Impact of Job Satisfaction, Positive Organizational Culture and
Meaningful Work on Turnover Intention in Gen Z
TETI ROHAYATI*, ARAFITA ARKADYA DESTALANI, HANIFAH DWI ARIZKA,
MUHAMMAD DAFFA FAHREZI, DIENA DWIDIENAWATI
Business Management Program,
BINUS Business School,
University of Bina Nusantara,
Jakarta, 11480,
INDONESIA
*Corresponding Author
Abstract: - Turnover can have negative impacts on companies such as increasing recruitment and training
costs, affecting employee morale that remains in the company, employee dissatisfaction, and damaging the
image and overall performance of the company. The survey from the Forbes article says that 56% of Gen Z
employees plan to change jobs within the next year. The aim of the research is to see the effect of Job
Satisfaction, Positive Organizational Culture, and Meaningful Work on Turnover Intention. A quantitative
research model involving 262 Gen Z employees was used to test the research hypothesis. Data analysis was
done using the Partial Least Square – Structural Equation Model (PLS-SEM) showing the yields that evidently,
Job Satisfaction and Positive Organizational Culture have a negative and significant effect on Turnover
Intention, but Meaningful Work doesn’t have a negative and significant effect on Turnover Intention.
Key-Words: Job Satisfaction, Positive Organizational Culture, Meaningful Work, Turnover Intention
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1 Introduction
1.1 Background
One of the assets that makes a significant
contribution to achieving company goals and
objectives is Human Resources, [1]. A good
corporate strategy may not necessarily develop if it
is not matched by the right human resources.
Therefore, companies must have the ability to hire
appropriate employees and be able to motivate,
assess and develop their Human Resources.
One of the problems faced by HR is turnover.
Turnover is a voluntary termination of employment
by employees with companies, [2]. In [3], the
authors said the turnover problem must be
addressed because it can have negative effects. The
direct effects of turnover are increased recruitment
and training costs, lost production, and reduced
profits.
In addition, high turnover can have a negative
impact on the company internally and externally.
Internally it causes the employees’ morale to stay
in the company, employee dissatisfaction, and
weak performance. Externally, it will also damage
the overall image and performance of the company,
[4].
A survey published in an article in Forbes, [5],
says 56% of those aged 18 to 24 say they plan to
change jobs in the next year. Research from
Microsoft and Bankrate has reported that 54% and
77% of Gen Z respectively think to quit. According
to a survey conducted by [6], most Gen Z and
millennials prefer to be unemployed rather than
feel unhappy at work.
Fig. 1: Main Considerations for Gen Z and
Millennials Working in Their Current Companies
(2022)
Source: Deloitte in Databoks (Annur C, 2022)
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DOI: 10.37394/23202.2023.22.62
Teti Rohayati, Arafita Arkadya Destalani,
Hanifah Dwi Arizka, Muhammad Daffa Fahrezi,
Diena Dwidienawati
E-ISSN: 2224-2678
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Volume 22, 2023
Based on the Figure 1 above, it can be
concluded that there are several influences to
turnover in Gen Z. A survey conducted by [7],
Deloitte, said that the factors that influence
Turnover in Gen Z are work-life balance (32%),
salary (24%), positive culture (23%), meaningful
work (21%), and flexible work culture (20%).
Another factor that affects turnover according to
[8], is Job Satisfaction. The study, [9], proves that
Positive Organizational Culture has a negative
effect on Turnover Intention. The study, [10],
revealed that Meaningful Work has an important
role in reducing Turnover. The aim of the study is
to confirm the influence of Job satisfaction,
positive organizational culture, and meaningful
work on turnover intention.
1.2 Problem Formulation
Based on the problems above occur that can be
identified the result is as follows:
Is there any influence on Job Satisfaction and
Turnover Intention in Generation Z?
Is there any influence of Organizational Culture on
Turnover Intention in Generation Z?
Is there any influence of Meaningful Work on
Turnover Intention in Generation Z?
1.3. Research Objectives
The aims of this research are as follows:
To find out whether there is an influence between
Job Satisfaction and Turnover Intention in
Generation Z.
To find out whether there is an influence between
Organizational Culture and Turnover Intention on
Generation Z.
To find out whether there is an influence between
Meaningful Work and Turnover Intention on
Generation Z.
2 Theoretical Basis
2.1 Theory of Planned Behaviour
In [11], the authors explain in the Theory of
Planned Behavior (TPB) that behavioral intention
is influenced by attitudes and beliefs about the
consequences of a particular behavior or action
such as subjective norms, social norms, and
perceptions of perceived behavior. In [12], the
authors argue that attitude is carried out as an
individual evaluation to assess whether behavior
can be pleasant or not, subjective norms are social
pressure that is felt to do or not to do that behavior,
while the ease and difficulty in carrying out the
behavior are reflected by Perceived Behavioral
Control (PBC). Attitudes, subjective norms, and
Perceived Behavioral Control (PBC) consist of
several indicators, namely:
1) Attitude
Outcome Beliefs are individual beliefs about the
effect of behavior.
Outcome Evaluation is an evaluation or assessment
of the desire for these consequences.
2) Subjective norms
Normative Beliefs are beliefs about expectations
from significant information such as family
members, best friends, or friends. The level of
motivation to meet expectations is the motivation
to comply
3) Perceived Behavioral Control (PBC)
Control Beliefs are convictions about the existence
of factors that can accommodate and hinder the act
of behavior.
Power of Control is the ability that can be felt to
influence these factors.
Fig. 2: Chart of Theory of Planned Behavior
(Azjen, 1991) in (Dang Vu & Nielsen, 2022)
The chart in Figure 2 above explains several things
related to human behavior, namely:
1) Beliefs and evaluation results affect attitudes,
normative beliefs, and motivation to obey affect
subjective norms, beliefs, and power of control
affect Perceived Behavioral Control (PBC).
2) There are attitudes, subjective norms, and
Perceived Behavioral Control (PBC) that influence
behavioral intention.
3) There is a direct relationship between behavioral
intention and behavior.
4) Perceived Behavioral Control (PBC) is an
important part of this theory. Because it can,
directly and indirectly, connect PBC with behavior.
According to the Theory of Planned Behavior
(TPB), the variables for job satisfaction and
meaningful work are included in attitude because
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Teti Rohayati, Arafita Arkadya Destalani,
Hanifah Dwi Arizka, Muhammad Daffa Fahrezi,
Diena Dwidienawati
E-ISSN: 2224-2678
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they are individual benchmarks that assess whether
a job can be enjoyable or not.
In addition, the variable organization culture is
included in the subjective norm because in
implementing organizational culture there are
norms that regulate a person's behavior to do or not
to do that behavior. Therefore, this study examines
three variables from the Theory of Planned
Behavior (TPB).
2.2 Turnover Intentions
Turnover intention is defined as the intention to
stop working or withdrawal behavior related to
discomfort at work, [13].
In addition, the turnover intention is a
conscious desire to seek alternatives in other
organizations. The authors, [14], argue that
turnover intention is a multi-stage process that
starts from the desire to serious thought, decision
making, and actual planning to leave the
organization. The study, [15], revealed that
turnover intention is a thought and behavior among
organizational members to leave the workplace.
Based on the definition of turnover intention
according to several previous researchers, the
authors conclude that turnover intention is the
intention and desire of someone who appears
consciously to leave the company which is
influenced by several factors.
According to, [16] turnover intention can be
influenced by experienced workplace incivility and
psychological well-being. Whereas in the results of
research conducted by, [17], it was found that
turnover intention is influenced by satisfaction with
work experience and people who have the intention
to move tend not to prepare for a career, have a
lower level of vocational awareness and social
responsibility. Study findings determine if work
stress and sleep disturbances are factors that have a
significant effect on turnover intention, [18].
Turnover intention is influenced by organizational
factors such as various types of organizational
culture, and leadership, [19].
2.3 Job Satisfaction
Job satisfaction is traditionally defined as an
individual's perception of their job and is based on
the experience of how the actual work environment
and work meet individual expectations, [20]. Job
satisfaction is often defined as feelings or attitudes
about work or work experience, [21].
In other words, it is an individual-level factor
that reflects a person's influence and emotions
toward his work. Job satisfaction is also defined as
a person's state of mind regarding this is the level
of satisfaction that employees feel about their work,
[22].
Based on the definitions according of several
previous researchers, the authors conclude that Job
Satisfaction is a pleasant psychological condition
experienced by workers or employees in the work
environment for their role in the organization and
their needs are properly met.
2.4 Organizational Culture
According to [23] organizational culture can have a
big influence on how employees feel at work.
In addition, organizational culture affects
employee satisfaction with work and the possibility
of leaving the profession. In, [24], the authors find
that positive organizational culture can affect
employee attitudes and reduce turnover intention.
In addition, organizational culture is also defined as
a term that generalizes the values, beliefs, norms,
and behaviors shared by members in an
organization, which directly influence their
thoughts and actions and the authors argue that
organizational culture influences incivility and
incivility can increase turnover intention, [25].
Based on the definition of organizational culture
according to several previous researchers, it can be
concluded that organizational culture is the norms
and values that are applied together in an
organization to shape the habits and behavior of
members of the organization.
In, [26], the authors show that organizational
culture influences marketing innovation. In, [27],
the authors show that organizational culture
influences employee contextual and task
performance.
2.5 Meaningful Work
Meaningful work is defined as an experience of
how significant and valuable someone is in finding
their job. In, [28], the authors define meaningful
work as a positive relationship between the work a
person does and the results they get such as
happiness and satisfaction. Meaningful work is a
meaning of work that is very important and has a
positive meaning for each individual. Meaningful
work and employee involvement are the significant
causes that affect employee engagement.
Meaningful work also refers to "work that is
experienced as a very significant experience and
has a more positive meaning for the individual",
[29].
Based on the definition of meaningful work
according to several previous researchers, the
writer can conclude that meaningful work is the
positive meaning of each individual towards his
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Teti Rohayati, Arafita Arkadya Destalani,
Hanifah Dwi Arizka, Muhammad Daffa Fahrezi,
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work to create happiness, and satisfaction, and
assume that the work done can be useful and
contribute to others. The study, [30], identified four
influences on meaningful work, namely:
individuals (values, motivation, and beliefs), other
people (coworkers, leaders, groups and
communities, and families), work context (task
design occupation, organizational mission,
financial situation, non-work domain, and national
culture), and spiritual life (spirituality and holy
vocation). In the journal Predicting turnover
intention of Indonesian millennials workforce in
the manufacturing industry: a PLS-SEM Approach
states that meaningful work has a significant
positive effect on employee satisfaction in the
millennial generation, [31]. According to, [32]
meaningful work has an influence on the
organizational level, namely: leadership,
organizational culture, organizational policies and
practices, and social context in the workplace.
3 Research Methods
3.1 Research Design
The design method used in this study is the
deductive reasoning method. The use of this
method aims to test a theory regarding the desired
topic. In the research process using the deductive
reasoning method, it is carried out from general
concepts, then these concepts are made more
specific and become hypotheses that can be tested.
This more specific hypothesis makes it possible to
confirm the theory that will be used in the research,
[33]. In testing this research was carried out by
collecting quantitative data. Quantitative data is
data in the form of numbers collected from
questions that have been systematically arranged
through questionnaires, [33]. In addition, this study
uses a cross-sectional time horizon. Cross-sectional
research is research with data that can be collected
only once which takes place according to a certain
period, [33]. In the following, the authors explain
the research design information which has been
summarized in Table 1.
Table 1. Research Design Table
Research
Objectives
Research
Method
Analysis
Unit
Time
Horizon
T1-T3
Quantitative
Employees
who are
included in
Generation
Z criteria
(born in
1995 –
2012)
Cross-
sectional
Table 1 Description:
T1: To find out whether there is an influence
between Job Satisfaction and Turnover Intention in
Generation Z.
T2: To find out whether there is an influence
between Organizational Culture and Turnover
Intention on Generation Z.
T3: To find out whether there is an influence
between Meaningful Work and Turnover Intention
on Generation Z.
3.2 Research Measurement
In order to get the right measurement results from
the questionnaire, a Likert scale is needed as a
benchmark for testing how strongly the
respondents' answers agree with the questions and
statements put forward in the questionnaire, [33].
The following is an explanation of the 6 Likert
scale scores below, Table 2:
Table 2. The Six Likert Scale Scores
3.3 Population and Sample
According to, [33] the population is a group of
people, events, and things that are interesting to
investigate based on sample statistics. Meanwhile,
the sample is defined by, [33], as part or subgroup
of the population. In this study, the population is
someone with permanent employee status in
Indonesia who belongs to Generation Z (born 1995
to 2012). The population is difficult to obtain and
know the amount. Therefore, the researcher
determined the number of samples in this study
using the rule of thumb formula expressed by, [34].
This formula aims to determine the minimum
Study
Score
Strongly Disagree
1
Don't agree
2
Slightly Disagree
3
Slightly Agree
4
Agree
5
Strongly agree
6
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Teti Rohayati, Arafita Arkadya Destalani,
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sample size of respondents as much as ten times the
total indicator of twenty-three (23) variables. Based
on this formula, it can be determined that the
number of samples in this study is two hundred and
thirty (230) respondents.
3.4 Data Analyst Method
The data analysis method in this study uses Partial
Least Square (PLS) which involves the use of
computer programs. In PLS there is a "causal-
predictive" method for compiling structural
equation modeling (SEM) equations. The
characteristic of PLS-SEM is that parameter
estimation is not optimal in terms of consistency.
When assessing models, PLS-SEM is usually used
to build theory in research by emphasizing the
explanation of variation in the dependent variable,
[34]. This PLS software analysis consists of two
components: measurement model analysis which is
referred to as the outer models, and structural
model analysis or which is referred to as the inner
models. PLS can simulate several relationships
between variables at once, which is the basis for its
application, [34]. PLS-SEM is a good choice when
the sample size is small. Moreover, compared to its
covariance-based counterpart, PLS-SEM has a
higher degree of statistical power in situations with
complex model structures or smaller sample sizes.
SmartPLS version 3.2.9 (2021) was used in this
study.
4 Research Results and Discussion
This study aims to determine Job Satisfaction,
Positive Organizational Culture, and Meaningful
Work on Turnover Intention in Generation Z who
are currently working as employees. The results
show that the hypothesis of Job Satisfaction and
Positive Organizational Culture on Turnover
Intention is supported. Whereas the Meaningful
Work hypothesis on Turnover Intention was
rejected, which means that the researchers'
temporary assumptions were said to be
inappropriate or incorrect because they could not
be proven. An explanation of the results of the
influence and significance test of each hypothesis
that has been formulated can be seen in the
following section.
4.1 Effect of Job Satisfaction on Turnover
Intention
Based on the results of the calculations that have
been explained, it can be seen that the relationship
between Job Satisfaction and Turnover Intention
has a Path coefficients value of -0.443 and a t-
statistics value of 4.748 at a p-value significance
level of 0.0000. Because the Path coefficients are
close to (-1), the t-statistics is greater than 1.65, and
the p-value is less than 0.05. So it can be concluded
that the Job Satisfaction variable has a negative and
significant effect on Turnover Intention.
The first hypothesis tests whether Job
Satisfaction has a negative and significant
relationship to Turnover Intention. Based on the
results of this study, it is explained that Job
Satisfaction has a negative and significant effect on
Turnover Intention. Then the results of the first
hypothesis can be accepted. The results of this
study are in line with research conducted by [35],
[36], [37] which state that Job Satisfaction has a
negative and significant effect on Turnover
Intention.
4.2 The Influence of Positive Organizational
Culture on Turnover Intention
Based on the results of the calculations that have
been explained, it can be seen that the relationship
between Positive Organizational Culture and
Turnover Intention has a Path coefficient value of -
0.385 and a t-statistics value of 3.628 at a p-value
significance level of 0.0003. Because the Path
coefficients are close to (-1), the t-statistics is
greater than 1.65, and the p-value is less than 0.05.
So it can be concluded that the Positive
Organizational Culture variable has a negative and
significant effect on Turnover Intention.
The second hypothesis tests whether Positive
Organizational Culture has a negative and
significant relationship to Turnover Intention.
Based on the results of this study, it is explained
that Positive Organizational Culture has a negative
and significant effect on Turnover Intention. Then
the results of the second hypothesis can be
accepted. The results of this study are in line with
research conducted by, [23], [24], [38], which
states that Positive Organizational Culture has a
negative and significant effect on Turnover
Intention.
4.3 The Effect of Meaningful Work on
Turnover Intention
Based on the results of the calculations that have
been explained, it can be seen that the relationship
between Meaningful Work and Turnover Intention
has a Path coefficients value of -0.033 and a t-
statistics value of 0.323 at the p-value significance
level of 0.7463. Because the Path coefficients are
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Teti Rohayati, Arafita Arkadya Destalani,
Hanifah Dwi Arizka, Muhammad Daffa Fahrezi,
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close to (-1), the t-statistics is less than 1.65, and
the p-value is greater than 0.05.
The third hypothesis tests whether Meaningful
Work has a negative and significant relationship to
Turnover Intention. Based on the results of this
study, explains that Meaningful Work has a
negative and insignificant effect on Turnover
Intention.
The results of this study are not in accordance
with the results of previous studies examined by,
[28], [39] which state that Meaningful Work has a
negative and significant effect on Turnover
Intention.
Meaningful Work is a variable that is rarely
studied. According to, [40], in their research which
discusses the relevance of Meaningful Work in
Work in Happiness and Turnover Intention, the
result is that there is no direct relationship between
Meaningful Work and Turnover Intention, but is
mediated by Work in Happiness. The possibility of
this happening is because of economic theory
which states that workers are selfish people, they
are more concerned with their personal life goals
(happiness) than the impact of their work on the
people around them. In addition to the regression
model regarding Work in Happiness, the variable
that supports explaining Turnover Intention is
Enjoying one's job which significantly reduces
Turnover Intention.
Another study, [31], conducted research with
the title Predicting turnover intention of Indonesian
millennials workforce in the manufacturing
industry: a PLS-SEM Approach discussing
millennial talents working in the Indonesian
manufacturing industry regarding the issue of
turnover intention. This study used Employee
Satisfaction as a mediating variable in the
relationship between Competency Development,
Compensation and Benefits, Work-Life Balance,
and Meaningful Work on Turnover Intention.
Millennials consider Meaningful Work and Work-
Life Balance to be more valuable factors of job
satisfaction, while the older generation values
higher salaries and responsibilities more than any
other factor. The relationship between Employee
Satisfaction and Turnover Intention shows that
turnover intention starts from employee
dissatisfaction with work, so they start thinking
about leaving (thoughts to quit). After a certain
period of time, they are looking for a new job
(intention to seek); if the employee finds another
job, the intention to leave the job (intention to
leave) occurs.
Another study, [41], conducted a study entitled
Linking meaningful work and nurse turnover
intention: multilevel modeling. This study shows
Job Embeddedness as mediation to examine the
relationship between Meaningful Work and
Turnover Intention. The impact of Meaningful
Work on Job Embeddedness shows that when
employees perceive that their work is meaningful
and significant, they are willing to contribute and
face difficult times at work. Using a cross-level
model, this study shows that the relationship
between meaningful work and job embeddedness at
the individual level is underpinned by collective
perceptions of supervisory support in teams and
that group-level moderators also strengthen the
mediation pathway between meaningful work and
turnover intention.
Based on these 3 studies, it can be concluded
that they can support the results of research which
states that Meaningful Work does not have a
negative and significant effect on Turnover
Intention.
5 Conclusion
Based on the results of the research that has been
done, it can be concluded that this research is as
follows:
1. Job Satisfaction is proven to have a negative and
significant effect on Turnover Intention. This is
because the value of the path coefficient is -0.443
with a p-value of 0.0000 which is smaller than
0.05, and the t-statistic value is 4.748 which is
greater than 1.65.
2. Positive Organizational Culture has a negative
and significant influence on Turnover Intention.
This is because the value of the path coefficient is -
0.038 with a p-value of 0.0003 which is smaller
than 0.05, and the t-statistic value is 3.628 which is
greater than 1.65.
3. Meaningful Work is not proven to have a
negative and significant effect on Turnover
Intention. This is because the value of the path
coefficient is -0.033 with a p-value of 0.7463 which
is greater than 0.05 and a t-statistic value of 0.323
which is smaller than 1.65.
From the three variables Job Satisfaction,
Positive Organizational Culture, and Meaningful
Work, the most dominant influence on Turnover
Intention is Job Satisfaction because it has a greater
path coefficient (-0.443) than Positive
Organizational Culture (-0.038) and Meaningful
Work (-0.033).
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DOI: 10.37394/23202.2023.22.62
Teti Rohayati, Arafita Arkadya Destalani,
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Contribution of Individual Authors to the
Creation of a Scientific Article (Ghostwriting
Policy).
-Teti Rohayati, carried out the simulation, the
optimization and the author correspondence.
-Arafita Arkadya Destalani has implemented Data
Analysis.
-Muhammad Daffa Fahrezi has organized and
executed the experiments of Section 4.
-Hanifah Dwi Arizka, Diena Dwidenawati were
responsible for the Statistics.
Sources of Funding for Research Presented in a
Scientific Article or Scientific Article Itself
No funding was received for conducting this study.
Conflict of Interest
The authors have no conflict of interest to declare.
Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.e
n_US
WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.62
Teti Rohayati, Arafita Arkadya Destalani,
Hanifah Dwi Arizka, Muhammad Daffa Fahrezi,
Diena Dwidienawati
E-ISSN: 2224-2678
621