conflict between work and personal life

Oct 13, 2025 by orovajewels.com 138 views

Effect of Commitment, Work Family Conflict, and Corporate Image on Employee Turnover Intention at Cu Sondang Nauli Kabanjahe

Introduction

In today's competitive business landscape, employee turnover has become a significant concern for organizations. The loss of skilled and experienced employees can lead to a decline in productivity, increased recruitment costs, and damage to the company's reputation. Therefore, understanding the factors that influence employee turnover intention is crucial for organizations to develop effective retention strategies. This study aims to analyze the effect of commitment, work-family conflict, and corporate image on employee turnover intention at Cu Sondang Nauli, Kabanjahe.

The Importance of Employee Commitment

Employee commitment is a critical factor in determining employee turnover intention. Strong employee commitment is often accompanied by a sense of ownership and loyalty towards the organization, leading to increased job satisfaction and reduced turnover intention. On the other hand, low employee commitment can result in a lack of motivation, leading to increased turnover intention. In this study, we found that employee commitment had a significant positive influence on employee turnover intention, with a R value of 0.809, indicating a strong relationship between the two variables.

The Impact of Work-Family Conflict

Work-family conflict is another significant factor that influences employee turnover intention. Conflict between work and personal life can lead to stress, dissatisfaction, and burnout, ultimately increasing turnover intention. In this study, we found that work-family conflict had a significant positive influence on employee turnover intention, with a R value of 0.809, indicating a strong relationship between the two variables.

The Role of Corporate Image

Corporate image also plays a crucial role in influencing employee turnover intention. Companies with good images can increase employee loyalty, while negative images can make employees more likely to find jobs elsewhere. In this study, we found that corporate image had a significant positive influence on employee turnover intention, with a R value of 0.809, indicating a strong relationship between the two variables.

Research Methodology

This study used a quantitative approach with an associative design. The population consisted of 45 employees of Cu Sondang Nauli, with the majority of respondents aged between 21-23 years, and most of them were women. Data was collected through a questionnaire containing questions related to research variables. Data analysis was carried out using various methods, including validity tests, reliability tests, classical assumption tests, multiple linear regression analysis, partial tests, and determination tests.

Research Results

The results of this study showed that commitment, work-family conflict, and corporate image had a positive and significant influence on employee turnover intention. The R value of 0.809 indicates a strong relationship between the combination of these three variables and employee turnover intention. The Adjusted R Square value of 65.5% shows that these variables can explain 65.5% of employee turnover intention, while the remaining 34.5% is influenced by other variables that are not explained in this study.

Additional Analysis and Explanation

The findings of this study have significant implications for Cu Sondang Nauli and other organizations. High employee commitment is often accompanied by a strong sense of ownership and loyalty towards the organization, leading to increased job satisfaction and reduced turnover intention. Conversely, conflict between work and personal life can lead to stress, dissatisfaction, and burnout, ultimately increasing turnover intention. Companies with good images can increase employee loyalty, while negative images can make employees more likely to find jobs elsewhere.

Conclusion

In conclusion, this study confirms the importance of good management related to employee commitment and management of work-family conflicts, as well as how the company's image can influence employee decisions. Companies must be more sensitive to this dynamics to reduce turnover intention, which can have a negative impact on organizational performance and stability. By understanding the effect of these factors, Cu Sondang Nauli can formulate a more effective strategy in managing human resources, as well as increasing employee satisfaction and retention. This is not only beneficial for the company, but also improves the welfare of the employees themselves.

Recommendations

Based on the findings of this study, the following recommendations are made:

Improve employee commitment: Organizations should focus on improving employee commitment by providing opportunities for growth and development, recognizing and rewarding employees, and fostering a positive work culture.
Manage work-family conflict: Organizations should provide support for employees to manage work-family conflict, such as flexible work arrangements, employee assistance programs, and family-friendly policies.
Enhance corporate image: Organizations should focus on enhancing their corporate image by promoting a positive brand image, engaging with stakeholders, and demonstrating social responsibility.
Develop effective retention strategies: Organizations should develop effective retention strategies that take into account the factors that influence employee turnover intention, such as commitment, work-family conflict, and corporate image.

Limitations of the Study

This study has several limitations. Firstly, the sample size was relatively small, which may limit the generalizability of the findings. Secondly, the study only focused on Cu Sondang Nauli, which may not be representative of other organizations. Finally, the study only examined the effect of commitment, work-family conflict, and corporate image on employee turnover intention, and did not explore other factors that may influence employee turnover intention.

Future Research Directions

Future research should aim to explore other factors that influence employee turnover intention, such as job satisfaction, organizational commitment, and leadership style. Additionally, future research should aim to develop more effective retention strategies that take into account the factors that influence employee turnover intention.
Frequently Asked Questions (FAQs) about Employee Turnover Intention

Q: What is employee turnover intention?

A: Employee turnover intention refers to the likelihood of an employee leaving their current job and seeking employment elsewhere. It is a critical concern for organizations, as high turnover rates can lead to decreased productivity, increased recruitment costs, and damage to the company's reputation.

Q: What are the main factors that influence employee turnover intention?

A: The main factors that influence employee turnover intention include commitment, work-family conflict, and corporate image. Commitment refers to an employee's sense of ownership and loyalty towards the organization, while work-family conflict refers to the conflict between work and personal life. Corporate image refers to the company's reputation and brand image.

Q: How can organizations improve employee commitment?

A: Organizations can improve employee commitment by providing opportunities for growth and development, recognizing and rewarding employees, and fostering a positive work culture. This can include training and development programs, performance-based bonuses, and employee recognition programs.

Q: How can organizations manage work-family conflict?

A: Organizations can manage work-family conflict by providing support for employees to manage their work and personal life. This can include flexible work arrangements, employee assistance programs, and family-friendly policies.

Q: How can organizations enhance their corporate image?

A: Organizations can enhance their corporate image by promoting a positive brand image, engaging with stakeholders, and demonstrating social responsibility. This can include community outreach programs, environmental sustainability initiatives, and social media campaigns.

Q: What are the consequences of high employee turnover intention?

A: High employee turnover intention can lead to decreased productivity, increased recruitment costs, and damage to the company's reputation. It can also lead to a loss of skilled and experienced employees, which can negatively impact the organization's performance and stability.

Q: How can organizations develop effective retention strategies?

A: Organizations can develop effective retention strategies by taking into account the factors that influence employee turnover intention, such as commitment, work-family conflict, and corporate image. This can include providing opportunities for growth and development, managing work-family conflict, and enhancing the corporate image.

Q: What are some best practices for reducing employee turnover intention?

A: Some best practices for reducing employee turnover intention include:

Providing opportunities for growth and development
Recognizing and rewarding employees
Fostering a positive work culture
Managing work-family conflict
Enhancing the corporate image
Developing effective retention strategies

Q: How can organizations measure employee turnover intention?

A: Organizations can measure employee turnover intention by using surveys, exit interviews, and other data collection methods. This can include asking employees about their intentions to leave the organization, their reasons for leaving, and their level of commitment to the organization.

Q: What are some common reasons for employee turnover intention?

A: Some common reasons for employee turnover intention include:

Lack of opportunities for growth and development
Poor work-life balance
Low pay and benefits
Negative work culture
Lack of recognition and rewards
Poor management and leadership

Q: How can organizations address employee turnover intention?

A: Organizations can address employee turnover intention by taking a proactive approach to retention, including providing opportunities for growth and development, managing work-family conflict, and enhancing the corporate image. This can also include developing effective retention strategies and providing support for employees to manage their work and personal life.