Personal resources and turnover intention among private sector employees: Does work engagement still matter?

Ratna Tri Hardaningtyas

doi:10.31106/jema.v17i1.4989

Ratna Tri Hardaningtyas

Open Access

https://doi.org/10.31106/jema.v17i1.4989

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Abstract

Work engagement has emerged as a core element of talent management to acquire and retain high-performing employees in the labor market and a potential bright spot for business success. Due to the aforementioned positive influences and benefits of improving employees' work engagement, many organizations put more effort towards enhancing and maintaining levels of work engagement as their top priority for an effective human resource system. This study aimed to investigate the mediating effects of employees' work engagement in the relationships between their personal resources (self-efficacy, organizationalbased self-esteem, and optimism) and turnover intention. A total of 119 survey responses collected by convenience sampling and analyzed by using structural equation modeling (SEM). This study concluded that there is a positive relationship between self-efficacy, organizationalbased self-esteem, optimism, and work engagement. The mediation role of work engagement in the relationship between self-efficacy, organizational-based self-esteem, optimism, and turnover intention proves significantly in this study. Interestingly, this study found that there is a positive relationship of self-efficacy on turnover intention which means that the higher level of self-efficacy does not indicate the lower turnover intention. Employees with a high level of self-efficacy believe that they are giving too much to their organization Therefore, they eventually negotiated more for higher salaries while at the same time seeing more alternative jobs/organizations offers in case they are not appreciated enough for what they do for organizations.

Highlights

Personal resources and turnover intention among private-sector employees: Does work engagement still matter? by Ratna Tri HardaningtyasAccording to Saks (2006) and Wollard & Shuck (2011), to bring about better change among employees in a company, work engagement has been heralded as an important factor because it has become a new concept that is constantly developing
According to Xanthopoulou et al (2007), job and personal resources are both important indicators of work engagement, most surveys tend to concentrate on the correlation between job resources and work engagement
This study concluded that there is a positive relationship between personal resources and work engagement

Summary

Introduction

Personal resources and turnover intention among private-sector employees: Does work engagement still matter? by Ratna Tri HardaningtyasAccording to Saks (2006) and Wollard & Shuck (2011), to bring about better change among employees in a company, work engagement has been heralded as an important factor because it has become a new concept that is constantly developing. Other researchers add that work engagement impedes employees' absence, workrelated stress, and turnover intention (Saks, 2006; Schaufeli & Bakker, 2004; Schaufeli et al, 2009; Wefald et al, 2011) In addition to such attempts in HRD approaches, Bakker & Demerouti (2008) presented, as the research framework, the job require-resources (JD-R) model of work engagement. Xanthopoulou et al (2007) stated in this aspect that individuals with personal resources are assured in their strengths and capabilities, and are hopeful of their prospects They will explore or identify other dimensions of their surroundings that lead to the confrontation of objectives and, to the advancement of work engagement.

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