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All Journal International Journal of Economics, Commerce, and Management International Journal of Economics and Management Sciences
Arvi Iskandar
Unknown Affiliation
Decision Sciences, Operations Research & Management Social Sciences

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Managing Turnover Intention in Healthcare : Implications of Job Satisfaction, Job Stress, and Managerial Support on Retention Strategies: (Case Study of Nur Hayati Hospital, Garut Regency) Arvi Iskandar
International Journal of Economics and Management Sciences Vol. 2 No. 1 (2025): International Journal of Economics and Management Sciences
Publisher : Asosiasi Riset Ekonomi dan Akuntansi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61132/ijems.v2i1.439

Abstract

Turnover Intention influenced by a combination of individual, organizational, and work environment factors. In this context, psychological theories such as Herzberg's two-factor theory can help understand this dynamic by dividing factors that influence job satisfaction into motivators and hygiene factors. Motivators, such as recognition and achievement, contribute to higher job satisfaction, while hygiene factors, such as working conditions and management policies, play a role in preventing dissatisfaction. This study aims to explore the relationship between job satisfaction, job stress, managerial support, and employee engagement on turnover intention in various sectors. This study uses a quantitative approach with a Likert scale-based survey to collect data, which were analysed using Pearson correlation tests and multiple linear regression. The results showed that job satisfaction and managerial support have a significant negative relationship with turnover intention, while job stress shows a significant positive relationship. In addition, employee engagement through organizational citizenship behaviour (OCB) has been shown to reduce turnover intention even though the level of job satisfaction is low. This study provides practical implications for organizations to design employee retention strategies through stress management, increasing job satisfaction, and managerial support. This study contributes to the enrichment of the literature on human resource management, particularly in understanding the dynamics of turnover intention, and recommends further research with a longitudinal approach to validate the results in other sectors.
Effective Leadership Models for Generation Z in the Healthcare Sector: A Contextual Analysis in ASEAN Countries Arvi Iskandar; Muhardi Muhardi; Nunung Nurhayati; Hardy Hutahaean; Dede R Oktini
International Journal of Economics, Commerce, and Management Vol. 2 No. 3 (2025): July : International Journal of Economics, Commerce, and Management
Publisher : Asosiasi Riset Ekonomi dan Akuntansi Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.62951/ijecm.v2i3.752

Abstract

Demographic changes and the acceleration of digital transformation have presented new challenges in leadership practices, especially in the healthcare sector of ASEAN countries. Generation Z, who grew up in a digital environment, brings different values and preferences to leadership styles. This study aims to identify the leadership model that best suits the characteristics of Gen Z in the context of healthcare, as well as analyze the contextual factors that influence it in the Southeast Asian region.This study uses a qualitative approach based on literature studies from various academic publications and empirical findings in ASEAN countries. Data are analyzed thematically to reveal the leadership patterns that are most relevant to the needs of Gen Z in the health sector.The study results show that transformational, participatory, and digital-based leadership styles are more effective for leading Gen Z healthcare workers. This generation rejects leadership models that are tightly controlled or micromanaged, and prefers leaders who support autonomy, collaboration, and innovation. Local cultural factors, such as traditional values and social collectivity, also reinforce the importance of adapting leadership styles to diverse cultural contexts. Leadership success is also greatly influenced by the leader's ability to bridge cross-generational differences and manage communication effectively.These findings contribute to the development of a generationally and contextually relevant leadership model, as well as serve as a reference in formulating HR development strategies and leadership training programs in multigenerational health organizations in Southeast Asia.
Co-Authors Dede R Oktini Hardy Hutahaean Muhardi Muhardi Nunung Nurhayati