Analysis of Effect of Perceived Family Supportive-work Culture and

Job Satisfaction on Employee Turnover Intention Mediated by

Affective Commitment

Hery Sutanto and Krisnandini Wahyu Pratiwi

Universitas Pembangunan Nasional Veteran Yogyakarta

Keywords: Perceived Family Supportive-work culture, Job Satisfaction, Affective Commitment, and Turnover

Intention

Abstract: This study has the following objectives: (1). Test the positive influence of Perceived family-supportive work

culture on Employee Affective commitment (2). Test the positive influence of Job Satisfaction on Employee

Affective Commitments (3). Test the negative influence of Perceived family-supportive work culture on

employee turnover intention, and (4). Test the negative effect of job satisfaction on employee turnover

intention (5) Test the negative effect of Affective Commitment on employee turnover intention and (6) test

the effect of Perceived family-supportive work culture and Job satisfaction on Intention Turnover mediated

by employee Affective Commitment. The object of research is the insurance company in Klaten. The

accuracy and consistency of the questionnaire items were tested for validity by looking at the factor

loadings score for each construct. And Reliability is measured by looking. Cronbach alpha coefficient

through the Composite reliability formula. The analytical tool used Structural Equation Modeling through

the AMOS program. Sampling technique by Convenience Sampling. This study is to prove the effect of

Perceived Family Supportive-work culture and Job Satisfaction on Employee Turnover Intention either

directly or mediated through Affective Commitment.

1 INTRODUCTION

Employee turnover is a problem faced by all

organizations since an employee follows the

employee recruitment, selection, and withdrawal

process (Abassi et al., 2008) and is very influential

on strategic planning in achieving an organization's

goals (Ramlall, S., 2003). As a result of the

organization's employee turnover experiences a

reduction in skills, the negative effect is the increase

in the cost of hiring new workers, assimilation,

training, and administrative costs; the effects of

communication deteriorate, disrupting productivity

(Garino& Martin, 2005). The symptoms of turnover

intention are read through employees, often

permission to not come to work and trying to find

job vacancies, feel uncomfortable working at the

company, often complain that they are not happy

with their work, make negative statements, do not

care about the company where they work,

employees appear to be stressed (Miller, 2010).

Ologunde et al. (2003) explain the causes of

turnover intention influenced by the labor market,

institutional factors, wages, work skills, and

supervision, including personal characteristics such

as intelligence, attitude, past, gender, interests, age,

and length of work and individual reactions to work.

Ali & Baloch (2009) added employee perceptions

that organizations are less responsive to problems or

the needs of employees' families, arising from the

impact of employees reducing commitment and

being moved to leave the organization.

The turnover intention solution is done by

implementing a fair and proper compensation

system, managerial mapping of the workforce,

including adding to the female workforce

(Tuzun,2007), including the participation of husband

and wife in the family, so that employees have a

strong commitment effective to be part of the

organization and do not want to leave the

organization (Aminah&Zohara, 2010). A strategic

view of commitment (Loyalty to the organization) is

realized through job satisfaction with the climate of

262

Sutanto, H. and Pratiwi, K.

Analysis of Effect of Perceived Family Supportive-work Culture and Job Satisfaction on Employee Turnover Intention Mediated by Affective Commitment.

DOI: 10.5220/0009963902620269

In Proceedings of the International Conference of Business, Economy, Entrepreneurship and Management (ICBEEM 2019), pages 262-269

ISBN: 978-989-758-471-8

the organization, prioritizing dialogical humanistic

relations so employees will be comfortable working

and not thinking of moving to work, (Simanjuntak,

2003). Furthermore (Flinkman et al., 2006) shows

the results of research that job satisfaction is an

important predictor of anticipating employee

turnover, this fact is supported by many researchers

such as (Bartlett et al., 2004; Griffeth et al., 2000;

Mosadeghrad, et, al, 2008). That job satisfaction has

a positive effect on affective commitment, but the

results contrast with the relationship of job

satisfaction to turnover intention.

Thompson (1999) tries to answer by introducing

the concept of work culture that receives family

support (perceived family supportive-work culture),

which mentions the sharing of trust and value from

the combined work and family responsibilities of

employees. This concept encompasses three

dimensions, namely (1) managerial support for the

balance between work families, (2). Careers related

to the utilization/optimization of benefits of family

support for work and (3) organizational time

expectations related to family responsibilities.

Perceived family supportive-work culture

encourages the emergence of a relationship of the

intellectual development of environmental

awareness that has been socialized through primary

groups (Ahmadi, 2009).

This turnover intention phenomenon is quite

common in companies with a variety of reasons, not

only in service companies such as hotels, hospitals

but also in non-service companies, by developing

research Aminah and Zohara (2010) about the

phenomenon of turnover intention that occurs in

service companies In Malaysia, research tries to

include new variables, namely perceived family-

supportive work culture and job satisfaction as

independent variables with affective commitment as

mediating variables, which are expected to reduce

the level of turn over intention, of course not neglect

to improve and maintain service quality, continue to

innovate - continually through variety of products

through the strategy of human resource skills. So,

this study aimed to answer 1). Does the perceived

family-supportive- work culture affect the

employee's affective

commitment? 2). Does job satisfaction affect

employee affective commitment, does perceived

family-supportive work culture affect employee

turnover intention, 3). Does job satisfaction affect

employee turnover intention? 4). Whether affective

commitment affects employee turnover intention, 5).

Does affective commitment mediate the effect

between perceived family-supportive work culture

and job satisfaction on employee turnover intention?

2 LITERATURE REVIEW

2.1 Turnover Intentions

Turnover intentions are the same as the desire to

move employees from one workplace to another.

Ding, CG, & Lin, CP (2006) Another opinion of

turnover intentions is the desire to move, not yet at

the realization stage, which is to move from one

workplace to another. It was also said that the

emergence of turnover intentions was due to the

desire to get a better job. Turnover is a special

challenge for human resource development because

these events can sometimes be unpredictable.

Anticipatory development activities must prepare

every time a replacement for employees who leave,

Turnover intentions are an important phenomenon in

organizational life. Employee turnover sometimes

has a positive impact, but on the contrary does not

have a slight adverse effect on the organization,

either to cause a loss in terms of cost, time, and

opportunity to take advantage of opportunities.

Indications that can be used as a reference to

predict employee turnover intentions in a company,

among others (1). Increased absenteeism, which is

an employee who wishes to move to work, is usually

characterized by increasing absenteeism. The level

of employee responsibility in this phase is very less

compared to before (2). Start lazy to work, i.e.,

employees who want to move to work will be lazier

to work because this employee's orientation is to

work in other places that are considered more able to

fulfill all the desires of the employees concerned.

(3). An increase in violations of work order. I.e.

various violations of the rules in the work

environment are often done by employees who will

make a turnover. Employees more often leave the

workplace during work hours, as well as various

other forms of violations. (4). Increased protests

against superiors, namely employees who want to

move to work, more often protest against company

policies to superiors. The material of the protest

emphasized is usually related to retribution or other

rules that do not agree with the wishes of the

employee. (5). Positive behavior is very different

from the usual. That is, this usually applies to

employees with positive characteristics. This

employee has a high responsibility for the tasks

assigned, and if the positive behavior of these

employees increases considerably and is different

Analysis of Effect of Perceived Family Supportive-work Culture and Job Satisfaction on Employee Turnover Intention Mediated by

Affective Commitment

263

from normal, it indicates that this employee will

make a turnover.

2.2 Organization Commitment

Organizational Commitment tends to be defined as a

combination of attitudes and behavior.

Organizational commitment involves three attitudes.

Namely, a sense of identifying with organizational

goals, a sense of involvement with the task, and

Fogarty (1995) uses two views about the

organizational commitment that is effective and

continuous. Meyer, David, Herscovitch (2002),

defines 3 (three) types of employee commitment to

the organization/company where they work: (1)

Affective commitment refers to emotional

attachment, recognition, and involvement of

employees in the company where they work.

Employees with strong affective commitment

continue to join the company where they work

because they want to. (2) Continuance commitment

refers to the continued joining of employees in the

company related to the costs received when leaving

the company. (3) Normative commitment reflects

the obligation to continue working at the company,

and this arises because of feelings that arise because

the company has treated the employee well, so

employees feel indebted to the company.

This research is deliberately focused on

Affective commitment because it relates to an

employee's emotions to leave the company where

they work to move to another company.

2.3 Perceived Family

Supportive- Work Culture

Kane in Friedman (1998) defines family support as a

process of relationship between family and social

environment. The three dimensions of the interaction

of family social support are a hassle (nature and

reciprocity). Advice or feedback (earnings and

quality) communication and emotional involvement

(institutional depth and trust) in social relations.

Serason (1983) in Kuncoro (2002) said that family

support is the existence, willingness, care, of people

who can be relied on, respect, and love us. The same

view was expressed by Cobb, who defines family

support as comfort, attention, and appreciation or

helping by accepting his condition.

The social support is obtained from individuals

or groups. Types of family support by Kaplan (1996)

are broken down into four types of support, namely

(1). Informational Support, i.e., The family functions

as a collector and disseminator of information about

the world that can be used to express a problem. The

benefit of this support is that it can suppress the

emergence of a stressor because the information

provided can contribute to specific suggestions

actions on individuals; aspects of this support are

advice, proposals, suggestions, instructions, and

giving information. (2). Appraisal Support, namely

the family, acts as feedback guidance, guides, and

mediates problems as well as a source of validator

family member identity, including providing support

and attention., (3). Instrumental Support, namely the

family is a source of practical and concrete

assistance including direct assistance from people

who are relied on such as material, energy and

facilities. The benefit of this support is to support the

recovery of energy or stamina and decreased

enthusiasm, besides that individuals feel that there is

still attention or concern from the environment for

someone who is experiencing distress or suffering.,

(4). Emotional Support, which is the family as a safe

and peaceful place for rest and recovery and helps

control emotions. The benefits of this support are

emotionally guaranteed individual values (both men

and women) will always be kept confidential from

the curiosity of others. Aspects of emotional support

include support that is manifested in the form of

affection, the existence of trust, attention, and

listening and listening.

H1: there is a positive influence of Perceived

family-supportive work culture on Employee

Affective commitment

2.4 Job Satisfaction

Many experts who have defined job satisfaction

include Davis (1996, p. 500), who said that job

satisfaction is a feeling of pleasure or a sense of

displeasure of employees towards work they and it is

influenced by their environment. Robbins (1996)

defines job satisfaction as a person's attitude toward

work as the difference between the amount of

reward received by the worker and the amount

believed by that person should be received. For there

to measure the level of job satisfaction through 5

dimensions, namely wages/salaries, opportunities for

advancement, leadership, work colleagues, and

working conditions.

2.5 Research Hypothesis

H1: there is a positive influence of Perceived

family-supportive work culture on employee

affective commitment.

ICBEEM 2019 - International Conference on Business, Economy, Entrepreneurship and Management

264

H2: There is a positive influence Job satisfaction

on Affective Commitmentemployees

H3: there is a negative influence Perceived

family-supportive work culture on employee

turnover intention.

H4: There is a negative influence of job

satisfaction on employee turnover intention.

H5: There is a negative influence of Affective

Commitment on employee turnover intention.

H6: There is the influence of Perceived family-

supportive work culture and Job satisfaction on

Intention Turnover mediated by employee Affective

Commitments.

3 RESEARCH METHODS

This research is an empirical study, the sample is an

employee of an Insurance Company in Klaten, and

the sampling technique is convenience sampling,

which is that any employee found at the research site

is made a respondent (Sekaran, 1999). This is done

considering that employees do not fully always work

in place, because as a field worker in marketing their

products. Determination of the size of the sample

taken as many as 112 respondents fulfilled the rule

of thumb, according to Roscoe of at least 100

(Sekaran, 2000).

Data collection is done by distributing

questionnaires to respondents. Instrument variables

in this study, (1). Perceived Family - Supportive

work culture is family support as a comfort,

attention, and appreciation or helping with the

attitude to accept the conditions, in this study, there

are four dimensions, namely informational support

(1 item), assessment support (1 item), instrumental

support (1 item) ), and emotional support (1 item).

(2). There are five dimensions of Job Satisfaction

that measure the level of job satisfaction, namely

wages/salaries (3 items of questions), an opportunity

to progress (1 item), leaders (2 items), coworkers (2

items), and working conditions (4 items), (3). The

affective commitment was developed by Meyer and

Allen (1984). This instrument consists of 6 items,

(4). Turnover intention is measured by five

dimensions, namely absenteeism that increases (1

item), starts to lazy to work (1 item), increases in

violation of work procedures (1 item), increased

protest against superiors (1 item), and positive

behavior that is very different from usually (1 item).

The measurement of variables uses a Likert

rating scale with a grading interval of one (1) to five

(5).

4 RESULTS

Analysis techniques and hypothesis testing, at the

beginning of the study before the data, is processed

first, the validity test refers to what was stated by

Mac Lean and Gray (1998) by looking at the core

factor loadings for each construct validity, said to be

valid if factor loadings ≥ of 0.05 while rules of

thumb acceptance score factor loadings are ≥ 0.4.

And the calculation results are all valid because of

the factor loadings ≥ 0.4.

sting is done by

comparing.

Figure 1. SEM Test Results

Figure 1 shows that the evaluation of the model

is generally acceptable or the model is in accordance

with the data because the chi-square value = 166.958

is estimated to be sufficient to meet the requirements

after knowing the significance of the probability =

0.053 which is ≥ 0.05; The GFI result of 0.870

shows a pretty good model and can be tested in

research because it shows a number that

approaches ≥ 0.90, TLI = 0.944 which shows a

Probability values and is said to be significant if the

probability value of £ 0.05 with the criteria can be

seen in table 4 Estimation parameters between

Perceived family-supportive work culture and

Affective commitment of employees n indicates a

positive effect that can be seen from the results of

the value of CR or t-count = 2.499 greater or CR or

t-table ± 2.00 at a significance level of 0.05 (5%),

and these effects indicate a significant effect seen

probability of 0.012 is still below alpha 5%. Thus

hypothesis 1 can be accepted or supported.

Analysis of Effect of Perceived Family Supportive-work Culture and Job Satisfaction on Employee Turnover Intention Mediated by

Affective Commitment

265

Estimation parameters between Job satisfaction

and Employee Affective Commitment show a

positive effect that can be seen from the results of

the value of CR or t-count = 2.456 which is greater

or CR or t-table ± 2.00 at a significance level of

0.05 (5%), and this effect shows a significant

effect; the probability of 0.014 is still below alpha

5%. Thus hypothesis 2 can be accepted or supported.

The estimation parameter between Perceived

pretty good number, because it shows a figure close

to 0.95 as described. Likewise, CFI = 0.954 shows a

number ≥ 0.95, and this shows that the model is very

good. To the RMSEA value = 0.043, it is under the

number 0.08 (≤ 0.08), which can be used to estimate

the model in the population and also as an index for

compensation chi-square statistics in a large sample.

4.1 Hypothesis Testing

Hypothesis Testing proposed in research relating to

the studied variables is Perceived Family

Supportive-work family-supportive work culture and

employee turnover intention Mediated by Affective

Commitments. Turnover Intention Mediated by

Affective Commitments. to do after learning the

results of a causal relationship between the variables

studied, while the relationship between these

variables can be seen in the evaluation of regression

weight as can be seen in table.1

Table 1. Evaluation of the Regression Weight for causality

test

Hypothesis testing is done by comparing

probability values and is said to be significant if the

probability value of £ 0.05 with the criteria can be

seen in table 4 Estimation parameters between

Perceived family-supportive work culture and

Affective commitment of employees n indicates a

positive effect that can be seen from the results of

the value of CR or t-count = 2.499 greater or CR or

t-table ± 2.00 at a significance level of 0.05 (5%),

and these effects indicate a significant effect seen

probability of 0.012 is still below alpha 5%. Thus

hypothesis 1 can be accepted or supported

Estimation parameters between Job satisfaction and

Employee Affective Commitment show a positive

effect that can be seen from the results of the value

of CR or t-count = 2.456 which is greater or CR or t-

table ± 2.00 at a significance level of 0.05 (5%) and

this effect shows a significant effect, the probability

of 0.014 is still below alpha 5%. thus hypothesis 2

can be accepted or supported.

The estimation parameter between Perceived

family-supportive work culture and employee

turnover intention does not show a negative effect,

even though it has the same direction. this can be

seen from the results of the value of CR or t = -0.113

which is smaller CR or t-table va 2.00 at a

significance level of 0.05 (5%), so also the

relationship does not show a significant effect the

visible probability of 0.910, well above alpha 5%.

thus hypothesis 3 is unacceptable or unsupported.

Estimation parameters between job satisfaction

and employee turnover intention do not show a

negative effect, even have the opposite direction that

is positive. This can be seen from the results of the

CR value or t-count = 2.308 which is greater than

the value of CR or t-table ± 2, 00 at a significance

level of 0.05 (5%), thus the relationship does not

show a significant negative effect, it is also seen in

the probability of 0.021, far

below the alpha of 5%. thus hypothesis 4 is

unacceptable or unsupported.

The estimation parameter between Commitment

and employee turnover intention does not show a

negative effect, even though it has the same

direction. this can be seen from the results of the

value of CR or t-count = -0.692 smaller CR values

or t-table ± 2.00 at a significance level of 0.05 (5%),

so also the relationship does not show a significant

effect seen probability of 0.530 is above alpha 5%.

Thus hypothesis 5 is unacceptable or unsupported.

Table 2. Standardized Total Effects (Group number 1 -

Default model)

Table 2.

Standardized

Total Effects

(Group number

1 - Default

model)

Perceive

Family

Supporti

ve Work

Job

Satisfact

ion

Affective

Organiza

tional

Commit

ment

Turnover_

intention

Affective_Orga

nizational_

Commitment,

TurnOver_Inten

tion

287,328,

037,304

000,000

083,000

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266

In total, we know that there are results the positive

influence of Perceived Family Supportive Work on

Affective Organizational Commitment is 0.287, but

the relationship between Perceived Family

Supportive Work and Turnover Intention can be

ascertained against the negative influence between

Perceived Family Supportive Work on Turn Over

Intention. Regarding Job Satisfaction, its

relationship with Affective Organizational

Commitment and Turnover Intention can be seen

that there is a positive influence of Job Satisfaction

with Affective Organizational Commitment of 0.328

and the positive effect of Job Satisfaction on

Turnover Intention 0.304, while the relationship

between Affective Organizational Commitment and

Turnover Intention can be known to have a negative

influence of Organizational Commitment to

TurnOver Intention 0.304. Commitment to

TurnOver Intention is -0,083.

5 DISCUSSION

From the results of hypothesis testing that has been

done shows that hypothesis 1 is accepted. The role

of Perceived family-supportive work culture is very

dominant in terms of contributing to work decisions,

as well as the courage to act aggressively about

things that were initially full of risks that are

calculated, even in engaging in any activity

regarding office activities that are of value in the

results they dare to do because they feel there is a

guarantee the strength of the family. The form of

support varies in the form of information, and it can

be coaching and consulting, assessment,

instrumental and so on is very important for

someone in work, because this support is a form of

giving attention from family related to work or

career in the future.

The results of hypothesis testing that have been

done show that hypothesis 2 is accepted to support

the research of Aminah&Zohara, (2010), (Bishop et

al., (1997), Bartlett, et al., (2004); Griffeth et al.,

(2000), and Mosadeghrad, et, al., (2008) It is

understood that a person's happy feelings will be

reflected through positive attitudes tions in his work

because what is expected been fulfilled, this is a

reasonable form of ion, so his behavior often

inspires business rs to measure how satisfied a

person is with results he received from the

contributions, satisfaction makes a person have high

le and high achievers, the reciprocal impact of the

results of his business impact on him

Hypothesis 3 is unacceptable or unsupported.

The fact of the results of the statistical analysis

of the hypothesis it was proposed that it did not

support the research conducted by

(Aminah&Zohara, 2010) and also by Thompson et.

al (2004). The results of the study actually did not

have a negative effect on Perceived family-

supportive work culture on employee turnover

intention. This result is due to employee errors in

interpreting information from the family, also

because employees do not have competence

capabilities related to the instrumental support that

has been given due to the low self-efficacy they

have, or lack of confidence in the support given by

the family, due to material disagreement and

behavior incompatibility.

Hypothesis 4 cannot be accepted or supported.

The results of the statistical analysis of the

hypotheses proposed did not support the research

conducted by Aminah&Zohara, (2010),

Pasewak&Viator (2006), Thompson &Pottas (2005)

and Ghiselli at, al (2001), the results actually led to

the results that conversely, there is no negative effect

of job satisfaction on employee turnover intention.

This result is due to differences in character, both

characters related to the nature of his personality, as

well as the character of the type of work, it needs

special attention, by comparing employees who

work in institutions or other companies.

Hypothesis 5 cannot be accepted or supported.

The results of the statistical analysis conducted on

the proposed hypothesis did not support the research

conducted by (Aminah&Zohara, 2010) and also by

Thompson et. al (2004), the results of Affective

Commitment research on employee turnover

intentions even though they have the same direction

that is negative but has no effect and are not

significant. This is because the ability or

competency factor of employees in this company is

still low, existing employee data is still dominated at

the level of education, even though education is

closely related to rational scientific thinking,

systematic and logical focus, meaning that it is also

related to how, model, employee strategies and

techniques work.

The results of the analysis illustrate that there is

a negative influence of Perceived family-supportive

work culture on Intention Turnover, either indirectly

through Affective Commitment, which does not

support research conducted by Pasewak&Viator

(2006) and Thompson &Pottas (2005). This study

has the same perception and mindset of what is

desired by employees as individuals with the form of

support provided by the family, proven to have the

same direction, but the results of the two variables

Analysis of Effect of Perceived Family Supportive-work Culture and Job Satisfaction on Employee Turnover Intention Mediated by

Affective Commitment

267

have no effect and are not significant. This result is

due to the competency or intellectual role of the

employee, which cannot be forced to work

optimally.

The effect of Job satisfaction on indirect

Turnover Intentions mediated by Affective

Commitment turns out that the results are also not

influential and insignificant despite having the same

negative direction, so these results do not support

research conducted by Pasewak&Viator (2006) and

Thompson &Pottas (2005).

6 CONCLUSION

(1). There is a positive influence of Perceived

family-supportive work culture on employee

Affective commitment. (2). There is a positive

influence on Job satisfaction on employee Affective

Commitment. (3). There is a positive effect of

Perceived family-supportive work culture on

employee turnover intention. (4). There is no

negative effect of job satisfaction on employee

turnover intention. (5). There is no negative effect of

Affective Commitment on employee turnover

intention. (6). There is an influence of Perceived

family-supportive work culture and Job satisfaction

on Intention Turnover mediated by employee

Affective Commitment.

Affective Commitment owned by employees is

very good, but it would be even better if the

ownership of employee commitments is

complemented by additional support for ownership

competency (differentiating competency). Indeed,

competence is not necessarily obtained from the

formal education bench, so to achieve it is necessary

for the company to facilitate or form permission for

support and advice to every employee to always

improve his competence through employee self-

development, character and personality quality

improvement either through soft skills training or

courses that support related with work completion.

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