Increasing Employee Involvement Research Articles

Пути повышения вовлеченности сотрудников медицинской организации в онлайн-опросы.

Sociological research conducted among the personnel of a medical organization is one of the effective tools for making effective management decisions. The purpose of the study was to develop recommendations for managers of medical organizations to increase staff involvement in online surveys. Materials and methods. A repeated comparative study of the activity of participation in online surveys of medical staff of the clinic was planned and conducted. An analysis of the response rate to the survey was carried out before and after improving the survey methodology. Methods of open online questioning, qualitative analysis, protection of personal data of respondents, survey graphics, QR codes, and dashboard information were used. Results. Increasing the anonymity of the survey, introducing survey schedules, dynamic QR codes, and informing about the progress of the survey using dashboards reduced the time spent on online surveys and increased employee involvement in the survey from 54,1% to 94,6%. Findings. Increasing staff involvement in an interactive survey is one of the necessary quality tools and provides clinic management with information on improving teamwork. The proposed algorithm for conducting an online survey can be used as a tool for HR management of a medical organization to increase staff involvement in interactive surveys.

Organization Culture and Strategy Implementation Choices in The Ministry of East Africa Community and Regional Development, Nairobi City County, Kenya

Strategy implementation choices adopted by an organization determines the success of strategy implementation. Ministry of East African Community and Regional Development (2018) reports that it has faced various challenges in implementation of its strategies and as such has managed to implement 40% of its strategy plan. East African Community and Regional Development is characterized by low implementation of strategies, and this could be attributed to the existing organization culture. The study sought to investigate effect of organization culture on strategy implementation choices in Ministry of East African Community and Regional Development (EAC&RD). The study’s objectives were to investigate the effects of clan culture, adhocracy culture, market culture and hierarchy culture on strategy implementation choices in the Ministry of EAC&RD. The study was guided by Institutional theory, McKinsey 7S model and Schein’s model of organizational culture. The study adopted descriptive survey design. The target population was 78 employees in the Ministry of EAC&RD. Since the target population was small, the study used a census approach. Primary data was gathered using structured questionnaires1and1key1informant1interviews. The pilot test was conducted in the ministry of industrialization on eight employees. Reliability was tested by Cronbach’s alpha coefficients of 0.7 and above. Validity of the research instrument was tested by expert opinions. The structured questionnaire yielded quantitative data and the key1informant interviews yielded qualitative data. Content analysis was used to analyse qualitative data. Furthermore, descriptive and inferential statistics were employed for quantitative analysis of data. Descriptive statistics included means, frequencies, percentages and standard1deviation. The inferential statistics in this study comprised of regression and correlation analysis. The study found that clan culture had positive and significant effect on strategy implementation choices in the Ministry of EAC&RD. The study also found that adhocracy culture positively and significantly affects strategy implementation choices in the Ministry of EAC&RD. The study established that market culture significantly and positively affects the strategy implementation choices in the Ministry of EAC&RD. Moreover, hierarchy culture has a positive and significant effect on the strategy implementation choices in the Ministry of EAC&RD. The study concludes that clan culture, adhocracy culture, market culture and hierarchy culture significantly affect strategy implementation choices in the Ministry of EAC&RD. Therefore, this study recommends that the management of the Ministry of EAC&RD should ensure continuous improvement in teamwork among all stakeholders participating in strategy implementation. In addition, the management of the Ministry of EAC&RD should support innovativeness and creativity among the employees as a way of improving strategy implementation choices. The study recommends that there should be an increased employee involvement during strategy implementation. Also, the management should ensure that there is effective and frequent communication between employees and the management.

Perceived External CSR from Employees’ Perspective in Nepalese Banking Industry

In order to better understand how external corporate social responsibility (CSR) efforts in the Nepalese banking industry affect different employee-related outcomes, this paper examines how employees perceive these activities. In this study, staff of Nepalese commercial banks were given questionnaires as part of a descriptive research design in order to gather primary data. The sample size is 120 individuals from an actual sample. This finding suggests that workers have a strong understanding of external CSR activities taking place outside of the organization. It is also clear that employees are conscious of the effects of the CSR efforts and give them a favorable evaluation. The study also investigates the link between work happiness, organizational engagement, and overall views of CSR and employee perceptions of external CSR actions outside the firm. This finding suggests that workers in Nepal's banking industry may see external CSR efforts as positively affecting their loyalty to the firm and job happiness. The relevance of this poll emphasizes how crucial an external CSR strategy is to successfully raising employee happiness and fostering organizational engagement. The report's suggestions for commercial banks are meant to help them match their CSR initiatives with employee expectations and values to foster a productive workplace. Future study objectives include looking at ways to increase employee involvement in CSR initiatives, assessing the long-term effects of CSR efforts, and doing industry comparison studies. Overall, this study helps understand how Nepalese banking industry employees feel about external CSR initiatives.

Influence of work motivation and job satisfaction on employee performance in the regional office of the directorate general of customs and excise of east Kalimantan

This research aims to determine and analyze the influence of work motivation and job satisfaction on the performance of employees at the Regional Office of the Directorate General of Customs and Excise East Kalimantan (Kanwil DJBC Kalbagtim). The data used in this study are primary data collected through the use of a questionnaire as an instrument to measure the research variables. The questionnaire was distributed to all employees of Kanwil DJBC Kalbagtim, totaling 71 individuals, using a census method. The data collected from the questionnaire instruments were processed using the SPSS program with multiple linear regression analysis. The study results indicate that the relationship between work motivation is positively and significantly related to the performance of employees at Kanwil DJBC Kalbagtim, and the relationship between job satisfaction is positively and significantly associated with the performance of employees at Kanwil DJBC Kalbagtim. The findings of this research are used as input for Kanwil DJBC Kalbagtim to enhance employee performance by providing work motivation, such as increasing employee involvement in formal/informal office activities and by paying attention to employee job satisfaction through opportunities for self-development, fair promotions based on employee competencies, and in line with organizational needs.

STREAMLINING ORGANIZATIONAL MANAGEABILITY THROUGH SCALABLE DECISION MAKING

In modern organizations, decision-making processes are critical to effectively managing business operations. However, as organizations grow more complex, decision-making becomes more challenging and time-consuming, leading to a lack of agility, bottlenecks and decreased productivity. One of the assumptions in the article is that excessive complexity and uncontrolled secrecy in organizations lead to lack of understanding of how they work. This can be detrimental to decision-making processes, resulting in misinterpretations of data, misunderstandings of organizational objectives and ultimately, poor decision-making and results. These factors can create a wall of ignorance and irresponsibility within organizations. To address this issue, we propose the hypothesis that simplifying decision-making processes and making them more scalable and this will increase employee involvement and trust in the organization. Implementing scalable decision-making processes can create a framework for making consistent decisions across teams and departments, streamline the decision-making process, encourage critical thinking and enable the organization to respond more quickly and rationally to changing market conditions. The conclusion of the article is that applying scalable decision-making in organization can unlock new levels of manageability, improving the ability to make complex decisions and navigate dynamic situations. This model may be applicable to transportation and logistics companies, production units and plants and construction and manufacturing industries seeking to improve their performance and competitiveness in today's fast-paced business environment.

Islamic-Based Change Management Leadership: Strategy and Management

This study aims to analyze Islamic-based leadership strategies and their management within an organization. Currently, changes occur quickly, and make demands on every organization to be able to make changes so as not to be left behind. To deal with changes that take place quickly, every organization needs an effective leadership strategy in order to achieve success in managing change. In an Islamic perspective, leadership is not just an activity to manage resources so as to achieve a desired goal, but involves Islamic principles and values. Through literature review and conceptual analysis, this research was able to identify relevant Islamic values ​​and principles related to leadership and organizational change. This research has revealed that the strategies that can be applied in managing change based on Islam are by conducting effective communication, strong or sturdy leadership, managing resistance, developing employee skills, and creating a conducive work environment. The results of this study indicate that the integrity of Islamic values ​​in leadership strategies has a positive impact in shaping ethical organizational culture, increasing employee involvement in the organization, and strengthening organizational identity. By conducting effective communication and consultation with members of the organization will create success in an Islamic-based leadership strategy. This research can provide a deeper understanding of Islamic-based leadership strategies in change. Applying Islamic values ​​in the culture and strategies within an organization will create an ethical organizational environment in accordance with the foundation of Islamic law.

A Review on JIT Manufacturing Key Elements, Inventory, Production and Implementation

Just-in –time manufacturing has been receiving increased attention from industries as they recognize the benefits of lower inventories, reduced set-up- time, smaller job lots, better quality products and lower production cost. Conceptually, JIT is a manufacturing philosophy acknowledges the desire to eliminate all forms of waste in the manufacturing environment. JIT is a approach to achieving excellence in a manufacturing company based on continuing elimination of waste and consistent improvement of productivity. Operationally, JIT manufacturing emphasizes producing and delivering the exact quantity of the product at the exact time when it is needed in every process in as well as outside the factory.JIT embodies a philosophy of excellence to establish demand pulled inventory practices that produce to design specifications at a rapid but smooth delivery at with zero idle inventories, zero unnecessary lead times and increased employee involvement in the process.[2] Key Words: JIT, Inventory, Production, Implementation

Tata Cara Peningkatan Kinerja Karyawan pada SMAN 1 Peureulak Kabupaten Aceh Timur

This research aims to investigate procedures for improving employee performance at SMAN 1 Peureulak, East Aceh Regency. By applying both qualitative and quantitative approaches, this research investigates the implementation of strategies such as careful recruitment, ongoing training, motivation, and recognition for good performance. Data obtained through interviews, observations and questionnaires were analyzed to understand the impact on employee satisfaction, motivation and productivity. The results show that procedures for improving employee performance at SMAN 1 Peureulak provide positive results, creating a conducive work environment and increasing employee involvement. However, this research also identifies the potential for further development to ensure sustainability and improvement in employee performance management

Corporate Social Responsibility (CSR) Programs in Sarangani Province: Promotion of the Triple Bottom Line Framework of Sustainability

This study aimed to determine the Corporate Social Responsibility (CSR) programs implemented by business organizations in Sarangani Province in the frame of Triple Bottom Line Framework of Sustainability – People, Planet, and Profit (3Ps). It employed the mixed method research design using sequential qualitative and quantitative survey-type techniques. It involved fifty-two (52) respondents from medium-sized and large companies. Findings show that the main CSR drivers were customer satisfaction and company reputation/image while the major barrier was the lack of support from top management. In terms of involvement, the companies made efforts to address social injustice; partnered with communities to provide financial assistance; promoted waste management, energy, and water conservation; and, ensured employee well-being. In terms of integrating corporate citizenship, the companies recognized the role of leaders as CSR champions; incorporated CSR policies and integrated CSR initiatives in program development; installed CSR in their operational systems, as well as enabled M&E mechanisms. In assessing CSR program implementation, the companies established safety protocols in the workplace; educated their employees and the communities on environmental protection; and, hired local people from host communities. On issues and challenges, financial constraint was cited as a major concern while the benefits were gained from the areas of environmental conservation and compliance to national and local laws. Hence, the study concluded that many business organizations in Sarangani have already taken 3Ps- anchored proactive steps through CSR to make valuable contributions for the continuous development of medium and large-scale enterprises. It is therefore recommended that business organizations should increase their CSR program focus on Gender Equality, develop more CSR champions, increase employee involvement in CSR initiatives, and further CSR efforts through increased funding, while the government should introduce strategic measures to further encourage more companies to undertake CSR.

Measuring the Impact of Sustainable Management Practices on Organizational Performance

The effects of environmentally responsible administration on business effectiveness are the focus of this analysis. Combining quantitative poll data from 200 managers across sectors with qualitative case study analysis was the methodology we settled on. The poll responses were analyzed using descriptive statistics, and the premise that sustainable management techniques improve corporate performance was tested using inferential statistics. Case study analysis's anecdotal data added to our understanding of how sustainable management practices boost productivity in businesses. Sustainable management techniques were discovered to have a statistically substantial, favorable association with business success. Sustainable management techniques were found to have a positive effect on company success. By analyzing case studies qualitatively, we learned that sustainable management practices can boost corporate performance in a number of ways, including through increased employee involvement, strengthened partner relationships, and a more reputable brand. Our research suggests that ecological management techniques can have a major impact on business success. These results have substantial ramifications for managers and lawmakers alike, as sustainable management practices can be an effective means for businesses to boost performance and obtain an edge in the market. In order to better understand the connection between sustainable management practices and enhanced organizational performance, future studies will need to use a larger group and focus on the particular processes by which these practices work.

Accommodating Fun at Work Environment to Improve Employees Engagement

In companies’ work of world nowadays, employees’ psychological connection with their work has gained critical importance. In this context, companies not only must recruit the top talent, but must also inspire and enable employees to apply their full capabilities to their work by conditioning supportive working environment called fun at work. Grati Project, PT. Hutama Karya (Persero) holds a big project engaged in Combine Cycle Power Plant (CCPP). As a project accommodating many employees, the company realizes some internal and external factors that potentially create distraction and disharmony fostering disengagement and disrupting its flow. Anticipating this condition, Grati Poject, PT. Hutama Karya (Persero) creates some forms of workplace fun offer individual employee enjoyment which stimulates greater overall engagement with the team and company itself. However, this has not been confirmed because there is no research in this project discussing about the implementation of fun at work in order to increase employee involvement in Grati Project PT. Hutama Karya (Persero). This research descriptive explorative aims to evaluate the implementation of fun at work in Grati Project PT. Hutama Karya (Persero) in order to increase employee work engagement and identify the obstacles/ problems in it. This research also reveals the efforts/ strategies taken by the company to maintain employee work involvement by implementing fun at work program. Method of data collection in this research use preliminary survey and main survey through web-based questionnaire, interview and observation. Method of data analysis use descriptive explorative gained from Miles & Huberman interactive analysis which consist of: (1) Data Reduction, (2) Present Data, and (3) Taking and Testing Conclusion. Result of this research are implementation 4 (four) fun at work dimension (socializing at work, celebrating at work, personal freedoms, dan global fun at work) that its real make work environment become fun then automatically improve employee work involvement which consist of 3 (three) dimension of vigor, dedication and work absorption. Result of this research also indicate problem and effort to resolve in order to implementation fun at work to improve employee work involvement which consist of: a) technical factor, b) social external factor, c) financial factor, d) fast program schedule, e) employee discipline and integrity

Effects of sponsorship quality and quantity on employee brand behavior

Over the past three decades, corporate sponsorship has evolved into a key element in the marketing communications mix. More recently, the concept of “sponsorship-linked internal marketing” has attracted interest among scholars who study how sponsorship can build corporate identity and increase employee involvement. However, existing knowledge about the effects of sponsorship on employees is still sparse, despite the prevalent rationale that an employer’s sponsorship activity may influence employees’ perceptions of their employer and their behavior within the organization. This research responds to calls to investigate the strategic application of sponsorship within the firm (Farrelly et al. in J Sport Manag 26(6):506–520, 2012). Grounded in signaling theory and prior sponsorship research, we develop and empirically test a sponsorship effectiveness model among employees of a Swiss retail company. Our findings demonstrate that a high level of sports, cultural, and ecological sponsorship quality, as well as a high level of sports and ecological sponsorship quantity, positively impacts employees’ brand commitment and brand behavior through their perception of the brand image and brand understanding. Furthermore, the effects of sponsorship quality are stronger than sponsorship quantity.

The value of training and loyalty. A comparative analysis

In the expansion phase of a business cycle, loyalty is very important for the fluent functioning of companies. One of the tools that increases it is training, but not all training ha s a positive influence. Training can strengthen loyalty and thereby build human capital. There is very little research on the relationship between the quality of training and the level of employee loyalty. The main aim of this paper is to analyse the impact of the value of training on the loyalty of employees and to compare results taken from Poland and Russia. The following tests were used to study these relationships: exploratory factor analysis (EFA), the Kolmogorov Smirnov test, the Mann Whitney U test, the Kruskal Wallis test, Cronbach’s alpha, the Kaiser Mayer Olkin test and Bartlett`s test, as well as regression. An empirical survey was conducted both in Poland and Russia on a sample of more than 2200 bank employees. After analyzing the research, one can state that from an employee’s perspective, the value of training initiatives influence affective commitment and loyalty in general (especially in Poland). Paying closer attention to this aspect of business could bring specific benefits to an organisation by increasing employee involvement in the structure. Employees indicated that the value of training initiatives influence affective commitment more strongly than factors such as the country in which they work and their position. However, training initiatives are less important with regards to calculative loyalty. The percentage of skills learned during training have a low correlation with loyalty, affective commitment and calculative loyalty. It should also be remembered that employee loyalty testing should be included in the solutions used in managing human capital in an organization.

Management Support and Strategies Integration in County Governments in Kenya: A Case of County Government of Kirinyaga

County Governments are mandated to design development plans which are incorporated in the five-year strategic plans called County Integrated Development Plans. However, many of these programmes are never integrated into the county structures. Even the strategies that are implemented are only implemented through the goodwill of the existing leadership. They are rarely integrated into the County Government structure and systems. The main objective of the study was to establish the influence of management support on strategy integration in County Governments in Kenya. The study’s specific objectives were: To establish the influence of strategic leadership, resource allocation, capacity building and employee involvement on strategies integration in county governments in the County government of Kirinyaga. The study is anchored on three main theories which include McKinsey 7S Theory, Upper Echelon Theory and resource-based view theory. A descriptive study design was applied in the study. The target population in this research project was 277 employees in County Government of Kirinyaga. A sample of 164 respondents was selected but only 100 questionnaires were returned. Primary data was collected by use of questionnaires while secondary data was gathered through a review of the county government documents, published journals and articles. The Drop and pick method were used to administer the questionnaires. Descriptive statistics, regression and correlation analysis was conducted to draw conclusions on the findings. The results revealed a strong positive relationship between management support and Strategy Integration in the County as indicated by the coefficient (r = 0.872). The coefficient of determination (r 2 = 0.76) revealed that 76% of the changes in strategy integration can be explained by the changes in management support while 24% of the changes in management support can be explained by other factors beyond this study. Based on the Study findings, it was concluded that the level of strategy integration in the county government is highly dependent on the level of management support. Based on the research findings, the study recommended that County leadership should be focused on implementing the strategic goals as outlined in the County Integrated Development Plans without other political disruptions. To meet the goals enlisted in the County development plan, it is recommended that the county governments in Kenya should invest on capacity building to enhance the efficiency of their human resources, endeavor to adopt efficient strategic leadership and increase employee involvement in the planning and execution of the county development plan. Key Words: Management Support and Strategies Integration in County governments DOI: 10.7176/RJFA/11-18-17 Publication date: September 30 th 2020

Green human resource management: need of the modern era

Recently, there has been observed an increasing awareness within business communities on the significance of going green and adopting various environment management techniques. As the corporate world is going global, the business is experiencing a shift from a conventional financial structure to a modern capacity-based economy which is ready to explore green economic facets of business. Today, Green Human Resource Management (GHRM) has become a key business strategy for the significant organizations where Human Resource Departments play an active part in going green at the office. It refers to using every employee to support sustainable practices and increase employee awareness, commitments and involvement on the issue of sustainability. This paper largely focuses upon the various Green Human Resource Practices pursued by the organizations all over the world and, explains the simplified meaning of GHRM. The review finds considerable evidence of the positive impact of EI in EM with evidence of an association with the key outcomes of efficient use of resources, reduced waste and pollution, and also some evidence of a positive impact on employee outcomes such as increased job satisfaction. The study also adds to the extant literature by discussing future direction of some GHRM functions. In the outcomes, the paper suggests some potentially prolific HR initiatives for Green organizations.

Вовлеченность работников как ведущий фактор успеха банка на современном этапе

The main asset of banks is staff. Attracting and retaining workers of mass specialties directly involved in client work becomes an increasingly difficult task due to the “demographic pit” of the 1990s. Banks are faced with the task of maintaining operational efficiency, minimizing operational risks and high standards of sales and customer service, which can be realized by highly loyal personnel. To study and measure this emotional connection between employees and organizations, regular measurements of the employee engagement index are carried out, covering all aspects of work in the company. Surveys help identify areas of development in employee involvement and make the right management decisions that are important for this category of bank personnel. The subject of the article is the systematization of definitions, requirements and approaches to the involvement of bank employees and to the interpretation of the results of its research in the context of the organization and its strategy. The aim of the article is to establish a direct relationship between the strategy, organizational effectiveness and employee involvement within the framework of the 7S concept, systematize theoretical approaches and formulate a single definition of personnel involvement, justify the need to increase employee involvement for the bank, identify the factors of involvement and groups of bank personnel to which they are applicable, analysis the mechanism of answers to questions from employees and the performance matrix and possible measures of managerial impact as a result there is a survey and their interpretation. The argument is justified that the effectiveness of the organization in the implementation of its strategy directly depends on the involvement of staff; the system of compensations and benefits is the most important driver of involvement with employees of retail mass specialties (initial in a career). Conclusion : although the involvement factors cover all aspects of working in a bank, for mass workers (initial positions in a career) engaged in client work, the remuneration and benefits factor affects everyone else and is cross-cutting.

Современные методы адаптации персонала

The article presents modern methods and techniques of staff onboarding. As you know, absolutely anyone experiences stress when entering a new organization or a new position. Technology adaptation reduces business costs, allowing the beginner to start as quickly as possible to fully function, increases staff loyalty, strengthens the team and, fi nally, saves time for the newest employee and for the organization. In this regard, the article describes the modern approach to the classifi cation and use of methods of staff onboarding, presents real tools for building onboarding programs. In order to transfer professional knowledge and increase employee involvement, it is proposed to actively use the full range of these methods, and therefore the article discusses the experience of their application.

Hubungan Antara Pemberdayaan (Empowerment) Dengan Kinerja Pengurus Badan Usaha Milik Desa (BUM Desa) Kecamatan Megamendung Kabupaten Bogor

This study aims to describe employee empowerment both in total and dimension, describe employee performance in both total and dimension, and the relationship of empowerment to the performance of the administrators of Village Owned Enterprises (BUM Desa) in Megamendung District, Bogor Regency. This research was designed using quantitative descriptive research. The subject of this research is the management of the Village-Owned Enterprises (Bum Desa) sub-district of Megamendung Bogor Regency as many as 23 people, while the object is the empowerment and performance of employees. Data were collected using a questionnaire. Data were analyzed descriptively and correlatively using SPSS 23. The results showed that there was a relationship between empowerment and employee performance indicated a significance value of 000 <0.05. There is a very strong relationship between Empowerment and Performance among Bumdes employees in Megamendung sub-district, Bogor Regency, with a correlation value of 0.813. The implications of this research can be an important input for BUMDesa administrators to increase employee involvement in order to improve the performance of BUM Desa administrators in Megamendung District so that they can have high competitiveness.

Uncovering the role of social media and cross-platform applications as tools for knowledge sharing

PurposeLeaders, consultants and researchers are increasingly focused on enhancing the adoption of social networking tools to increase knowledge sharing practices and the success rate of organizations. This study was conducted to explore the adoption of social networking applications in public and private sector universities. This paper aims to discover how social networking applications can foster knowledge sharing practices among employees of universities.Design/methodology/approachThe study is based on an interpretivist, qualitative research design using grounded theory. Fifty-two semi-structured and non-directive interviews were undertaken with employees of public and private sector universities. Participants were selected using purposive sampling, and thematic analysis was performed using the NVivo 11-Plus.FindingsThe study highlights how social media networking applications can be used effectively and efficiently to foster knowledge sharing practices in the workplace. Five emerging themes are identified as follows. Social media networking tools can enhance new knowledge, increase employee skills, promote a knowledge sharing culture, foster effective communication and increase employee involvement in research activities.Research limitations/implicationsSocial networking applications have received attention because executives and researchers are increasingly focused on finding new ways to use social networking tools in business. The effective and efficient use of social networking tools helps organizations to foster knowledge amongst employees, and can address various critical issues such as knowledge hoarding, lowers levels of skills and knowledge, poor communication and employee involvement, the lack of desire to share knowledge, and resistance toward technology.Originality/valueA brief systematic literature review on social media and knowledge sharing highlights that only 11 per cent of studies found that examined the link between social media and knowledge sharing practices across the world. The study therefore represents an effort to shed new light on the adoption of social networking tools in the context of knowledge sharing among universities employees. Social media applications have become popular across the world, and the speed of their uptake is evolving rapidly. However, their contribution toward organizational change is not yet known.

PENGARUH STRES KERJA TERHADAP TURNOVER INTENTION MELALUI MEDIASI KOMITMEN ORGANISASIONAL PADA RESTORAN QUEEN’S TANDOOR SEMINYAK

The purpose of this study is to explain the effect of work stress on turnover intention through the mediation of organizational commitment. This research was conducted at the Queen’s Tandoor Seminyak restaurant in Badung Regency. The number of samples in this study were 79 employees, through the nonprobability sampling method, especially saturated samples. Data collection is done through distributing questionnaires, interviews, and observations. The analysis technique used is path analysis. Based on the results of the study found that work stress has a positive and significant effect on turnover intention. Job stress has a negative and significant effect on organizational commitment. Organizational commitment has a negative and significant effect on turnover intention. Organizational commitment can mediate the effect of work stress on turnover intention. Management should pay attention to the imposition of work so as not to exceed the ability of employees who can lead to job stress and increase employee involvement in the company.
 Keywords: work stress, organizational commitment, turnover intention