LLCI and ULCI columns. As note, LLCI and ULCI should not pass 0 to be concluded as
significantly influence. The assessment of the total impact of variables, in this case are work
passion, turnover intention, work engagement, and job satisfaction, is explained on the result
in table below:
Table 1
The Total Influence Among Variables
Variable
coeff
se
t
p
LLCI
ULCI
Outcome
Work Passion
0.67
0.12
5.46
0.00
0.42
0.91
Work Engagement
Work Passion
0.54
0.09
5.73
0.00
0.35
0.73
Job Satisfaction
Work
Engagement
0.13
0.24
.56
0.58
-0.35
0.62
Turnover
Intention
Job
Satisfaction
-1.09
0.31
-3.49
0.00
-1.71
-0.46
The Effectsof Work Passion,Work Engagement and Job Satisfaction on Turn Over Intention
of the Millennial Generation 269
Work Passion
0.39
0.22
1.80
0.08
-0.04
0.82
Inderect effect; Total effect
Variable
Effect
Boot SE
LLCI
ULCI
Description
Work
Engagement
.0891
.1851
-.2510
.4882
Work engagement
not significant as
mediating variable
Job satisfaction
significant as
mediating variable
Job
Satisfaction
-.5877
.2397
-1.1364
-.2162
Total
-.4986
.1920
-1.0239
-.2135
Source: Data outcomes (SPSS)
The data of this research resulted by using Statistical Package for the Social analysis
tool (SPSS).Work passion variable does not have a significant direct influence on turnover
intention because it has LLCI – ULCI’s result which passed 0 (-0.04 and 0.82). It means
turnover intention is not affected by the work passion of millennial workforces of Belant
Persada Ltd. Considering the level of significance, which > 0.05 but still < 0.10, it (p= 0.08) is
still in between the range of tolerance for social research. As note, there are two types of
significance result i.e. statistical significance and practical significance. Both have different
interpretation of significance. Statistical significance is accountable, therefore it could be
objectively proven. In the other side, practical significance considers rational-based
justification(Diekhoff, 1992)and (Lumer, 2013). It is caused by the consideration on a measure
of the sample (n) and variability of data. However, although the results prove that work
passion does not negatively influence turnover intention, it may support the assumption that
mediation variables needed to relate the connection between those variables.
Work passion has a direct influence on the work engagement because the LLCI –
ULCI’s result does not pass 0 (0.42 and 0.91). This is in line with the five dimensions of work
passion which related to the work engagement i.e. meaningful connection, internal drive,
work absorption, joy and subjective vitality. Meanwhile, the dimensions which support work
engagement are vigor, dedication and absorption (Basikin, 2007). According to the prior-
mentioned statement, it shows that the effect of work passion to work engagement is seen on
the work absorption. These results support the earlier research by (Trépanier et al.,
2013)stated harmonious passion was related positively to work engagement, whereas
obsessive passion was not significantly related to work engagement.
Work passion has a direct influence on the job satisfaction because the LLCI – ULCI’s
result does not pass 0 (0.36 – 0.73). Internal factor may correlate these variables. Firstly, the
employee will be passionate through two important processes “how do we see the activity”
and “internalization of the activity on how do we see our self on doing the activity”(Sanders et
al., 2017). Herzberg added that secondly, one of supporting factor to job satisfaction is
internal factor or factor from the employee itself in seeing the meaning of satisfaction. This
internal factor covers achievement, recognition, responsibility and development. Therefore,
270 Jurnal Manajemen dan Pemasaran Jasa Vol. 11 No. 2 September 2018
the employee tends to relate their satisfaction in work with this internal factor. This supports
the prior research by (Houlfort et al., 2014)and (Burke et al., 2015).
Work engagement does not have significant direct influence on turnover intention. It
is reasoned by the result of ULCI and LLCI which pass 0 (- 0.35 and 0.62). It means that
turnover intention is not affected by work engagement. On its definition, work engagement is
two ways of interaction between employee and the company (Development, 2005) and
(Persson, 2010). The engaged employee is characterized with having motivation, satisfied
feeling, having commitment, meaningful feeling, proud feeling and relation with organization.
According to this, it might be caused by the low level of satisfied feeling which affects the
work engagement of the respondents. Hence, it shows that work engagement would be lost if
the company is not capable to manage their employee satisfyingly.
Job satisfaction is proven to bring significant and negative effect on turnover intention
according to the ULCI – LLCI’s result which does not pass 0 (- 1.71 and – 0.46). This is to show
that the more employee is satisfied, the less their intention to quit is, vice versa. This supports
the prior researches by (Jawahar & Hemmasi, 2006; Reukauf, 2018; Saeed, Waseem, Sikander,
& Rizwan, 2014; Hidayat, 2018; and Alshammari, Ayed, Qaied, Al-mawali, & Matalqa, 2016).
Based on the results of this Statistical Package for the Social Sciences (SPSS), it shows
that work passion (X) does not affect directly on turnover intention (Y). Hence the role of
mediation (M) variable is needed. Work engagement (M1) and job satisfaction (M2) are two
chosen variables to mediate the X to Y. The results present that work engagement does not
mediate the direct effect of X to Y due to the ULCI – LLCI’s result which pass 0 (- 0.25 and
0.49). It is because on the prior test of direct effect of work engagement on turnover
intention has shown disaffected of turnover intention by work engagement. It tends to
support the assumption that work engagement would be improved through strengthening the
job satisfaction as one of its characteristics. In practice, it needs the role of company to
intervene the turnover intention problem of its employee. On the second mediation variable
test, job satisfaction is proven mediating the passion impacts on turn over intention. It is
concluded by seeing the ULCI and LLCI’s result which does not pass 0 (-1.14 and -0.22). It
declares that job satisfaction could significantly turn the direct relation of work passion on
turnover intention into negative. It is to show that job satisfaction of the employee should be
stressed to push down their turnover intention. In addition, based on total indirect effect
result, it shows that both of mediation variables could together mediate the X on Y since its
ULCI and LLCI’s result does not pass 0 (-1.02 and -0.21). This is to conclude the assumption
that job satisfaction can affect work engagement to influence the relation between work
passion and turnover intention.
CONCLUSION
In accordance with the objectives to be achieved through the theoretical study, based
on research methods, collected data and results of the data processed by using Statistical
Package for the Social Sciences (SPSS), this study found significant positive influence between
work passions to work engagement as well as work passion to job satisfaction. Next, it also
found significant negative influence between job satisfaction and turnover intention.
The Effectsof Work Passion,Work Engagement and Job Satisfaction on Turn Over Intention
of the Millennial Generation 271
However, neither variable of work passion nor variable of work engagement affects directly
on turnover intention. For the indirect effect through mediation, job satisfaction significantly
mediate work passion on turnover intention, not as like the variable of work engagement.
According to the result, job satisfaction is needed to strengthen the path between work
passion and turnover intention. It may also tend to increase work engagement of the
employee to push down turnover intention.
IMPLICATION
Recalling the survey’s result, the level of job satisfaction of Belant Persada Ltd’s
employee is 5.78 on average. Referring to the detail, the company has successfully fulfilled the
satisfaction of its millennial employee in terms of employee’s relation such as relation with
superiors, relation with work mate and work communication. Hence, the company should
retain these points. In the other hand, the company should consider the indicators of job
satisfaction’s variable which are still below level where most likely related to the right of
employee i.e. salary increment, add more benefit values, promotion opportunity,
achievement distribution, job desk re-allotment and job rule’s review.
LIMITATIONS AND SUGGESTIONS
Maximization of existing theory, data collection and research methodologies have
been sought in carrying out this research. This research was conducted through corporate-
basis which using Belant Persada ltd, specifically its millennial employees as of February 2017,
hence it could not be generalized.
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