Renita Eka Fitri, Raniasari Bimanti Esthi

The Influence Conflict Management, Job Satisfaction And Work Environment On Turnover Intention

Introduction

The influence conflict management, job satisfaction and work environment on turnover intention. Study reveals how conflict management, job satisfaction, and work environment significantly reduce employee turnover intention in East Jakarta's insurance brokerage sector.

Abstract

Turnover intention is a growing issue in the guarantee insurance brokerage industry, particularly in East Jakarta. Fluctuations in employee turnover rates across companies indicate internal organizational problems that threaten operational continuity and service quality. Several key issues identified include poor conflict management that increases tension among employees, low job satisfaction driven by perceptions of unfair compensation and lack of recognition, and a non-supportive work environment characterized by poor communication and weak leadership. These problems collectively lead to an increased desire among employees to leave the company, thus raising the turnover intention rate. This study aims to analyze the effect of conflict management, job satisfaction, and non-physical work environment on turnover intention, both partially and simultaneously, among employees of guarantee insurance brokerage firms in East Jakarta. A quantitative method was applied by distributing questionnaires to 96 respondents using a saturated sampling technique. The results show that conflict management, job satisfaction, and non-physical work environment each have a significant negative effect on turnover intention. Furthermore, these three variables simultaneously influence turnover intention with an adjusted R² value of 0.584, indicating that 58.4% of the variation in turnover intention is explained by these factors. These findings provide valuable insight into how organizations can improve employee retention by addressing these critical workplace issues.

Review

This study effectively addresses the critical issue of turnover intention within the guarantee insurance brokerage industry in East Jakarta, a sector facing significant operational and service quality challenges due to employee attrition. The authors clearly identify several underlying problems, including poor conflict management, low job satisfaction stemming from compensation and recognition issues, and an unsupportive non-physical work environment characterized by weak communication and leadership. The primary objective is to quantitatively analyze the partial and simultaneous effects of these three factors—conflict management, job satisfaction, and non-physical work environment—on the turnover intention of employees in this specific industry. Utilizing a quantitative approach, the research collected data from 96 respondents through questionnaires, employing a saturated sampling technique to ensure comprehensive coverage within the defined population. The findings are robust and provide clear evidence: conflict management, job satisfaction, and the non-physical work environment each demonstrated a significant negative effect on turnover intention. This indicates that improvements in these areas are likely to reduce employees' desire to leave. Furthermore, the study highlights the collective impact, with these three variables simultaneously explaining a substantial 58.4% of the variation in turnover intention, as evidenced by the adjusted R² value. These results offer valuable practical insights for organizations aiming to enhance employee retention strategies. While the study provides compelling quantitative evidence, it would benefit from a more detailed discussion on the specific measures used for each variable, particularly the 'non-physical work environment,' to fully appreciate the nuanced findings. Given the cross-sectional design, the study establishes correlations rather than direct causality, which is a common limitation in such research. Future studies could explore these relationships through longitudinal designs or qualitative methods to gain deeper insights into the mechanisms underlying these effects. Nevertheless, this paper makes a significant contribution by empirically validating the influence of key organizational and environmental factors on turnover intention in a specific and under-researched industry context, offering actionable recommendations for HR practitioners and management.

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