The Mediating Effect of Job Satisfaction on the Relationship between Work-Related Stress, Productivity and Turnover Intention among Employees of Private Higher Learning Institution

The Mediating Effect of Job Satisfaction on the Relationship between Work-Related Stress, Productivity and Turnover Intention among Employees of Private Higher Learning Institution

Arie Adriana Mohammad Nizam^{1, 2}, Aziz Jamal^3*, Izati Aqilah Muhsin²

¹Spectrum International Islamic School, No. 1 Putrajaya Timur Off, Presint 17, 62200 Putrajaya Malaysia.

²Faculty of Business & Management, Universiti Teknologi MARA, 40150, Shah Alam, Selangor, Malaysia

³Health Administration Program, Faculty of Business & Management, Universiti Teknologi MARA Puncak Alam Campus, 42300 Selangor, Malaysia

*Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90300331

Received: 10 March 2025; Accepted: 20 March 2025; Published: 18 April 2025

ABSTRACT

The roles and responsibilities of employees in private higher education institutions are becoming more challenging and closely tied to the core functions of the sector. This applies not only to academic staff but also to management and administrative employees. Since employees are the primary human capital of these institutions, their job satisfaction plays a crucial role in improving organizational effectiveness. Satisfied employees are less likely to leave the organization and are more motivated to contribute to a positive work environment. This study aimed to examine the relationship between work-related stress, employee productivity, job satisfaction, and employee turnover intention in a private higher-learning institution. Specifically, this study examined the mediating effects of job satisfaction on the relationships of studied variables. Data were collected through online surveys from 107 employees, assessing work-related stress (WRS), employee productivity (EP), job satisfaction (JS), and turnover intention (TI). Descriptive and inferential statistical analyses were conducted, including regression analyses, to determine the influence of variables on turnover intention. The mediating effects of job satisfaction were analyzed using Conditional Process Analyses via the PROCESS macro. The study found a significant relationship between work-related stress and employee turnover intention, indicating that stress greatly impacts an employee’s decision to leave. However, employee productivity did not show a significant direct relationship with turnover intention. Job satisfaction played a mediating role in the relationship between work-related stress and turnover intention, as well as between productivity and turnover intention. The findings highlight the need for management to enhance employees’ quality of work-life to retain valuable human resources, not only among academics but also among the management and support staff. Creating a positive work environment can help institutions position themselves as employers of choice and improve overall organizational effectiveness.

Key Words: Work-Related Stress, Employee Productivity, Job Satisfaction, Turnover Intention, Private Higher Learning Institution

INTRODUCTION

The education sector has experienced significant transformation, leading to increased employee turnover rates. According to LinkedIn, the global turnover rate was 10.9% in 2017 (Lewis & Soroñgon, 2022), while Malaysia’s voluntary turnover rate reached 6.5% in 2019 (Said et. al., 2024). Skilled employees often leave in search of better opportunities (Ghani et al., 2022), and poor leadership further exacerbates turnover issues. Stress, often stemming from increasing responsibilities, challenging working conditions, and heightened expectations, has been labeled a “silent killer” due to its association with professional anxiety, burnout, and depression (Koutsimani et al., 2019).

Similarly, low job satisfaction resulting from inadequate leadership and unrealistic expectations contributes to high turnover (Sjarifudin & Ali, 2023). According to Lee and Liu (2021), several factors, such as job dissatisfaction, a lack of opportunities for advancement in the career, insufficient management techniques, and deficiencies in work-life behaviour, might affect the intention to leave a job. The U.S. Bureau of Labor Statistics reported that 3.5 million employees left their jobs in January 2020, translating to a 20% increase from 2016. A Mercer’s 2022 Global Talent Trends study found that nearly 40% of employees in Asia planned to leave their jobs within a year, despite high job satisfaction (Mercer, 2022).

In the education sector, turnover is particularly costly and disruptive. Job dissatisfaction remains a key factor in employee turnover and organizations that fail to retain employees may struggle to maintain quality services. Workplace conditions, such as leadership, salary, growth opportunities, and work-life balance, influence job satisfaction and retention (Kurniawaty et al., 2019). Financial instability within an organization also affects turnover, as employees may leave due to concerns about job security. Additionally, environmental factors such as office conditions and workplace interactions impact performance and turnover intentions.

Acknowledging the complex relationship between and among these variables, this study was conducted to:

1. examine the relationship between work-related stress and employee turnover intention in the private higher learning institution.
2. examine the relationship between employee productivity and employee turnover intention in the private higher learning institution.
3. determine the mediating effect of job satisfaction on the relationship between work-related stress and employee turnover intention in the private higher learning institution.
4. determine the mediating effect of job satisfaction on the relationship between employee productivity and employee turnover intention in the private higher learning institution.

This study is significant as it provides insights into the complex interplay between job satisfaction, employee productivity, work-related stress, and turnover intention. By examining the mediating role of work-related stress, the researcher sheds light on how stress influences both employee performance and their likelihood of leaving an organization. Understanding these dynamics can help employers develop targeted strategies to enhance job satisfaction, reduce stress levels, and ultimately improve productivity while minimizing turnover. The findings offer practical implications for organizational policies, leadership practices, and workplace well-being initiatives, contributing to a more sustainable and effective workforce.

LITERATURE REVIEW

In private higher learning institutions, the interplay between work-related stress, productivity, and turnover intention is critically mediated by job satisfaction. Work-related stress, encompassing factors such as emotional exhaustion, role conflict, and psychosocial risks, has been shown to elevate turnover intentions among employees (Xue et. al., 2022). This stress adversely affects job satisfaction, leading to a higher propensity to leave the organization. Conversely, job satisfaction serves as a buffer, mitigating the negative impacts of stress on turnover intentions. Studies have demonstrated that when employees experience high job satisfaction, the detrimental effects of work-related stress on turnover intentions are lessened (Saputro, 2024).

Turnover Intention

The term “turnover intention” describes an employee’s purposeful and conscious decision to leave their present position or company within a specific time. It is frequently influenced by several workplace variables, including job satisfaction, stress, and productivity levels (Hom et al., 2017). Various workplace factors, including job satisfaction, stress, and productivity levels influence employee turnover intention. In the education sector, excessive workload and administrative burdens contribute to employee burnout and resignation which significantly impacts employee motivation and commitment (Han, 2020).

Work-Related Stress

Work-related stress is a significant concern in private higher education institutions, with research highlighting its causes, effects, and potential mitigation strategies (Lambert & Orkaido, 2024). Employees in private higher learning institutions face stressors such as work overload, unclear roles, unsatisfactory salaries, and lack of management support, which negatively impact job satisfaction and performance (Isa & Palpanadan, 2020). Results from the education sector, which showed that academic faculty with high stress levels had higher turnover intentions, further confirm this association (Kaur et al., 2024). While job satisfaction can mitigate the impact of stress, employees lacking autonomy, fair compensation, and work-life balance are more likely to leave. Therefore, the findings of the past study led to the formulation of the first hypothesis (H₁).

H1: There is a significant relationship between work-related stress and employee turnover intention in the private higher learning institution.

Employee Productivity

Employee productivity refers to the output generated by employees using available resources, such as financial support, training, and technology (Kenney, 2019). It is influenced by factors like work quality, efficiency, and involvement in tasks (Ramakrishnan & Lawrence, 2019). Technological advancements have enhanced productivity by facilitating knowledge-sharing among employees (Naeem & Ozuem, 2021). However, research indicates a strong link between turnover intention and productivity, where disengaged or underperforming employees are more likely to leave (Salama et al., 2022). The relationship between work-related stress, employee productivity, and turnover intention is crucial in private higher education institutions. Job satisfaction plays a key role in mitigating turnover risks, with higher satisfaction reducing the likelihood of leaving, even in stressful environments (Ning et al., 2023). Employee engagement, particularly in health, dedication, and absorption, also negatively affects turnover intention, indicating that more engaged staff are less likely to quit (Hegazy, 2019). Additionally, strong workplace relationships and better work-life balance enhance job satisfaction, reducing turnover intentions and improving productivity. This then relates to the second hypothesis (H₂) of the study:

H2:  There is a significant relationship between employee productivity and turnover intention in private higher learning institution

Mediating Role of Job Satisfaction

Job satisfaction is a key factor in an organization’s success, directly influencing employee motivation, retention, and productivity (Arifin et. al., 2019). In the education sector, job satisfaction mediates the relationship between work-related stress and turnover intention, as higher stress levels lead to lower satisfaction and an increased likelihood of leaving (Anees et al., 2021). Studies consistently show a negative correlation between job satisfaction and work-related stress, with educators and healthcare workers experiencing lower satisfaction when facing high stress and burnout (Zhang et al., 2022). Additionally, job satisfaction positively affects employee productivity, as satisfied employees demonstrate higher performance and lower presenteeism (Bellet et al., 2019). Research further supports that improving job satisfaction can enhance employee retention and organizational effectiveness (Hu et al., 2022), reinforcing its importance in private higher education institutions.

The relationship between work-related stress, employee productivity, and job satisfaction is well-documented, particularly in high-pressure educational environments where factors such as workload, time constraints, and administrative duties negatively impact job satisfaction (Bakker & Demerouti, 2022). Satisfied employees are also better equipped to handle stress, maintaining their productivity despite workplace challenges. Furthermore, job satisfaction reduces turnover intention by increasing employees’ commitment to their institutions, whereas high-stress levels often drive employees to seek alternative employment (Alam & Asim, 2019). This is particularly critical in education, where staff retention directly affects institutional stability and student outcomes. Hence, hypothesis H₃ and H₄ were developed.

H3: Job satisfaction significantly mediates the relationship between work-related stress and employee turnover intentions.

H4: Job satisfaction mediates the relationship between employee productivity and employee turnover intentions.

Conceptual Framework

The current research framework, shown in Figure 1, comprises work-related stress and productivity as independent variables, job satisfaction as mediating variables, and turnover intention as the dependent variable.

Figure 1 Diagrammatic presentation of the current study’s conceptual framework.

In this framework, high stress levels often reduce job satisfaction, increasing the likelihood of employees seeking alternative job opportunities. Additionally, excessive job demands can lead to fatigue, lowering productivity and further contributing to turnover intention. The conceptual framework is underpinned by the Job Demands-Resources (JD-R) Model, which explains how workplace factors influence employee well-being, job satisfaction, and turnover intention. The JD-R model provides a strong theoretical foundation for analyzing these relationships, as it is widely used to examine workplace stressors, employee motivation, and organizational outcomes. According to this model, job satisfaction can mitigate negative outcomes and enhance employee engagement and retention, whereas job demands, such as work-related stress, require continuous effort and may lead to burnout, reduced productivity, and increased turnover

METHODOLOGY

Research Design

A correlational design was used to examine the mediating effects of job satisfaction on the relationship between work-related stress, employee productivity, and turnover intention among employees of a private higher learning institution located in Cyberjaya, Malaysia. Data were collected within three months, starting from October until December 2024, via an online survey (Google Form) This study employed a convenience sampling method, which selected the participants based on their availability or proximity to the researcher. We recorded data provided by 107 respondents from academic and non-academic departments.

Ethics Approval

This study received approval from the Institutional Review Board of Universiti Teknologi MARA, Malaysia (Ethics Committee of the Faculty of Business & Management, Universiti Teknologi MARA) on 18th October 2024. Ethics approval reference no.: REC/800-FP(PT.1/1) Bil.2/2024

Survey Instrument

The instruments used in this study were adopted in their original form. That is, no significant modification was made to the questionnaires that could compromise their established qualities and validity. Adopting the instruments in their original forms allows a direct comparison of the results with studies using the same questionnaires. The following discussion, therefore, highlights the information regarding the validity of adopted instruments from past studies. Section A aims to collect the socio-demographic data of the respondents, including gender, designation (work position), employment status, length of employment, and estimated monthly income (range). All questions in section A are close-ended items. Section B was designed to measure respondents’ job satisfaction using 20 items adopted from Minnesota Satisfaction Questionnaire (Weiss et al., 1967). In this section, respondents were asked to indicate their agreement with each item using a five-point Likert scale (1: strongly disagree to 5: strongly agree).

Meanwhile, items measuring respondents’ employee productivity were listed in section C. The employee productivity questionnaire developed by Andrade et al. (2020) was used, and the respondents were asked to indicate their agreement by responding to seven statements using a five-point Likert scale ranging from 1 (strongly disagree) to 5 (strongly agree).  Section D aims to determine work-related stress among employees using the Work-Related Stress Questionnaire (WRSQ). This 13-item Work-Related Stress questionnaire was developed by Cedrone et al. (2024) to specifically measure the stress level of each employee in the organization. For each item, respondents were asked to indicate their agreement by using a seven-point Likert scale. The Possible answers were: “Never,” “Rarely,” “Sometimes,” “Often” and “Always.” The points for each item range from 1 (“Never”) to 5 (“Always”), except for items 4, 8, 10, 11 and 13, in which the scoring system was reversed (5= “Never” to 1= “Always”).

The last part of this questionnaire which lies under section E, aims at measuring employee turnover intentions using Turnover Intention Scale – 6 (TIS-6). This instrument was developed and validated by Bothma & Roodts (2013) and has 6 items. As a response mode, all items refer to a six-month recall period and use a five-point Likert scale (from Never to Always, or from Very Satisfying to Totally Dissatisfying, or from Highly Unlikely to Highly Likely).

Data Analysis

Demographic data were analyzed using descriptive statistics. For categorical variables, the frequency and percentages were calculated. Pearson chi-squared tests were conducted to examine the association or difference between demographic variables and response categories  Data collected to measure the work-related stress (WRS), employee productivity (EP), job satisfaction (JS) and turnover intention (TI) were examined using mean, standard deviation, skewness, and kurtosis for distribution normality, and the mean comparison between groups of respondents was made using independent t-tests. Cronbach’s alphas for the scales were also computed to examine instrument reliability. A Linear Multiple Regression analysis was subsequently performed to examine the influence of variables on the outcome measured. Mediation analyses were performed using PROCESS macro (Hayes, 2022), and the total effect and indirect effect of mediating variable were calculated. All analyses were conducted using IBM SPSS statistics for Windows, version 29.0.2.0 (Armonk, NY: IBM Corp).

RESULTS

Demographic Profile Analysis

The results indicated that female respondents (73.8%) outnumbered male respondents (26.2%) in both academic and non-academic categories. Most respondents fell within the 20-29 age group, followed by those aged 30-39. The least represented age group was 50-59 years old, with only three respondents. In terms of ethnicity, most of the respondents were Malay, while Indian and other ethnic groups had minimal representation. Regarding employment status, most respondents were permanently employed, with 27 from the academic category and 48 from non-academic roles. The remaining respondents were either on probation or under contract. The highest education level attained showed that most respondents held a bachelor’s degree (34.6%), followed by master’s degree holders (30.8%), with a higher proportion of master’s degree holders in academic roles compared to non-academic ones. The estimated monthly income analysis revealed that the largest group of respondents earned between RM3,000 – RM3,999 (39.3%), followed by RM2,000 – RM2,999 (29.0%) and RM5,000 – RM5,999 (9.3%). Additionally, Pearson’s Chi-Square test was conducted to determine statistical differences between academic and non-academic staff. A p-value of < .001 or .001 indicated that the observed differences were highly statistically significant, reinforcing the strong association between demographic variables and respondent categories. These findings provide valuable insights into the background of respondents and their representation across different demographic factors. Table 1 summarizes the demographic profile of the respondents.

Table 1: Demographic profile of respondents

Descriptive Analysis

Table 2 below presents the mean and standard deviation values for the dependent variable (turnover intention), mediating variable (job satisfaction), and independent variables (work-related stress and employee productivity) of this study. The mean and standard deviation for job satisfaction (M = 3.56, SD = 0.69), employee productivity (M = 4.14, SD = 0.49), work-related stress (M = 3.05, SD = 0.609), and turnover intention (M = 3.27, SD = 0.955) indicate that employee productivity had the highest average rating on a 5-point Likert Scale, followed by job satisfaction, work-related stress, and turnover intention. Additionally, the Cronbach’s alpha (α) values indicate the internal consistency of the measurement scales. Job Satisfaction scale (α = 0.93) and Employee Productivity scale (α = 0.92) demonstrate excellent reliability, indicating a high level of consistency among the scale items. The turnover Intention scale (α = 0.84) shows good reliability, suggesting that the items used to measure this construction are internally consistent. Work-related Stress scale (α = 0.79) also indicates acceptable reliability, suggesting that the scale used to measure work-related stress is reasonably consistent. Overall, the reliability scores show that all scales used in this study have good internal consistency, supporting the validity of the measurement instruments used. Skewness and kurtosis values provide information regarding the asymmetry and “peakedness” of data distribution. Calculated values suggest that all data representing each variable were distributed normally.

Table 2: Result of descriptive analysis

Meanwhile, Table 3 below presents the descriptive statistics and comparative analysis of four variables, which are job satisfaction, employee performance, work-related stress, and turnover intention across two groups, Academic (n = 42) and Others (n = 65). For each variable, the mean (M), standard deviation (SD), skewness (γ), kurtosis (κ), p-values from the independent t-tests, and effect sizes are reported. Comparing the two groups, the Academic group reported slightly higher job satisfaction (M = 3.61, SD = 0.774) and employee productivity (M = 4.24, SD = 0.498) than the other group (M = 3.53, SD = 0.649 for Job Satisfaction; M = 4.08, SD = 0.491 for Employee Productivity).

Both groups had similar levels of work-related stress (M = 3.49 for Academics; M = 3.55 for Others) and Turnover Intention (M = 2.79 for Academics; M = 2.68 for Others). The skewness and kurtosis values indicate that most distributions are approximately normal. The studentized t-test revealed no statistically significant differences between the groups, as indicated by p-values above 0.05 for all variables. The effect sizes calculated using Cohen’s d​ are small and insignificant across all variables, thus underscoring the overall similarity between academic and other groups (i.e., administrative and support staff) in terms of the studied variables.

Table 3: Summary of overall descriptive analysis

Note: N = 107

Symbol: ɣ = skewness, κ = kurtosis

Abbreviation: JS =  Job Satisfaction; EP = Employee Productivity; WRS =  Work-related Stress; TI =  Turnover Intention; ES = Effect Size

Multiple Regression Analysis

Table 4 shows the result of multiple linear regression analysis. The regression model presented included the predictor (turnover intention), two independent variables (employee productivity and work-related stress) and one mediating variable (job satisfaction). The results provide insights into how each predictor contributes to employees’ intention to leave their jobs. Job satisfaction demonstrates a significant positive effect on turnover intention (β = 0.383, p = .002), suggesting that as job satisfaction increases, turnover intention also increases. Conversely, employee productivity shows a non-significant negative relationship with turnover intention (β = −0.154, p = .088). This implies that higher productivity slightly reduces turnover intention, despite the effect is not strong enough to be statistically significant. Additionally, work-related stress has a significant positive relationship with turnover intention (β = 0.363, p < 0.05), highlighting that higher stress levels contribute to a stronger desire to leave the organization.

The overall model fit metrics indicate that the regression model accounts for 38.2% of the variance in turnover intention (R² = 0.382), with an adjusted R² = 0.364, suggesting a reasonably good fit. The model’s Cohen f² value of 0.578 indicates a larger-than-typical effect size. The findings emphasize the critical role of work-related stress in influencing turnover intentions and underline the importance of stress management in retaining employees. All things considered, the significant yet positive link between job satisfaction and turnover intention demands a closer examination of organizational factors that might shape this relationship. Management strategies should focus on improving workplace conditions, reducing stress, and addressing underlying causes of dissatisfaction to curb turnover intentions effectively.

Table 4: Result of regression analysis

Mediation Analysis

The mediation analysis results, as presented in Table 5, indicate that job satisfaction (JS) significantly predicts turnover intention (TI), with a positive relationship (b = 0.524, SE = 0.161, β = 0.383, t = 3.259, p = .002). This suggests that employees who experience higher job satisfaction are less likely to consider leaving their jobs. Additionally, employee productivity (EP) plays a crucial role in this mediation model by significantly predicting job satisfaction (b = 0.323, SE = 0.100, β = 0.230, t = 3.233, p = .002), highlighting its importance as a precursor in shaping job satisfaction levels. However, when examining the total effect model, employee performance had a marginal but non-significant effect on turnover intention (b = 0.300, SE = 0.185, β = 0.156, t = 1.620, p = .108), implying that, on its own, employee performance does not strongly determine an employee’s intention to leave the organization. Interestingly, when job satisfaction was accounted for in the model, the direct effect of employee performance on turnover intention shifted direction and became negative (b = −0.296, SE = 0.172, β = −0.154, t = −1.725, p = .088), suggesting a potential suppression effect. This means that employee performance alone might not directly influence turnover intention, but its impact becomes clearer when mediated by job satisfaction. The indirect effect (ab) of employee performance on turnover intention through job satisfaction was found to be statistically significant (b = 0.169, SE = 0.099), with a bootstrapped 95% confidence interval of [.024, .409], confirming its significance at p < .05. These findings support a partial mediation effect, where job satisfaction acts as a key intermediary variable that explains how employee performance ultimately influences turnover intention. The mediation model is visually represented in Figure 2.

Table 4: Mediation Analysis of Job Satisfaction for Employee Productivity and Turnover Intention

Figure 2 Diagrammatic presentation mediation analysis results depicting job satisfaction as a mediator (M) between employee productivity (X) and turnover intention

The mediation analysis in Table 5 shows that work-related stress (WRS) significantly predicts job satisfaction (JS) (b = 0.807, SE = 0.092, β = 0.624, t = 8.783, p < .001), indicating that higher stress levels lead to reduced job satisfaction. In turn, job satisfaction significantly predicts turnover intention (TI) (b = 0.524, SE = 0.161, β = 0.383, t = 3.259, p = .002), suggesting that employees with lower job satisfaction are more likely to consider leaving. The total effect of work-related stress on turnover intention was also significant (b = 1.009, SE = 0.157, β = 0.571, t = 6.410, p < .001), demonstrating that stress directly contributes to employees’ turnover intentions. However, when job satisfaction was included in the model, the direct effect of work-related stress on turnover intention was partially reduced (b = 0.586, SE = 0.199, β = 0.332, t = 2.950, p = .004), indicating that job satisfaction mediates this relationship. The indirect effect (ab) of work-related stress on turnover intention through job satisfaction was statistically significant (b = 0.423, SE = 0.134), with a bootstrapped 95% confidence interval of [.161 – .687], confirming partial mediation at p < .05. These findings highlight job satisfaction as an important mediator that helps mitigate the negative impact of stress on turnover intention. Figure 3 visually represents these mediation effects.

Table 5: Mediation Analysis of Job Satisfaction for Work-related Stress and Turnover Intention

Figure 3 Diagrammatic presentation mediation analysis results depicting job satisfaction as a mediator (M) between work-related stress (X) and turnover intention.

DISCUSSION

The primary objectives of this study were to examine the mediating effect of job satisfaction on the relationship between work-related stress, productivity and turnover intention among employees. The study was conducted on 107 employees at one higher learning institution located in Cyberjaya, Malaysia.

The findings confirm a significant relationship between work-related stress and employee turnover intention, as supported by previous research by Rehman and Mubashar (2017) on a sample of 200 workers from several hotels in Lahore, Pakistan, which found a positive correlation between work stress and intentions to leave. The regression results (β = 0.363, p = .001) indicate that higher stress levels significantly increase employees’ likelihood of leaving, supporting the alternative hypothesis (H₁). Work-related stress negatively impacts job satisfaction and engagement, making employees more inclined to consider leaving their roles. In private higher education institutions, stress is exacerbated by employment inadequacy, restricted funding, and high-performance expectations, which contribute to increased turnover intention (Ahmad, 2022). Excessive workloads, unrealistic expectations, and insufficient support further heighten stress, reducing employee well-being and organizational commitment (Perumal et al., 2018). Rahman et al. (2024) emphasized the importance of implementing effective stress management techniques to reduce turnover, while Marlapa & Endri (2024) found that organizational commitment plays a crucial role in mitigating work stress and turnover intention. Given these findings, it is essential for higher education institutions to address the root causes of workplace stress through supportive work environments, adequate resources, and stress reduction initiatives to enhance employee retention and overall well-being.

Based on the regression results (β = -0.154, p = .088), the alternative hypothesis (H₂) is rejected. This indicates that employee productivity does not significantly predict turnover intention in the studied context. This is because the finding indicates that the relationship between the variables is weak and not significant. This result is consistent with the previous study which stated that productivity has a negative relationship with employee turnover intention (Lin & Liu, 2017). Instead of focusing on productivity, Abudaqa et al. (2022) emphasized the importance of psychological and emotional factors over output levels in determining turnover intention. Additionally, Shiri et al. (2023) found that professional development opportunities, including career growth and training, enhance job satisfaction and reduce turnover intention. These findings stress the need for organizations to focus on broader workplace improvements, such as career advancement, recognition, and organizational support, rather than relying solely on productivity to retain employees.

The findings confirm that job satisfaction mediates the relationship between work-related stress and turnover intention, as well as between employee productivity and turnover intention, supporting the alternative hypotheses H₃ and H₄. Work-related stress negatively impacts job satisfaction, which in turn increases turnover intention, reinforcing prior research that links excessive workloads, poor work-life balance, and lack of managerial support to employee dissatisfaction and attrition (Anees et al., 2021). Institutions must address these stressors through supportive work environments, recognition programs, and career development opportunities to enhance job satisfaction and reduce turnover (Ahmad, 2022). Similarly, while employee productivity does not directly predict turnover intention, it significantly influences job satisfaction, which acts as a buffer against employees’ likelihood of leaving. However, when productivity demands exceed available resources, job satisfaction declines, leading to burnout and higher turnover risks (Chen et al., 2019). The Job Demands-Resources (JD-R) model supports these mediating effects, emphasizing that a balance between job demands and resources fosters job satisfaction, enhancing retention. In educational institutions, linking productivity improvements with job satisfaction strategies such as professional growth, recognition, and positive work culture can strengthen employee commitment and mitigate turnover intentions.

Suggestions For Future Research

The current study only focuses on identifying the mediating effect of job satisfaction on the relationship between work-related stress, employee productivity and turnover intention among employees in a private higher learning institution. Future studies may also examine other possible factors, such as workload, organizational culture, leadership style, and employee engagement, to elucidate how they can affect turnover intention in the organization. From the researcher’s perspective, these research variables may also have an influence on the employee’s intention as to whether they would like to stay or leave their employment. Besides that, the researcher suggests expanding the study to include other private higher learning institutions in Malaysia. Since these institutions share similar work environments and cultures, broadening the research scope would provide a more comprehensive perspective. By including multiple institutions, the study’s findings would be more reliable and applicable to a wider range of organizations, rather than being limited to just one institution. Additionally, this approach would allow researchers to identify and compare cultural differences among various institutions, leading to deeper insights into the overall landscape of private higher education in Malaysia.

REFERENCES

1. Abudaqa, A., Hilmi, M. F., & Dahalan, N. (2022). The Nexus between Job Burnout and Emotional Intelligence on Turnover Intention in Oil and Gas Companies in the UAE. International Journal of Innovation, Creativity and Change, 13(11), 361- 380.
2. Ahmad, A. F. (2022). The influence of interpersonal conflict, job stress, and work life balance on employee turnover intention. Journal of Humanities and Education Development, 4(2), 1–16. https://doi.org/10.22161/jhed.4.2.1
3. Alam, A., & Asim, M. (2019). Relationship between job satisfaction and turnover intention. International Journal of Human Resource Studies, 9(2), 163. https://doi.org/10.5296/ijhrs.v9i2.14618
4. Andrade, E.G. S. D. A., Queiroga, F., & Valentini, F. (2020). Short version of self-assessment scale of job performance. Anales de Psicologia, 36(3), 543-552. https://doi.org/10.6018/analesps.402661
5. Anees, R. T., Heidler, P., Cavaliere, L. P. L., & Nordin, N. A. (2021). Brain drains in higher education. The impact of job stress and workload on turnover intention and the mediating role of job satisfaction at universities. European Journal of Business Management and Research, 6(3), 1–8. https://doi.org/10.24018/ejbmr.2021.6.3.849
6. Arifin, Z., Nirwanto, N., & Manan, A. (2019). Improving the Effect of Work Satisfaction on Job Performance through Employee Engagement. International Journal of Multi Discipline Science, 2(1), 1–9. http://dx.doi.org/10.26737/ij-mds.v2i1.948
7. Bakker, A. B., & Demerouti, E. (2007). The job demands‐resources model: State of the art. Journal of managerial psychology, 22(3), 309-328. https://doi.org/10.1108/02683940710733115
8. Bellet, C., De Neve, J., & Ward, G. (2019). Does employee happiness have an impact on productivity? SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3470734
9. Bothma, C.F., & Roodt, G. (2013). The validation of the turnover intention scale. Sa Journal of Human Resource Management, 11, 1-12.
10. Cedrone, F., Stacchini, L., La Torre, G., Berselli, N., De Nicolò, V., Caminiti, M., Ancona, A., Minutolo, G., Mazza, C., Cosma, C., Gallinoro, V., Catalini, A., Gianfredi, V., Nieto, H., Stansfeld, S. A., Perri, R., Buomprisco, G., & De Sio, S. (2024). Work-Related Stress Questionnaire: confirmatory factor analysis for construct validation by the PHRASI study. European review for medical and pharmacological sciences, 28(1), 392–401. https://doi.org/10.26355/eurrev_202401_34928
11. Chen, X., Ran, L., Zhang, Y., Yang, J., Yao, H., Zhu, S., & Tan, X. (2019). Moderating role of job satisfaction on turnover intention and burnout among workers in primary care institutions: a cross-sectional study. BMC Public Health, 19(1). https://doi.org/10.1186/s12889-019-7894-7
12. Ghani, B., Zada, M., Memon, K. R., Ullah, R., Khattak, A., Han, H., Ariza-Montes, A., & Araya-Castillo, L. (2022). Challenges and Strategies for Employee Retention in the Hospitality Industry: A Review. Sustainability, 14(5), 2885. https://doi.org/10.3390/su14052885
13. Han, J. W. (2020). A review of antecedents of employee turnover in the hospitality industry on individual, team and organizational levels. International Hospitality Review, 36(1), 156–173. https://doi.org/10.1108/ihr-09-2020-0050
14. Hayes, A. F. (2022) Introduction to mediation, moderation, and conditional process analysis (3rd Ed.) New York: The Guilford Press
15. Hegazy, N. (2019). The Impact of Employee Engagement on Turnover Intention: An Applied Study on the Egyptian Private Universities. Majalatu albuhwthi altijariati (Journal of Business Research), 41(2), 69-27. https://doi.org/10.21608/zcom.2019.122622
16. Hom, P. W., Lee, T. W., Shaw, J. D., & Hausknecht, J. P. (2017). One hundred years of employee turnover theory and research. Journal of Applied Psychology, 102(3), 530–545. https://doi.org/10.1037/apl0000103
17. Hu, H., Wang, C., Lan, Y., & Wu, X. (2022). Nurses’ turnover intention, hope and career identity: the mediating role of job satisfaction. BMC Nursing, 21(1). https://doi.org/10.1186/s12912-022-00821-5
18. Isa, K., & Palpanadan, S. T. (2020). Prevalence causes of stress and coping strategies among Malaysian university lecturers. International Journal of Higher Education, 9(5), 312-321. https://doi.org/10.5430/ijhe.v9n5p312
19. Kaur, J., Maggo, M., Phoolka, S., & Singh, S. (2024). A Triad Relationship among Stress, Turnover Intention, and Performance: A Mediation Perspective. The Open Psychology Journal, 17: e18743501290750. . https://doi.org/10.2174/0118743501290750240516053331
20. Kenney SV (2019) Employee productivity and organizational performance: a theoretical perspective. Munich Personal RePEc Archive (MPRA) Paper 93294. https://mpra.ub.uni-muenchen.de/93294/
21. Koutsimani, P., Montgomery, A., & Georganta, K. (2019). The Relationship Between Burnout, Depression, and Anxiety: A Systematic Review and Meta-Analysis. Frontiers in psychology, 10, 284. https://doi.org/10.3389/fpsyg.2019.00284
22. Kurniawaty, K., Ramly, M., & Ramlawati, R. (2019). The effect of work environment, stress, and job satisfaction on employee turnover intention. Management Science Letters, 9, 877–886. https://doi.org/10.5267/j.msl.2019.3.001
23. Lambert, E., & Orkaido, K. (2024). Effect of Stress Management Practice on Employees’ Performance: Evidence from Private Higher Education Institutions in Ethiopia. Science Frontiers, 5(1), 4-12. https://doi.org/10.11648/j.sf.20240501.12
24. Lee, Y. S., & Liu, W. K. (2021). The Moderating Effects of Employee Benefits and Job Burnout on Employee Loyalty, Corporate Culture and Employee Turnover. Universal Journal of Management, 9(2), 62–69. https://doi.org/10.13189/ujm.2021.090205
25. Lewis, G., & Sorongon, J. (2022, August 11). Industries with the highest (and lowest) turnover rates. LinkedIn Talent Blog. https://www.linkedin.com/business/talent/blog/talent-strategy/industries-with-the-highest-turnover-rates
26. Lin, C. P., & Liu, M. L. (2017). Examining the effects of corporate social responsibility and ethical leadership on turnover intention. Personnel Review, 46(3), 526–550. https://doi.org/10.1108/PR-11-2015-0293
27. Marlapa, E., & Endri, E. (2024). Work Stress, Organizational Commitment, and Turnover Intention: The Intervening Role of Work Jurnal Aplikasi Bisnis Dan Manajemen, 10(2), 503 – 519. https://doi.org/10.17358/jabm.10.2.503
28. Mercer (2022) Rise of the relatable organization: global talent trends 2022-2023 study. Mercer LLC. https://shorturl.at/lVU8Y
29. Naeem M, Ozuem W. (2021) Exploring the use of social media sites for health professionals’ engagement and productivity in public sector hospitals. Employee Relations, 43(5):1029-10 https://doi.org/10.1108/ER-08-2020-0391
30. Ning, L., Jia, H., Gao, S. et al. The mediating role of job satisfaction and presenteeism on the relationship between job stress and turnover intention among primary health care workers. International Journal of Equity in Health, 22, 155 (2023). https://doi.org/10.1186/s12939-023-01971-x
31. Perumal, G., Sinniah, S., Mohamed, R. K. M. H., Mun, K. P., & Murthy, U. (2018). Turnover intention among manufacturing industry employees in Malaysia: An analysis using Structural Equation Modeling (SEM). e-BANGI, 13(4), 13-24
32. Ramakrishnan, S., Lawrence, A. (2019). Flexible Working Arrangements in Malaysia: A Study of Employer’s Performance on White Collar Employees. Global Business and Management Research, supp. Special Issue; Boca Raton, 11(1): 551–5
33. Rahman, M. S., Som, H. M., Rahman, M. H. A., & Karim, D. N. (2024). A bibliometric analysis on intended and actual turnover in higher education. Higher Education Quarterly. https://doi.org/10.1111/hequ.12564
34. Rehman, N., & Mubashar, T. (2017). Job Stress, Psychological Capital and Turnover Intentions in Employees of Hospitality Industry. Journal of Behavioural Sciences, 27(2), 59. https://www.questia.com/library/journal/1P4-2006710713/job-stress-psychological-capital-and-turnover-intentions
35. Salama, W., Abdou, A. H., Mohamed, S. A. K., & Shehata, H. S. (2022). Impact of Work Stress and Job Burnout on Turnover Intentions among Hotel Employees. International Journal of Environmental Research and Public Health, 19(15), 9724. https://doi.org/10.3390/ijerph19159724
36. Said, H. B. M., Rashid, S. B., & Jin, J. C. K. (2024). Employee Turnover Intentions in the Fast-Moving Consumer Goods Companies from a Human Resource Management Perspectives in Malaysia. International Journal of Academic Research in Business and Social Sciences, 14(11). https://doi.org/10.6007/ijarbss/v14-i11/23061
37. Saputro, E. (2024). Job Stress and Turnover Intention: The Mediating Role of Job Satisfaction. Journal of Management and Business Insight, 2(1), 33-42. https://doi.org/10.12928/jombi.v2i1.915
38. Shiri, R., El-Metwally, A., Sallinen, M., Pöyry, M., Härmä, M., & Toppinen-Tanner, S. (2023). The Role of Continuing Professional Training or Development in Maintaining Current Employment: A Systematic Review. Healthcare, 11(21), 2900. https://doi.org/10.3390/healthcare11212900
39. Sjarifudin, D. and Ali, H. (2023) ‘Determination of Job Satisfaction: Analysis of Self-Efficacy, Work Motivation and Work Environment (Garment in Indonesia)’, Dinasti International Journal of Management Science, 4(5), 845-853. https://doi.org/10.31933/dijms.v4i5.1834
40. Weiss, H. M. (2002). Deconstructing job satisfaction. Human Resource Management Review, 12(2), 173–194. https://doi.org/10.1016/s1053-4822(02)00045-1
41. Xue, J., Wang, H., Chen, M., Ding, X., & Zhu, M. (2022). Signifying the Relationship Between Psychological Factors and Turnover Intention: The Mediating Role of Work-Related Stress and Moderating Role of Job Satisfaction. Frontiers in Psychology, 13, 847948. https://doi.org/10.3389/fpsyg.2022.847948
42. Zhang, Q., Li, X., & Gamble, J. H. (2022). Teacher burnout and turnover intention in higher education: The mediating role of job satisfaction and the moderating role of proactive personality. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.1076277