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Abusive leadership and turnover intention: How employee and work engagement act as shields Hadi, Syamsul; Sulistyawati, Eni; Kirana, Kusuma Chandra; Dianti, Cindy Alfianuri Imas; Purnasari, Eni; Ashakah, Felix Onoriode
Asian Management and Business Review Volume 5 Issue 1, 2025
Publisher : Master of Management, Department of Management, Faculty of Business and Economics Universitas Islam Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.20885/AMBR.vol5.iss1.art6

Abstract

Abusive behavior in organizations is widely acknowledged to increase employee turnover intention, but the exact nature of this relationship remains debated in academic circles. This study aims to validate a structural model integrating employee engagement and work engagement as mediators between abusive leadership and turnover intention, addressing a gap in the current literature. This study used Harry King Nomogram sampling techniques, and primary data was collected from 111 employees working in the digital company sector. Utilize surveys to collect data, and then use SmartPLS’s Confirmatory Factor Analysis and Structural Equation Modeling to evaluate research model hypotheses. The hypothesis test shows that abusive leadership negatively impacts employee engagement and work engagement, employee engagement negatively impacts turnover intention, and work engagement negatively impacts turnover intention. However, the positive impact of abusive leadership on turnover intention was not supported. The mediation analysis between abusive leadership and turnover intention, conducted through employee and work engagement, demonstrated a comprehensive mediation effect. Abusive leadership was not proven to positively affect turnover intention, which means that how abusive the leadership behavior is is not why employees increase internal turnover. However, turnover intention can be increased when employees are not involved personally or in work. Organizations must ensure that they always carry out work engagement and employee engagement as an alternative to retaining employees.
Enhancing Service Recovery: How Human Capital Drives Performance with Employee Commitment as a Mediator Saputra, Wawan Ari; Hadi, Syamsul; Chandra Kirana, Kusuma; yanuar iswantoro, ibnu; Ashakah, Felix Onoriode
INTERNATIONAL JOURNAL OF ECONOMICS AND MANAGEMENT REVIEW Vol 2 No 2 (2024): Current issue 5
Publisher : SMARTINDO

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58765/ijemr.v2i2.199

Abstract

Purpose - The purpose of this study was to analyze the impact of human capital on service recovery performance through employee commitment. Design/methodology/approach - The study took place in Sleman Regency and focused on an employee at RSUP Dr. Sardjito. The sampling technique used was the Numogram Harry King's Formula method. Data analysis was descriptive. The analysis tool employed was Partial Least Square (PLS) analysis using SmartPLS 3.2.9 software, with Bootstrapping used for mediation analysis. Findings and Discussion - The study's findings show that human capital positively impacts service recovery performance and employee commitment. Employee commitment also positively affects service recovery performance and can act as a mediator between human capital and service recovery performance. Originality - The originality of this research lies in its comprehensive examination of the interrelationships between human capital, employee commitment, and service recovery performance within the healthcare sector.