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Publication date: 3 December 2024

Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari

The main objective of this study is to assess kinship employee engagement as a mediating variable in the relationship between person–organization–fit (P-O Fit) and person–job–fit…

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Abstract

Purpose

The main objective of this study is to assess kinship employee engagement as a mediating variable in the relationship between person–organization–fit (P-O Fit) and person–job–fit with turnover intention.

Design/methodology/approach

This research was conducted at creative industry micro, small and medium enterprises (MSME) in Yogyakarta, Indonesia. The number of respondents was 331 MSME employees. The distribution of questionnaires was carried out using offline and online systems through direct questions and Google forms. The data analysis tool used was structural equation modelling.

Findings

The findings of this study revealed that kinship employee engagement is proven to mediate the relationship between P-O-fit and P-J-fit on turnover intention.

Research limitations/implications

This research provides a new perspective on social exchanges, namely, exchanges that are intangible based on the relationship between employees, leaders and owners of micro and small medium enterprises (MSMEs) in the form of kinship employee engagement. Employees who feel P-O Fit and P-J fit with their organizations will exhibit positive behavior in the form of kinship employee engagement.

Practical implications

The first practical implication is that MSME superiors/owners must pay more attention to P-O fit; one way to do this is to assess P-O fit at the recruitment and selection stage. This may be useful for organizations that hire and retain employees whose goals and values closely match those of the organization. With regard to the P-J fit relationship, and turnover intention, which turns out to have a negative relationship, this finding has implications for the formulation of policies that should not only focus on increasing the knowledge, skills and abilities of employees but also on fulfilling their wishes. For example, providing employees with training, self-development opportunities, flexible working hours and competitive salaries will strengthen their level of compatibility with their jobs, which in turn will reduce the willingness of employees to leave their jobs.

Social implications

In social practice, kinship employee engagement can be applied to MSMEs. When MSME owners have limited funds, facilities, etc., to bind employees, they can apply kinship to employees so that they are more attached to MSMEs.

Originality/value

This study is among the first to introduce a new construct (kinship employee engagement) which is an extension of the engagement construct that is more specific and follows the MSME context, and is the first study to propose kinship employee engagement as a mediating variable in the relationship between P-O-fit and P-J-fit on turnover intention.

Details

Industrial and Commercial Training, vol. 57 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 27 November 2023

Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari

The main objective of this study is to examine the relationship between person-organization fit (P-O fit), job satisfaction (JS), workplace spirituality (WS) and turnover…

409

Abstract

Purpose

The main objective of this study is to examine the relationship between person-organization fit (P-O fit), job satisfaction (JS), workplace spirituality (WS) and turnover intentions in small and medium-sized enterprises (SMEs) and the moderate role of WS in these relationships.

Design/methodology/approach

Research data were collected by cross-sectional data collection methods. The sample contains 242 employees of SMEs in Indonesia. The analytical method used to test research hypotheses is moderate regression analysis.

Findings

The results show that P-O fit is an antecedent that can reduce turnover intention. JS has a negative effect on turnover intention and WS has a negative effect on turnover intention. WS moderates the relationship between P-O fit and turnover intention and the relationship between JS and turnover intention.

Research limitations/implications

This study enhances the understanding of the importance of WS in reducing employee turnover intentions. This research also contributes to the research model based on fit theory and social exchange theory.

Practical implications

The practical implication of this research is to improve P-O fit in employees. Managers can manage the right people for the environment and the right environment for the individual. In other words, the organization must choose both. The most basic way to create a P-O fit for employees is to recruit employees suitable to organizational goals because, in general, SMEs rarely have a written vision and mission.

Social implications

Through the of spirituality in the workplace, employees will experience a sense of meaning and purpose in their work, foster a sense of unity through positive relationships and achieve alignment between personal and organizational values. Consequently, this will diminish the inclination to seek employment elsewhere.

Originality/value

Although turnover intention in employees is considered necessary, there is still minimal research that discusses turnover intention and WS in SMEs. To the authors' knowledge, no one has tested WS on the relationship between PO fit and JS with turnover intention in SMEs.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 12 no. 3
Type: Research Article
ISSN: 2049-3983

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Article
Publication date: 15 September 2022

Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari

There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second…

477

Abstract

Purpose

There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second, examining the moderating role of kinship on the relationship between P-O fit and P-J fit on turnover intentions.

Design/methodology/approach

This research was conducted at private universities in Lampung with a total of 282 respondents. The analytical method used to test the research hypothesis was moderated regression analysis (MRA)

Findings

There are five proposed hypotheses, and all of them are supported. The findings of this study reveal that P-O fit and P-J fit are predictors that are negatively related to turnover intentions. Furthermore, kinship moderates the relationship between P-O fit and P-J fit on turnover intentions.

Research limitations/implications

This study adds to the literature on turnover intentions in universities and underscores some important advances and contributions in developing a human resource management theory related to social capital. Based on the findings of this study, organizations are expected to pay more attention to P-O fit, P-J fit and kinship to reduce the level of turnover intentions. Employers are expected to choose people who match the organization's values and work and create interpersonal relationships between them to reduce turnover intentions, which mean the findings extend the theory of attraction-selection-attrition (ASA), social exchange and social capital. These findings provide theoretical and pragmatic insights for human resource management practitioners and relevant stakeholders.

Practical implications

Practically, the concepts of P-O fit and P-J fit are important to be considered by the leadership because creating a suitable environment for employees will trigger positive behaviors. Leaders must find the right people for the environment and the right environment for the employees. Furthermore, this study has implications for a relational approach to overcoming turnover intentions in the workplace. The relational approach is in the form of kinship. Organizations that encourage opportunities for social interaction among members can reduce employee turnover and tend to create positive social capital.

Social implications

In social practice, kinship connects people in an organization. The existence of kinship in an organization helps academicians get relational and emotional support from coworkers and superiors so that they will feel a family relationship that may not be found in other organizations, which eventually reduces turnover intentions.

Originality/value

The originality of this study lies in investigating the moderating role of kinship on the relationship between P-O fit and turnover intentions. Kinship in this study is different from research in general. “Kinship” here is based on a kinship perspective because of the peculiarities of Asian culture, especially in Indonesia, namely kinship without blood relations and marriage.

Details

Journal of Applied Research in Higher Education, vol. 15 no. 4
Type: Research Article
ISSN: 2050-7003

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