Turnover Intention in Terms of Organizational Climate in Marketing

Employees

Sri Hartini, Cindy Arini, Surya Dini and Ewen Sulim

Fakultas Psikologi, Universitas Prima Indonesia, Medan

Keywords: Turnover Intention; organizational climate.

Abstract: This research aims to investigate the relationship between Turnover Intention and Organizational Climate in

Employees. The purpose of this research is there was a negative relationship between turnover intention and

organizational climate, assuming that the higher the organizational climate, the lower the turnover intention.

Conversely, with the lower organizational climate, the turnover intention was higher. The subjects used in

this study were employees and permanent employees at PT HM Sampoerna Tbk, with a sample of 106

people. Data is obtained from instruments measuring the turnover intention and organizational climate. The

calculation was done by conducting the analysis assumption test, which consists of normality test and

linearity test. Analysis of the data used was to use product-moment correlation through the help of SPSS

version 17 for windows. The results of data analysis showed a correlation coefficient of -0.889 and a

significance value of 1 (p <0.05). These results indicated a negative relationship between the variable

turnover intention and organizational climate. The contribution was given by the variable turnover intention

to the organizational climate by 79.1 percent, with the remaining 20.9 percent other factors were not

examined. From this research, it could be concluded that the research hypothesis has a negative relationship

between a turnover intention and an organizational climate which it could be accepted.

1 INTRODUCTION

Employee behavior in organizations is a result of

their personal characteristics as well as the

environment in which they perform. Employees’ job

attitudes are affected by a wide range of

organizational characteristics and social

relationships, which form the employees’ work

environment (Berberoglu, 2018). Organizational

climate is one of the most important matters

regarding organizational environment, which has a

direct relationship with employee behavior. Since

late 1960s, organizational climate has been a popular

topic discussed in organizational behavior literature

and is considered as a vital viewpoint in order to

comprehend employee’s work-related attitudes and

behaviors (Nouria, 2013).

One of the important studies of the literature was

carried out in 1974 by Lyman Porter et al., which

was concerned with organizational commitment and

turnover intentions of the employees. Porter et al., in

1974, carried out the most commonly cited study of

the related literature, which addressed the

relationship between organizational commitment,

job satisfaction and turnover intentions among a

sample of psychiatric technicians. This study

preserves its significance as it involves the first

organizational commitment questionnaire in the

literature (Li et al., 2019).

Employee turnover has become a critical

managerial problem in organizations. High

employee turnover rates result in direct and indirect

costs, such as costs associated with recruiting and

training new employees, and loss of organizational

knowledge and a cohesive culture (Park & Min,

2020). Enterprises should maintain a high level of

competitiveness, mainly effective use of funds,

materials, equipment, technology and other members

of the organization and the technology, and "human"

is the subject of the disposal of resources. In human

resources systems, and organizational climate and

environmental incentives factor is an important

incentive influence employee behaviour, and the

business success, in addition to market

competitiveness and profitability, solidarity and

attitude of the staff is also an important factor (Hung

et al., 2018). Natural conditions, tropical climate,

and sunshine throughout the year support Indonesia's

Hartini, S., Arini, C., Dini, S. and Sulim, E.

Turnover Intention in Terms of Organizational Climate in Marketing Employees.

DOI: 10.5220/0010311900003051

In Proceedings of the International Conference on Culture Heritage, Education, Sustainable Tourism, and Innovation Technologies (CESIT 2020), pages 361-367

ISBN: 978-989-758-501-2

361

biodiversity and make Indonesia one of the largest

agrarian countries in the world. The term was pinned

to Indonesia because most of the population work as

farmers. The term was pinned to Indonesia because

of most of the population work as farmers.

Evidenced by the data collected by the Central

Statistics Bureau (BPS) in the first quarter of 2018,

it is known that the agricultural sector occupies the

first position as the employment sector that has the

most workforce of 38.7 million people or 30.46

Percent. One of the most recognized types of

agriculture in Indonesia is tobacco Natural

conditions, tropical climate, and sunshine throughout

the year support Indonesia's biodiversity and make

Indonesia one of the largest agrarian countries in the

world. The term was pinned to Indonesia because

most of the population work as farmers.

The tobacco commodity is one of the most

profitable industrial activities in the world,

especially for countries with low stages (Stuckler et

al., 2012). Recent studies have shown that people

around the world spend about one-third of their

income on food, tobacco and beverages. This

spending allocation appears not to be uniform across

the world popula- tion. While consumers from the

developing countries spend almost 40% of their

income on food, beverages and tobacco

(Selvanathan & Selvanathan, 2006). Kemenperin

(2016) stated that the tobacco commodity is one of

the domestic strategic sectors with high

competitiveness and continues to contribute

significantly to the national economy. It is known

that the tobacco products industry provides excise

payments of Rp. 138.69 trillion or 96.65 percent of

the total national excise tax. Based on the various

explanations above, it can be seen that the

agricultural business sector in terms of tobacco is a

business sector that is proliferating from year to

year. The development of the industry certainly

shows an increasing demand that must be balanced

with the development of companies producing

tobacco-related products. the leading tobacco

company in Indonesia PT HM Sampoerna Medan 1

is a subsidiary of PT Philip Morris Indonesia

(PMID) and an affiliate of Philip Morris

International Inc. (PMI), a leading international

tobacco company in the world.

As a large-scale company such as PT HM

Sampoerna Medan 1, fulfilling human resources'

availability is very important to support the

company's operational activities. Without human

resources, other organizational resources will not

generate profits or add value to the organization

(McLean, 2005). The role of human resource

management is very important in building

organizations, the function of Human Resources

(HR) in the organization has a long history of

producing goods and services (Becker & Huselid,

2006). Human resources are people who design and

produce goods or services, oversee quality, market

products, allocate financial resources, and formulate

all organizational strategies and objectives.

Therefore, companies need to do proper

management so that their human resources can

continue to dedicate themselves to the company.

Becker & Huselid (2006) states that human resource

management is policy and practice determining

aspects of human or human resources in

management positions, including recruiting,

screening, training, giving awards, and evaluating.

Based on this understanding shows that all types of

actions or policies taken by the company will have

an impact or influence on its human resources.

Human resource management is essential to create a

work environment that enables people to do their

best according to their capacity and potential to

achieve benefits for the company and themselves,

change the work environment's quality, and feel

satisfied with their work. However, human resource

management is not an easy thing to do. Sometimes

obstacles arise that can affect employee behavior, as

happened in one tobacco company in Malang in

2014. It is known that 970 employees resigned.

Employee discharge is known to leave the company

because the company has experienced a decline in

production. Researchers also conducted brief

interviews with several former employees in the

marketing division of PT HM Sampoerna Medan 1.

Turnover intention is one of the widely studied

areas in the field of industrial psychology

(Alkahtani, 2015; Fortuin, 2017; Hendricks, 2017).

This is attributed to its impact on the operational

costs of employing and re-employing employees.

These costs include, but are not limited to,

recruitment costs, leave capitalisation, relocation

costs as well as formal training and induction costs

(Alkahtani, 2015). In addition, organisations are

losing their most valued intellectual capital to their

competitors, which greatly affect their comparative

advantage as some of the organisations’ ways of

doing business might be shared with their rivals.

Turnover intention also impacts internal employees

as well as employee–customer relationships

(Isfahani, 2017). In view of the possible impact of

staff turnover, organisations need to foster

behaviours and systems that promote staff retention.

Aside from the common financial interventions,

CESIT 2020 - International Conference on Culture Heritage, Education, Sustainable Tourism, and Innovation Technologies

362

perceived organisational support (POS) plays a

significant role in influencing turnover intention.

Based on the results of the interview, it is known

that the reason for their resignation is that wages are

not appropriate, there is no labor social security and

working hours that exceed the set work limits

(Zhang et al., 2019). Hence, an imbalanced between

work and personal life causes higher stress that

might lead to greater turnover intention among

employees (Jaharuddin & Zainol, 2019).The same

reason was also expressed by several marketing

employees who were still actively working. They

stated that high targets sometimes forced them to

work even outside of work time, so they often felt

exhausted (Aliyu, 2018). Furthermore, these

employees felt that their efforts were not appreciated

with appropriate wages. Conditions like that make

them often look for other job vacancies, either

through internet sites, newspapers or through

existing relationships. Some employees have sent

job application files to other companies. In

particular, turnover intention is proposed to have a

predominantly negative impact on organizations,

and especially with respect to low productivity and

low staff morale (Li et al., 2017)

The various cases above show that employees

have shown unproductive behaviors and want to

leave the company. It is known in various cases

above, employees have taken action to quit or move

from the company where they work. This is

following the aspect of turnover intention, namely,

intention to quit. Some employees start comparing

companies where they work with other places and

think about quitting work.

Turnover intention is the termination of

membership in the organization by individuals who

wish to change jobs by receiving monetary wages

from the organization (Li et al., 2019). One of the

factors that influence turnover intention is the

organizational climate. Organizational climate as a

quality of the internal environment that is relatively

ongoing, experienced by members of the

organization, influences each member's behavior.

Previous research explains the negative relationship

between organizational climate and turnover

intention. This is evidenced by research conducted

by (Burli & Chan, 2020) on several nurses at Taiwan

Hospital. Based on these results, it is known that the

hospital where they work is not a place of work that

shows concern for its employees. Even so, the sisters

feel that the hospital where they work provides a

pleasant work environment. The sisters also

admitted that they did not want to leave the hospital

where they worked. This shows that there is a

negative influence of organizational climate on

turnover intention (Kalidass & Bahron, 2015). This

means that the higher the organizational climate, the

lower the turnover intention. Conversely the lower

the organizational climate, the lower the turnover

intention. Besides, Naotunna & Arachchige (2016)

researched hospital workers in the City of Ishafan,

Iran. Through this research, it is known that when an

employee feels comfortable and secure about their

work where there is a belief that the work provides a

decent life and development for themselves, then the

employee will stay at the company where he is. This

means that there is a negative relationship between

the quality of work-life and turnover intention,

where the higher the quality of work-life perceived

by employees, the lower the turnover intention.

Conversely the lower the quality of work-life, the

higher the turnover intention.

2 METHOD

This study aims to see the relationship between

Turnover Intention and Organizational climate in

employees. Location of research at PT. HM

Sampoerna Tbk Medan and using the scale method

(Rinaldi, 2019). The type of scale used in this study

is a Likert scale. The criteria for rating a favorite

item based on a Likert scale are one (1) for Strongly

Disagree answers (STS), two (2) for Disagree

answers (TS), three (3) for Agree answers (S), and

four (4) for the Strongly Agree (SS) answer.

Whereas the assessment criteria for unfavorable

items are a value of one (1) for Strongly Agree (SS)

answers, value of two (2) for Agree (S) answers,

three (3) for Disagree answers (TS), and four (4) )

for the Strongly Disagree answer (STS). Data

collection techniques in this study were carried out

by way of scale distribution. The scale used in this

study consists of two scales: the scale of turnover

intention and the scale of the organization's climate.

The sample used in this study were employees and

permanent employees at PT. HM Sampoerna Tbk. as

many as 106 people. Data were obtained from a

scale to measure turnover intentions and

organizational climate. The sampling method in this

study was purposive sampling.

Validity. The type of validity used in measuring

the turnover intention and organizational climate is

content validity. Content validity is validity

estimated through testing the contents of the test

with rational analysis or through professional

judgment (Azwar, 2010). Content validity measures

the extent to which the test items represent the

Turnover Intention in Terms of Organizational Climate in Marketing Employees

363

components in the overall content area of the object

to be measured and the extent to which the test items

reflect the behavioral characteristics to be measured.

Content validity does not involve any statistical

calculations but only rational analysis.

Reliability. Reliability means being trustworthy

(Rinaldi, 2019). Reliability refers to an

understanding that an instrument can be trusted

enough to be used as a data collection tool because it

is already good (Rinaldi, 2019). Furthermore,

(Azwar, 2010) states that the reliability of a variable

is said to be good if it has an Alpha Cronbach value>

0.6. In this study the reliability test uses the

Cronbach Alpha technique using SPSS 17 for

Windows.

Data analysis technique. Product Moment

Correlation requires that data be normally

distributed, and in this case, Kolmogorov Smirnov Z

is used. As for the criteria used is if p> 0.05 then the

data is normally distributed and vice versa if p <0.05

then it is not normally distributed.

Linearity test. According to Sugiyono (2010), if p

<0.05 then the relationship between the two variables

namely organizational climate and turnover intention

is said to be linear, and vice versa if p> 0.05 then the

relationship of organizational climate and turnover

intention is said to be nonlinear.

3 RESULTS

Valid items were based on the coefficient value

stated by (Azwar, 2010), which was in terms of r ≥

0.30. The validity test in this research try out used

the corrected item-total correlation method in which

a valid item could be seen in the corrected item-total

correlation table with a moving r value from 0.303

to 0.824. The trial results of measuring instruments

to reveal turnover intention showed that 37 out of 42

items were declared valid. Furthermore, (Azwar,

2010) states that the reliability of a variable was said

to be good if it had an Alpha Cronbach value> 0.6.

High and low reliability, empirically was shown by a

number called the Alpha Cronbach reliability

coefficient. In this turnover intention scale obtained

Alpha Cronbach's reliability coefficient of 0.959.

This means that this scale was appropriated to be

used as a data collection tool in this research.

The distribution normality test used the

Kolmogorov Smirnov Test (K-SZ) test. Data was

said to be normally distributed if p> 0.05. The

turnover intention variable showed the K-SZ value

of 1.186 with Sig of 0.120 for the 2 (two) tails test /

Sig. 2-tailed, while this study had a one-way

hypothesis so that the test used 1 (one) tail / Sig. 1-

tailed of 0.06 (p> 0.05) means that the turnover

intention score followed the normal distribution.

Organizational climate variables showed K-SZ of

1.061 with Sig of 0.211 for the 2 (two) tails / Sig 2-

tailed test and Sig. 1-tailed of 0.105 (p> 0.05) means

that the distribution of organizational climate scores

followed the normal distribution. Based on these

results, the data on organizational climate variables

had a normal distribution or distribution because of

p> 0.05. The variable turnover intention and

organizational climate were said to have a linear

relationship if p<0.05. it could be said that the

variable turnover intention and organizational

climate had a linear relationship. This could be seen

from the P-value obtained, namely 0,000, then p

<0.05, it could be concluded that the two variables

had a linear relationship and had been fulfilled the

requirements for product-moment correlation

analysis. Hypothesis. The hypothesis in this study

was that there was a negative relationship between

organizational climate and turnover intention.

Hypothesis testing was done using Pearson

Correlation analysis techniques. Based on the results

of the correlation analysis between organizational

climate and turnover intention, obtained product-

moment correlation coefficient of -0.889 with p of 1

(p <0.05; Sig. 1-tailed). This showed that there was

a negative correlation between organizational

climate and turnover intention.

From the results of these calculations, the

hypothesis proposed in this study showed that there

was a negative relationship between organizational

climate and turnover intention otherwise acceptable.

Thus it could be concluded that the higher the

organizational climate, the lower the turnover

intention. Conversely, the lower the organizational

climate, the higher the turnover intention.

Based on the effective contribution that could be

seen in the table on the next page, it could be

concluded that in this study, a coefficient of

determination of 0.791 was obtained. Based on these

results, it could be stated that the contribution of

79.1 percent of organizational climate affected

turnover intention, and the remaining 20.9 percent

was influenced by other factors Inspirational

leadership, Transformational leadership, Democratic

leadership style.

4 DISCUSSIONS

The results of the study of 106 employees and

employees who were the subject of the study

CESIT 2020 - International Conference on Culture Heritage, Education, Sustainable Tourism, and Innovation Technologies

364

showed that there was a negative relationship

between organizational climate and turnover

intention with product-moment correlation

coefficient of r = -0.889 and p = 1 means that the

higher the organizational climate, the lower the

turnover intention. Conversely, the lower the

organizational climate, the higher the turnover

intention. Organizational climate was closely

related to turnover intention; this was reinforced by

the research conducted by (Liou, 2010) on several

nurses in hospitals in Taiwan. The results showed a

significant negative relationship between

organizational climate and turnover intention. The

lower the turnover intention, the higher the

organizational climate; otherwise, the higher the

turnover intention, the lower the organizational

climate. Relationship between organizational climate

and turnover intention.

The results of the same study conducted by

(Nugraha, 2017) of PDAM Tirta Moedal City

Semarang employees. The results of a study of 80

subjects showed that there was a negative

relationship between organizational climate and

turnover intention. In this study, the determination

coefficient of R Square (R2) of 0.791 was obtained.

Based on these results, it could be concluded that

79.1 percent of organizational climate affects the

turnover intention of employees and employees at

PT. HM Sampoerna Tbk. and the remaining 20.9

percent was influenced by other factors Inspirational

leadership, Transformational leadership, Democratic

leadership style. In this study, the results obtained

indicate that turnover intention at PT. HM

Sampoerna Tbk. included in the high category was

evidenced by turnover intention for employees who

fell into the low category of 1 (one) person with a

percentage of 0.95 percent. In contrast, turnover

intention for employees in the moderate category is

30 people with a percentage of 28.30 percent, and

employees with turnover intention in the high

category numbered 75 people with a percentage of

70.75 percent. Based on the explanation above, it

can be concluded that the average employee of PT.

HM Sampoerna Tbk. expressed a high turnover

intention.

This study also shows the average organizational

climate results at PT. HM Sampoerna Tbk. including

low because employees who declared high

organizational climate included in the low category

by 0 (zero) people with a percentage of 0 (zero)

percent, while employees who stated the

organizational climate was included in the moderate

category numbered 81 people with a percentage of

76.41 percent and which states low organizational

climate into the high category of 25 people with a

percentage of 23.59 percent. Based on these

explanations, it could be concluded if the

organizational climate at PT. HM Sampoerna Tbk.

did not meet the desires of employees, where the

organizational climate was a condition or traits or

characteristics that described an organizational

psychological environment that was felt by people in

the organizational environment. Organizational

climate was influenced by the perceptions of

existing members of the organization.

Thus, if the employee felt that the climate in the

organization where he belonged was quite conducive

and pleasant to him, they would work well, which

would make the employee felt satisfied.

Organizational climate influenced HR practiced and

policies were accepted by members of the

organization. All organizations naturally had a

strategy in managing human resources. An open

organizational climate encourageed employees to

express their interests and dissatisfaction without

fear of retaliation and attention. Such dissatisfaction

could be handled positively and wisely. In the low

category of 0 (zero) percent, shown through the

results of interviews with employees, who claimed if

the organizational climate at PT. HM Sampoerna

Tbk. did not make employees comfortable in this

company. Many aspects of the organization's climate

were not applied to this company, to make the

employees wanted to resign from the company. The

influence of organizational climate on organizational

performance was so considerable that many experts

or experts paid special attention to organizational

climate. The importance of the organizational

climate because the organizational climate was

recognized as influencing the behavior of employees

and leaders as members of the organization.

Organizational climate influenced employees to

understand the rules that apply in the work

environment and give instructions to them in their

adjustment efforts within the organization. The

concept of organizational climate is considered to

have a position as a bridge that connected

management or leadership and employee behaviour

in realizing organizational performance in order to

achieve organizational goals.

As many as 25 employees or 23.59 percent of

employees were in the medium category. Due to the

dimensions of standards that were not applied at PT.

HM Sampoerna Tbk. So often, employees who

worked at the company, work not following the job

description they had, this made the employees

confused in carrying out the work they had As

acknowledged by one of the employees who should

Turnover Intention in Terms of Organizational Climate in Marketing Employees

365

had held SPG's position, but often worked on the

company's financial statements, the employee

admitted that he sometimes felt confused about his

position. Many employees who had only been

working for 6 (six) months had left the company.

Through these statements strengthen the allegations,

the low climate of the organization in PT. HM

Sampoerna Tbk. Employees saw themselves as

belonged to the company and became members of a

work team.

5 CONCLUSION

There is a negative relationship between

organizational climate with turnover intention in PT

HM Sampoerna Medan Marketing Employees with

Product Moment correlation of r = -0,889 and p = 1,

meaning that the higher the organizational climate,

the lower turnover intention. Conversely, the lower

the organizational climate, the higher the turnover

intention experienced by employees. The mean of

turnover intention on the subject of PT HM

Sampoerna Medan Marketing Employee research

shows that the research subjects' turnover intention

shows a high category. This can be seen from the

empirical value of 115.06 higher than the

hypothetical mean of 92.5. Based on the category, it

can be seen that there are 1 (one) subjects with 0.95

percent who have a low turnover intention, 30

subjects with 28.30 percent who have a moderate

turnover intention, and there are 75 subjects with

70.75 percent who have turnover intention high.

The mean of the organizational climate on the

subject of PT HM Sampoerna Medan's Marketing

Employee research as a whole shows that the

organizational climate of the research subject shows

a high category. This can be seen from the practical

value of 72.08 higher than the hypothetical mean of

62.5. By category, it can be seen that 0 (zero)

percent is categorized as a low organizational

climate, 81 subjects with a percentage of 76.41

percent who have a moderate organizational climate,

and 25 subjects with a percentage of 23.59 percent

who have a high organizational climate. The results

of this study indicate that the contribution of

organizational climate variables to turnover intention

is 79.1 percent, the remaining 20.9 percent is

influenced by other factors not examined, such as

inspirational leadership, transformational leadership,

and democratic leadership styles.

REFERENCES

Aliyu, O. A., 2018. Reducing employee turnover

intention: A customer relationship management

perspective. Journal of Strategic Marketing, 26(3),

241–257.

https://doi.org/10.1080/0965254X.2016.1195864

Alkahtani, A., 2015. Investigating factors that influence

employees’ turnover intention: A review of existing

empirical works. International Journal of Business

and Management, 10(12), 152–166.

https://doi.org/https://doi.org/10.5539/ijbm.v10n12p15

Azwar, S., 2010. Penyusunan Skala Psikologi. Pustaka

Belajar.

Becker, B. E., & Huselid, M. A., 2006. Strategic human

resources management: Where do we go from here?

Journal of Management, 32(6), 898–925.

https://doi.org/10.1177/0149206306293668.

Berberoglu, A., 2018. Impact of organizational climate on

organizational commitment and perceived

organizational performance: Empirical evidence from

public hospitals. BMC Health Services Research,

18(1), 1–9. https://doi.org/10.1186/s12913-018-3149-

Burli, A., & Chan, J., 2020. Outcomes Following

Aggressive Management of Locoregional Disease in

Anaplastic Thyroid Carcinoma in the Era of Intensity-

Modulated Radiation Therapy (IMRT). International

Journal of Radiation Oncology*Biology*Physics,

108(2), E47.

https://doi.org/10.1016/j.ijrobp.2020.02.578.

Fortuin, T., 2017. The influence of perceived

organisational support and organisational

commitment on turnover intention within selected

Higher education and training institutions in the

Western Cape. University of the Western Cape.

Hendricks, C. R., 2017. The influence of transformational

leadership on perceptions of organisational justice,

intention to quit and Organisational Citizenship

Behaviour among selected call centre employees in the

financial services industry. University of the Western

Cape.

Hung, L. M., Lee, Y. S., & Lee, D. C., 2018. The

moderating effects of salary satisfaction and working

pressure on the organizational climate, organizational

commitment to turnover intention. International

Journal of Business and Society, 19(1), 103–116.

Isfahani, A. N., 2017. The impact of perceived

organisational support on organisational citizenship

behaviour: The mediating role of organisational trust.

International Journal of Business Excellence, 13(4).

https://doi.org/https://doi.

org/10.1504/IJBEX.2017.10008195.

Jaharuddin, N. S., & Zainol, L. N., 2019. The Impact of

Work-Life Balance on Job Engagement and Turnover

Intention. The South East Asian Journal of

Management, 13(1).

https://doi.org/10.21002/seam.v13i1.10912.

CESIT 2020 - International Conference on Culture Heritage, Education, Sustainable Tourism, and Innovation Technologies

366

Kalidass, A., & Bahron, A., 2015. The Relationship

between Perceived Supervisor Support, Perceived

Organizational Support, Organizational Commitment

and Employee Turnover Intention. International

Journal of Business Administration, 6(5), 82–89.

https://doi.org/10.5430/ijba.v6n5p82.

Kemenperin., 2016. Kontribusi Besar Industri Hasil

Tembakau Bagi Ekonomi Nasional.

Kemenperin.Go.Id.

https://kemenperin.go.id/artikel/17257/Kontribusi-

Besar-Industri-Hasil-Tembakau-Bagi-Ekonomi-

Nasional.

Li, J. (Justin), Bonn, M. A., & Ye, B. H., 2019. Hotel

employee’s artificial intelligence and robotics

awareness and its impact on turnover intention: The

moderating roles of perceived organizational support

and competitive psychological climate. Tourism

Management, 73(December 2018), 172–181.

https://doi.org/10.1016/j.tourman.2019.02.006.

Li, J. (Justin), Kim, W. G., & Zhao, X. (Roy)., 2017.

Multilevel model of management support and casino

employee turnover intention. Tourism Management,

59, 193–204.

https://doi.org/10.1016/j.tourman.2016.08.006.

Liou, S., 2010. Organisational climate , organisational

commitment and intention to leave amongst hospital

nurses in Taiwan. Journal of Clinical Nursing.

https://doi.org/10.1111/j.1365-2702.2009.03080.x

McLean, L. D., 2005. Organizational Culture’s Influence

on Creativity and Innovation: A Review of the

Literature and Implications for Human Resource

Development. Advances in Developing Human

Resources, 7(2), 226–246.

https://doi.org/10.1177/1523422305274528.

Naotunna, S., & Arachchige, B., 2016. Perceived

organizational support and non-managerial employees’

commitment to change in Sri Lankan apparel firms.

South Asian Journal of Human Resources

Management, 3(1), 40–57.

https://doi.org/10.1177/2322093716637167.

Nouria, H., 2013. Career growth opportunities and

employee turnover intentions in public accounting

firms. The British Accounting Review, 45(2), 138–148.

Nugraha., 2017. Hubungan Antara Iklim Organisasi

Dengan Intensi Turnover Pada Pegawai PDAM Tirta

Moedal Kota Semarang. Jurnal Empati, 6(4).

Park, J., & Min, H. (Kelly)., 2020. Turnover intention in

the hospitality industry: A meta-analysis. International

Journal of Hospitality Management, 90(May 2019),

102599. https://doi.org/10.1016/j.ijhm.2020.102599.

Rinaldi, M., 2019. Pengaruh Motivasi Belajar Dan

Disiplin Belajar Terhadap Prestasi Belajar Ekonomi.

Niagawan, 8(3), 148.

https://doi.org/10.24114/niaga.v8i3.15573.

Selvanathan, S., & Selvanathan, E. A., 2006. Consumption

patterns of food, tobacco and beverages: A cross-

country analysis. Applied Economics, 38(13), 1567–

1584. https://doi.org/10.1080/00036840500392664.

Stuckler, D., McKee, M., Ebrahim, S., & Basu, S., 2012.

Manufacturing epidemics: The role of global

producers in increased consumption of unhealthy

commodities including processed foods, alcohol, and

tobacco. PLoS Medicine, 9(6), 10.

https://doi.org/10.1371/journal.pmed.1001235.

Zhang, X., Ma, L., Xu, B., & Xu, F., 2019. How social

media usage affects employees’ job satisfaction and

turnover intention: An empirical study in China.

Information and Management, 56(6).

https://doi.org/10.1016/j.im.2018.12.004.

Turnover Intention in Terms of Organizational Climate in Marketing Employees

367