Determinants of Turnover Intention: An Analysis of the Influence of Organizational Justice, Perceived Organizational Support, and Work Engagement
DOI:
https://doi.org/10.59890/ijist.v4i7.27Keywords:
Turnover Intention, Organizational Justice, Perceived Organizational Support, Work Engagement, Millennial Generation, Civil ServantsAbstract
This study aims to examine and analyze the effect of Organizational Justice (OJ) and Perceived Organizational Support (POS) on Turnover Intention (TI) by placing Work Engagement (WE) as a mediating variable among millennial Civil Servants (PNS) at Government Agency X. This research uses a quantitative approach with an explanatory research design and a cross-sectional study. The research sample consisted of 301 respondents selected through a proportional stratified random sampling method. Data collection was carried out through an online questionnaire instrument using a Likert scale, while data analysis was processed using the Partial Least Squares-based Structural Equation Modeling (PLS-SEM) method with the help of SmartPLS 4 software. The results showed that Organizational Justice and Perceived Organizational Support had a direct negative and significant effect on Turnover Intention. The two independent variables were also proven to have a positive and significant effect on the formation of Work Engagement. Furthermore, Work Engagement was proven to have a negative and significant effect on Turnover Intention while simultaneously being the variable with the strongest influence coefficient in the model. In the indirect effect test, Work Engagement partially mediates the effect of Organizational Justice and Perceived Organizational Support on Turnover Intention. The findings of this study conclude that organizational justice and support are able to independently suppress millennial employees' intention to leave, but the effectiveness of their resilience will be much stronger if these instruments succeed in generating employees' emotional work engagement beforehand.
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