Effect of Work Stress and Job Satisfaction on Turnover Intention in PT. Insan Mandiri Swakarya Call Center Branch of Malang City 1

International Journal of Research and Innovation in Social Science (IJRISS) | Volume IV, Issue VII, July 2020 | ISSN 2454–6186

Effect of Work Stress and Job Satisfaction on Turnover Intention in PT. Insan Mandiri Swakarya Call Center Branch of Malang City 1

Siswanto Wijaya Putra
College of Economics Kertanegara Malang, Indonesia

Abstract:- This research was conducted at PT. Swakarya Insan Mandiri Call Center Branch Malang City 1 with a population of 75 employees. The purpose of this study was to determine the effect of job stress and job satisfaction on turnover intention. The research method used is quantitative by collecting, presenting and analyzing data from employees using a questionnaire to respondents. Data analysis techniques in this study are multiple linear regression to determine the effect simultaneously, partially and dominantly. Based on research results the influence of job stress and job satisfaction on turnover intention simultaneously is significant (0.00). The effect of job stress and job satisfaction on turnover intention is partially significant on job stress (0.00) and job satisfaction (0.01). Among the effects of job stress and job satisfaction on turnover intention, the most dominant is job stress at PT. Mandiri Workshops Mandiri Call Center Branch of Malang City 1.

Keywords: job stress, job satisfaction, turnover intention

I. INTRODUCTION

The main key to running a company is processing HR (Human Resources) properly. The problem is, developing reliable HR in improving organizational functions and achieving company goals is not an easy thing. The achievement of company goals is often hampered by high turnover intention (the desire to move) can even develop towards the discharge of employees from the company.

Turnover Other costs incurred for the company are costs that must be incurred such as recruitment costs, training costs, productivity costs, and dismissal costs (Robert L. Matihas and John H Jackson, 2006). Various kinds of costs incurred for human resource development are only wasted and for recruiting employees again, the company will incur similar costs for the second time. In certain cases, turnover is indeed needed by companies, especially for employees with low performance (Hollenbeck and Williams, 1986), but the turnover rate should not be too high so that companies can still get opportunities for improved performance for new employees compared to recruiting employees who are make more extra expenses. Turnover intention basically (the desire to move) reflects the desire of individuals to leave the organization and look for alternative jobs (Suwandi and Indriantoro, 2001). Meanwhile, according to Certo (2000), turnover intention is defined as the desire of individuals to leave the organization and look for alternative work.

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