Jurnal Manajemen Bisnis dan Kewirausahaan

DOI: 10.22219/jamanika.v2i04.24695
Jamanika December 2022 Vol.02 No.04

The Influence of Job Stress and Job Insecurity on Turnover Intention

Mediated by Job Satisfaction

Ambar Sasmiaji*, Aniek Rumijati2, Siti Nurhasannah3

Management Department, University of Muhammadiyah Malang, Indonesia
E-mail: ambarsasmiaji8888@gmail.com

Abstract
The study aims to determine the effect of job stress and job insecurity on turnover intention, with
job satisfaction as a mediation for PT. Kembang Joyo Sriwijaya employees. This type of research
uses quantitative, the population is 112 employees. The sample used is a sample of 88 respondents.
The data collection technique is by distributing questionnaires. The data analysis technique is a
range of scales and PLS-SEM (Partial Least Square – Structure Equational Model) software. The
results obtained show that job stress has a significant effect on turnover intention, job insecurity
has a significant effect on turnover intention, work stress has no significant effect on job
satisfaction, job insecurity has no significant effect on job satisfaction, job satisfaction has no
significant effect on turnover intention, work stress no significant effect on turnover intention with
job satisfaction as a mediating variable, job insecurity has no significant effect on turnover
intention with job satisfaction as a mediating variable.

Keywords: job insecurity, job stress, job satisfaction, turnover intention

Abstrak
Tujuan penelitian adalah untuk mengetahui pengaruh manajemen talenta dan motivasi kerja terhadap
kinerja pegawai dengan retensi pegawai sebagai variabel intervening pada Badan Pengembangan
Kepegawaian dan Sumber Daya Manusia (BKPSDM) Kabupaten Jombang. Populasi dan sampel dalam
penelitian ini adalah seluruh 50 karyawan dengan menggunakan teknik total sampling. Teknik
pengumpulan data menggunakan kuesioner. Metode analisis data yang digunakan adalah Partial Least
Square (PLS). Hasil penelitian ini menyimpulkan bahwa manajemen talenta berpengaruh positif dan
signifikan terhadap kinerja karyawan, motivasi kerja berpengaruh positif dan signifikan terhadap kinerja
karyawan, manajemen talenta berpengaruh positif dan signifikan terhadap retensi karyawan.

Kata kunci: kinerja karyawan, manajemen talenta, motivasi kerja, retensi karyawan

INTRODUCTION
Employee performance is something that cannot be abandoned because increasing employee
performance will have an impact on the goals of a business that is being run. To achieve high performance
takes a long time to build, requires trust, and demands careful attention from management. From the
statement above, the company needs to find an understanding of anything that can affect employee
performance, including talent management and work motivation. Work motivation is the result of a number
of processes that are internal or external to an individual, which causes an attitude of enthusiasm and

Article info
Received (15/11/2022)
Revised (10/ 12/2022)
Accepted (13/12 /2022)
Corresponding e-mail: ambarsasmiaji8888@gmail.com
Sasmiaji et al. (2022) Jamanika Vol.02 (04) 2022

persistence in carrying out certain activities (Falah & Ayuningtyas 2020). Talent management It can be said
as a series of human resource processes that are used to determine, manage, and develop employee
capabilities based on their performance, so that employees can work in accordance with what is expected
by the company. Talent Management according to Lewis and Heckman in Octavia (2018), is an overall
process from recruitment, placement, to development and planning for employee development in a better
direction.. Suwaji & Sabella (2019) suggests that motivation is one of the most important factors in
influencing and improving employee performance. Motivated employees will feel more enthusiastic and
enthusiastic, so they will do their jobs better. Lack of employee motivation will also have a negative impact
on the company, because it will reduce its performance. Employee morale must be maintained, because
motivated employees will benefit the organization. Employee retention is based on a decision to retain
potential employees who have certain qualities and skills so that they can be retained in the company for as
long as possible. Intellectual capital for companies is to have employees who have good potential that are
intangible so that they can be invaluable for the company. In addition, a series of processes starting from
recruitment, training, and development requires a lot of costs incurred by the company, and it can also risk
that business secrets can be leaked to other companies, for example competing companies. Therefore,
employee retention must be carried out by a company for the sustainability and security of the company.
Badan Pengembangan Kepegawaian dan Sumber Daya Manusia (BKPSDM) is a government
agency that is used to increase employees as well as human resources in an area. Seeing the importance of
the tasks carried out by the Agency for Personnel and Human Resources Development, it is one of the
government agencies or institutions that play an important role in the development of employees and human
resources in an area. The main thing that needs to be optimized is the performance of employees at the
BKPSDM Jombang Regency so that they are able to create qualified employees and human resources and
can develop good quality human resources. In terms of the absence of all employees during the last 3
months, namely October, November, and December 2021, there are still some employees whose discipline
level is still below 100%. This can be seen from the attendance record, most employees are late to come to
the office. Therefore, it is necessary to conduct research related to human resource management with talent
management and motivation with employee retention as an intervening variable on employee performance
at the Personnel and Human Resources Development Agency in order to be able to improve performance,
increase budget absorption above 80% and make employees loyal in work in order to achieve the maximum
target.

LITERATURE REVIEW
Talent management is a system or method that accurately evaluates every employee in a company.
The results of the evaluation will be used to see and evaluate whether employees can assist the company in
achieving company goals. In other words, this is how to put the right person in the right place and time.
According to Wibowo (2014), work motivation is a psychological process that arouses, directs and
perseveres in taking voluntary actions that are directed at achieving goals. It can also be said that work
motivation is something that arises in every individual who can provide a sense of enthusiasm and
encouragement so that he can work optimally to achieve a target or goal (Murti & Srimulyani 2013).
According to Moehariono (2012), performance is a description of the level of achievement of the
implementation of a program of activities or policies in realizing the goals, objectives, vision, and mission
of the organization as outlined in a strategic plan.an organization. From this point of view, measuring
employee performance and things that can affect it is important to do for the future of the company, because
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everything that happens depends on the quality of the performance of each employee which will have an
impact on the company or organization itself. Due to the high level of trust among its members, high
performance can be achieved, which means the members have confidence in each other's integrity,
characteristics and abilities.
Employee retention is the work done by the company to retain employees in order to survive in the
organization, which is designed to help achieve organizational goals (Mathis & Jackson 2006). Seeing this
statement, it is necessary to do employee retention so that the employee can last a long time to work in the
company or organization. This is because the company or organization has spent a lot of money or it can
be said as an investment during the recruitment process or also in the employee recruitment process to
employee training and development (Murti & Srimulyani 2013). It is important in a company for the
creation of maximum work in accordance with the abilities of each employee so that a company's goals can
be achieved. In a study by Karina & Ardana (2020) it can be seen that talent management has a positive
and significant influence on performance. In addition, there is also research by Widianingsih & Wulansari
(2018) which shows that talent management can improve employee performance. Research by Sudarijati
& Setiawan (2019) said that the results of his research partially or simultaneously showed that Talent
Management had a positive and significant effect on employee performance. From some of the research
above, the hypothesis was:
H1: Talent management has a positive and significant effect on employee performance

Work motivation is an important thing that must be instilled in the minds of employees in order to
produce good work results and according to company expectations, therefore companies need to provide
work motivation for their employees. Research by Rezki (2018) and Yunarifah (2012) says that work
motivation has a positive and significant effect on employee performance so that the following hypothesis
in this research was:
H2: Work motivation has a positive and significant effect on employee performance

Talent managementis a systematic way to manage employees to be able to do their jobs properly
and appropriately, not many employees feel that they have to survive in any conditions that exist in the
company. Employee retention here can be used as a way for companies to retain employees so that they
can survive to work for the company. There is a study by Ratnawati & Subudi (2018) and Sumarni (2011)
which says that talent management has a positive and significant effect on employee retention, so the
following hypotheses can be made:
H3: Talent management has a positive and significant effect on employee retention

In doing a job, motivation is an important thing needed by every employee because it is motivation
that can move employees to work well and correctly. Motivation is also useful for giving employees to
always survive in any circumstances in the company. Employee retention here is the company's way of
retaining its employees, therefore motivation is one of the ways in employee retention that companies need
to do for their employees. There is a study by Sumarni (2011) produced a study that work motivation has a
positive and significant effect on employee retention. Then the hypothesis can be made as follows:
H4: Work motivation has a positive and significant effect on employee retention

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Employee retentionis an action to be able to retain employees who work in a company to assist in
achieving company goals or targets. A study by Putri & Arwiyah (2019), Purnama & Mayliza (2019),
Sumarni (2011) resulted in a study that employee retention has a positive and significant effect on employee
performance. Therefore, the following hypothesis can be obtained:
H5: Employee retention has a positive and significant effect on employee performance

Talent management and work motivation with employee retention as moderator has a close
relationship here because if there is no such thing in a company, it may have an impact on employee
performance. There is a study by Ramadhani (2020) research results show that talent management and
knowledge management have a significant impact on employee retention and employee performance, talent
management and knowledge management have a significant effect on employee performance through
employee retention. Employee retention is effective. affect talent management and knowledge management
on employee performance, because the result of the direct influence is greater than the indirect effect.
H6: Talent management has a positive and significant effect on employee performance through employee
retention
H7: Work motivation has a positive and significant effect on employee performance through employee
retention

Talent
Management

Employee Employee
Retention Performance

Work
Motivation

Figure 1. Research Framework

RESEARCH METHODS
This research was conducted at Badan Pengembangan Kepegawaian dan Sumber Daya Manusia
located in Jombang Regency. The type of research used in this study isexplanatory research. The population
of this study consisted of all employees of BKPSDM Kab. Jombang as many as 50 employees. The sample
used in this study is total sampling. Sampling in which the entire population of 50 employees was used in
this study. Data collection techniques used in this study directly by using a questionnaire. The data analysis
technique used is SEM or Structural Equation Modeling with Smart PLS 3 (Partial Least Square) analysis.
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RESULTS AND DISCUSSION

The characteristics of respondents’ results show respondent in this study was dominate by men in
the age range of 31-40 years and length of work more than 10 years. Detail respondent demography can be
seen in table 1.
Table 1. Characteristics of Respondents
Information Items Respondents Persentage
Gender Male 29 58%
Female 21 42%
21-30 years 21 42%
Age 31-40years 23 46%
41-50 years 4 8%
>50 years 2 4%
Tenure <2 years 5 10%
3-6 years 5 10%
7-10years 14 28%
>10years 26 52%

The measurement of the convergent validity of the outer model is by looking at the outer loading
value of each variable. If the outer loading value is above 0.5, then the indicator is declared to be validly
convergent. The complete test results are presented in the following table:

Table 3. Convergent Validity Test Results

Variable Indicator Outer Loading Information
TL11 0.948 Valid
TL12 0.926 Valid
TL13 0.916 Valid
TL21 0.944 Valid
TL22 0.940 Valid
TL31 0.930 Valid
Talent Management (X1) TL32 0.920 Valid
TL33 0.912 Valid
TL34 0.937 Valid
TL41 0.903 Valid
TL42 0.932 Valid
TL43 0.826 Valid
TL44 0.873 Valid
MK11 0.901 Valid
MK12 0.887 Valid
MK21 0.864 Valid
MK22 0.897 Valid
MK23 0.875 Valid
MK31 0.848 Valid
Work Motivation (X2)
MK32 0.855 Valid
MK33 0.820 Valid
MK41 0.868 Valid
MK42 0.836 Valid
MK51 0.829 Valid
MK52 0.852 Valid
ER11 0.912 Valid
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ER12 0.864 Valid

ER21 0.903 Valid
ER22 0.944 Valid
Employee Retention (Z) ER31 0.822 Valid
ER32 0.914 Valid
ER41 0.888 Valid
ER42 0.907 Valid
ER51 0.884 Valid

One measure of construct reliability is composite reliability. The tools used to assess this are
composite reliability and Cronbach's alpha. The composite reliability value of 0.6 – 0.7 is considered to
have good reliability and the expected Cronbach's alpha value is above 0.7 (Ghozali& Hengky 2015).
Following are the results of the reliability measurement.

Table 3. Composite Reliability Test Results

Variable Composite Reliability Cronbach's Information
Employe 0.973 Alpha 0.968 Reliable
Employe
e Retention 0.977 0.974 Reliable
Work
e Performance 0.972 0.968 Reliable
Talent
motivation 0.986 0.984 Reliable
Management
From the table above, the test results show that all composite reliability and cronbach's alpha values
show a value greater than 0.7, so composite reliability and cronbach's alpha are met, so it can be concluded
that all indicators are indeed a measure of the construct of their respective variables.

Table 4..Direct Effect Test Results in the Inner Model

Direct Influence Inner Weight T-stats P-value Conclusion
Employee Retention -> Employee Performance 0.450 3,286 0.001 Significant
Work Motivation -> Employee Retention 0.404 3,197 0.001 Significant
Work Motivation -> Employee Performance 0.219 2,091 0.037 Significant
Talent Management -> Employee Retention 0.512 4,634 0.000 Significant
Talent Management -> Employee Performance 0.332 2,234 0.026 Significant

From the test results above. it can be concluded that the direct influence between talent management
(X1) on employee retention (Z) obtained an inner weight coefficient value of 0.512 with a t-statistic value
of 4.634 and a P-value of 0.000 because the t-statistic value is > 1.96. and P-value < 0.05 then there is a
significant direct effect between talent management (X1) on employee retention (Z). Considering the
positive inner weight coefficient indicates that the relationship between the two is positive, it means that
the higher talent management (X1) will result in higher employee retention (Z), and vice versa. In the
implementation of talent management at this installation, there is talent acquisition which is the first step
after recruiting employees and then developing them properly to become good talents. Furthermore, there
is also the introduction of talent (talent on-boarding/activation) in which employees know the vision and
mission of the agency and can improve integration so they can adapt well. Employee talent development is
very important because this is done so that employees can develop and have the capability to carry out
agency strategies. Of the four indicators, if the management of human resources is carried out properly
through talent management, this can improve the performance of BKPSDM Kab. Jombang. This is in line
with research conducted by Octavia & Susilo (2018).
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Work Motivation (X2) on employee retention (Z) obtained an inner weight coefficient value of
0.404 with a T-statistic value of 3.197 and a P-value of 0.001 because the T-statistic value is > 1.96. and P-
value < 0.05 then there is a significant direct effect between work motivation (X2) on employee retention
(Z). Given that the inner weight coefficient is positive, it indicates that the relationship between the two is
positive, meaning that the higher the work motivation (X2), the higher the employee retention (Z), and vice
versa. Employees who have good talent when supported by the implementation of talent management will
be able to increase the level of employee retention at the company. Therefore, the management of the of
BKPSDM in Jombang Regency should be more selective in recruiting talented employees and giving
awards to them, thus making them feel loyal to the company and the company should pay more attention
to talented employees so that they continue to provide good performance for a long time in the company.
There is a significant direct effect between talent management (X1) on employee performance (Y).
Considering the positive inner weight coefficient indicates that the relationship between the two is positive,
it means that the higher talent management (X1) will result in higher employee performance (Y), and vice
versa.
There is a significant direct effect between work motivation (X2) on employee performance (Y).
Given that the inner weight coefficient is positive, it indicates that the relationship between the two is
positive, meaning that the higher the work motivation (X2), the higher the employee performance (Y), and
vice versa. Based on these results it can be seen that work motivation is a very important factor in improving
employee performance. Employee performance is the result of multiplication or function of work
motivation. Employees who are motivated at work will be able to achieve optimal performance. Employees
are motivated because their needs are fulfilled which consist of physiological needs, safety needs, social
needs, esteem needs, and self-actualization needs. If these needs can be met, it will be able to improve
employee performance at BKPSDM Kab. Jombang. The direct influence between employee retention (Z)
on employee performance (Y) obtained the inner weight coefficient value of 0.450 with a T-statistic value
of 3.286 and a P-value of 0.001 because the T-statistic value is > 1.96. and P-value < 0.05 then there is a
significant direct effect between employee retention (Z) on employee performance (Y). Given that the inner
weight coefficient is positive, it indicates that the relationship between the two is positive, meaning that the
higher the employee retention (Z) will result in the higher the employee performance (Y), and vice versa.

Table 5. Indirect Effect Test Results in the Inner Model

Indirect Influence Coefficient P-value Conclusion
Talent Management (X1) -> Employee Retention (Z) 0.512*0.450 = 0.230 0.007 Significant
-> Employee
Work Performance
Motivation (Y)
(X2) -> Employee Retention (Z) 0.404*0.450 = 0.182 0.022 Significant
-> Employee Performance (Y)
Based on the research results, it can be concluded that the employee retention variable is able to
mediate the influence between talent management on employee performance. This means that the higher
talent management results in higher employee performance if employee retention is also higher, and vice
versa. Talent management with employee retention as a mediator has a close relationship here because if
there are no such things in a company, it might have an impact on employee performance. Because talent
management is one of a series of human resource processes used to determine, manage, and develop
employee capabilities based on their performance, so that employees can work according to what is
expected by the company which will affect an employee's performance but in this study employee retention
as a role mediation that will assist in solving a problem this will affect an employee's performance in an
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organization. Based on the research results, it can be concluded that the employee retention variable is able
to mediate the influence between work motivation on employee performance. That is, the higher the work
motivation the higher the employee performance, if the employee retention is also higher, and vice versa.
With the existence of motivation in employees with employee retention as a mediator has a close
relationship here because giving maximum work to employees can make employees able to survive in
agencies for a long time for the sustainability and security of the company or agency. If this is done properly,
it will improve employee performance.

CONCLUSION
Based on the formulation of the problem and research objectives, the conclusion from the research
results as an answer to the problems raised is that talent management has a positive and significant effect
on employee performance. Work motivation has a positive and significant effect on employee performance.
Talent management has a positive and significant effect on employee retention. Work motivation has a
positive and significant effect on employee retention. Employee retention has a positive and significant
effect on employee performance. Employee retention is able to positively and significantly mediate the
relationship between talent management variables and employee performance. Employee retention is able
to mediate positively and significantly the relationship between work motivation variables and employee
performance.

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