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All Journal Jurnal Manajemen Bisnis JAM : Jurnal Aplikasi Manajemen Jurnal Ilmiah Ekonomi dan Bisnis Asia-Pacific Management and Business Application Bisma: Jurnal Bisnis dan Manajemen Abdimas Umtas : Jurnal Pengabdian kepada Masyarakat Journal of Enterprise and Development (JED) RESLAJ: RELIGION EDUCATION SOCIAL LAA ROIBA JOURNAL Jurnal Fokus Manajemen Bisnis Jurnal Ilmu Manajemen Advantage Jurnal Dehasen Untuk Negeri Jurnal Ilmiah MEA (Manajemen, Ekonomi, dan Akuntansi) Student Journal of Business and Management (SJBM)
Praningrum, Praningrum
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Linking Favoritism and Work Pressure to Turnover Intention: The Mediating Role of Job Satisfaction in the Outsourcing Industry Shaputra, Randi Dwi; Praningrum, Praningrum
Journal of Enterprise and Development (JED) Vol. 7 No. 2 (2025)
Publisher : Faculty of Islamic Economics and Business of Universitas Islam Negeri Mataram

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20414/jed.v7i2.13192

Abstract

Purpose: This study aims to analyze the impact of favoritism and work pressure on turnover intention, with job satisfaction as a mediating variable in the outsourcing industry.Method: This research employs a quantitative approach, using data collected through both offline and online questionnaires distributed to 119 outsourcing employees at PT Kinarya Selaras Solusi. The data were analyzed using Structural Equation Modeling–Partial Least Squares (SEM-PLS) with SmartPLS 4 software.Result: The findings indicate that favoritism and work pressure have a significant positive effect on employee turnover intention, while job satisfaction has a significant negative effect. Additionally, favoritism and work pressure significantly and negatively affect job satisfaction. Job satisfaction serves as a mediating variable by reducing the impact of favoritism and work pressure on turnover intention.Practical Implications for Economic Growth and Development: These findings offer insights for outsourcing companies seeking to reduce employee turnover. By addressing issues related to favoritism and work pressure, companies can enhance job satisfaction and lower turnover rates, thereby contributing to economic growth through increased workforce stability and efficiency in Indonesia’s outsourcing sector.Originality/Value: This study provides original value by integrating favoritism, work pressure, job satisfaction, and turnover intention into a single research model within the context of Indonesia’s outsourcing industry—an area that has received limited academic attention despite its high employee turnover rates.
The effect of perceived organizational support and organizational commitment on turnover intention: Mediated by job satisfaction Likardo, Dany Dzakwan; Praningrum, Praningrum
Jurnal Fokus Manajemen Bisnis Vol. 15 No. 1 (2025)
Publisher : Universitas Ahmad Dahlan

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.12928/fokus.v15i1.12562

Abstract

Turnover intention is a serious challenge for companies to maintain quality human resources to help the company continue to achieve its goals. In analyzing turnover intention behavior, researchers formulate factors that include perceived organizational support, organizational commitment, and job satisfaction. This study uses the role of job satisfaction as a mediator to analyze the effect between perceived organizational support and organizational commitment on employee turnover intention. This study uses a quantitative approach and stratified random sample technique, the sample amounted to 165 employees of Narendra Dewa Yoga Company in Bengkulu City. Using Smart PLS version 4 software, the structural equation modeling  partial least square technique was used to analyze the data. The findings state that perceived organizational support, organizational commitment, and job satisfaction negatively and significantly affect turnover intention. Perceived organizational support and organizational commitment positively and significantly affect job satisfaction. Job satisfaction can mediate the effect of perceived organizational support and organizational commitment on turnover intention. Therefore, companies can improve their practices by paying more attention to employees through programs that support employee welfare, recognition, and contribution. The company also needs to consider aspects that can enhance employee job satisfaction and create a more harmonious work atmosphere to foster employee loyalty and prevent turnover.
Linking Person-Job Fit and Perceived Organization Support to Increase Public Employee Performance: The Role of Innovative Behavior in Workplace Suryosukmono, Gerry; Praningrum, Praningrum; Pareke, Fahrudin Js
APMBA (Asia Pacific Management and Business Application) Vol. 10 No. 3 (2022)
Publisher : Department of Management, Faculty of Economics and Business, Brawijaya University

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21776/ub.apmba.2022.010.03.3

Abstract

This study aims to examine and analyze the effect of P-J fit and perceived organizational support on task performance mediated by innovative behavior. This study provides empirical evidence regarding the role of innovation in increasing the fit between a person and his work and organizational support in improving task performance. The population of this study is civil servants who work in the Bengkulu Provincial Government, one of the largest province in West Part of Indonesia. The number of respondents taken amounted to 155 people. This study uses the Structural Equation Modeling (SEM ) method using the Partial Least Square (PLS) method with SmartPLS software application version 3.0. The study concludes that P-J fit positively affects organizational commitment and task performance based on the research conducted. The perceived support factor from the organization also affects innovative behavior and task performance. In a mediating relationship, P-J fit mediated by creative behavior will affect task performance. However, this study found that the ties built by P-J fit on task performance directly had a more significant effect than when mediated by innovative behavior. Organizational support mediated by creative behavior also improves task performance, although not as big as the direct effect of organizational support on employee performance. This research also contributes to the development of social exchange theory by using the innovation factor as a supporter.
Co-Authors Ariyadi, Ariyadi Daulay, M Yasser Iqbal Febrianto Febrianto, Febrianto Fiona, Febzi Hadi, Effed Darta Hani, Nessa Aulia Likardo, Dany Dzakwan Muhammad Ilham Syaputra Naim, Muhaimin Nasution Nasution Nasution, Suswati Ovika, Maulida Nabila Pareke, Fachrudin JS Pareke, Fahrudin Js Puspita, Anggri Shaputra, Randi Dwi Subhi, Dery Adzan Suryosukmono, Gerry