CC BY
27
UDC 331; DOI 10.18551/rjoas.2022-06.12
WORK ENVIRONMENT AND LIFE BALANCE ON WORK PASSION AND ITS IMPLICATIONS ON TURNOVER INTENTION
Hanafi Agustina*, Wahab Zakaria, Diah Yuliansyah M., Hadiwijaya Hendra,
Azmi Muhammad
Faculty of Economics, Univeristy of Sriwijaya, Indonesia *E-mail: agustinahanafi@fe.unsri.ac.id
ABSTRACT
This study examines the effect of work environment and life balance on work passion and its implications for turnover intention. The originality of the study, namely to determine the effect of the work environment and life balance and the role variables that affect turnover passion, focus on turnover intention. Proportional Random Sampling was selected with a sample of 368. Respondents consisted of salespeople and cashiers at Alfamart outlets in Palembang City. The analysis technique uses Structural Equation Modeling analysis. The results showed that work environment and life balance variables had a positive effect on work passion. Work environment variables, life balance and work passion have a direct positive effect on turnover intention. Work environment variables have a positive effect on turnover intention through work passion and life balance variables have a positive effect on turnover intention through work passion at the Crew Store at Alfamart outlets in Palembang City.
KEY WORDS
Work environment, life balance, work passion, turnover intention.
Intense competition in the business world is a challenge for leaders or company owners requires every company to have quality human resources. This is one of the most important factors in an organization to achieve the goals that have been set. In addition, the work environment in a company is very important to be considered by management, because a conducive work environment provides a sense of security and allows employees to work optimally.
Work Environment is a determining factor in improving service quality, a supportive environment for employees, motivation from management, opportunities for professional development, education about communication skills and how to improve professional relationships and resolve conflicts, are ways to improve the work environment, (Hadiwijaya & Nurussama, 2016; Copanitsanou et al., 2017; Cummings et al., 2018). Work environment constraints that are often faced by employees and need more attention, namely situational constraints consisting of noise factors, office furniture, ventilation and light, are the main working environmental conditions that have a negative impact on work performance (Al-Omari & Okasheh, 2017; Khakurel et al., 2018).
Work-life balance is an important factor for every employee, so that employees have a balanced quality of life in dealing with their families and balance in their work (Kelliher et al., 2019; Wood et al., 2020; Palumbo, 2020). Sirgy and Lee (2016) identified four related factors that play an important role in work-life balance, namely: (1) balanced role commitment, (2) positive spillover, (3) role conflict, and (4) social alienation. Work Life Balance is a state of balance between two demands in which the work and life of an individual are the same. Where work-life balance in the view of employees is the choice of managing work and personal obligations or responsibilities towards family. Whereas in the company's view work-life balance is a challenge to create a supportive culture in the company where employees can focus on their work while at work (Lockwood, 2016; Le et al., 2020; Bellmann & Hübler; 2021). Kang et al. (2018) trying to understand the relationship between employee engagement, work-life balance and life satisfaction based on Role Theory and Spillover Theory. This research provides a more comprehensive framework for scholars to understand the work results. To be able to increase employee morale through work-life balance
supported by human resource management practices including rest periods. This will allow to increase life satisfaction, and reduce turnover intention.
Work Passion is defined as an individual's strong inclination towards the work he loves and the notion that the job is a very important part of him that an individual can invest a large amount of time and energy into the job (Forest et al., 2017; Ho & Astakhova, 2020). Harmonious passion occurs as a result of internalizing an activity or into an individual. While obsessive passion occurs in an individual because the process of internalizing an activity that is controlled by oneself to become an identity for the individual himself. This internalization comes from pressure that arises from oneself or from outside either because of certain interests attached to the job, a feeling of acceptance from the social environment if doing something (Ho et al., 2018; Thibault-Landry et al., 2018). Tariq et al. (2019), Butt et al. (2019) provide a potential way to stimulate employee morale (leader-follower) from the perspective of the quality of the relationship with each other. The results show that the morale of the leader (follower) affects the morale of the follower (leader) through the phenomenon of direct crossing (ie crossing through empathy). Passion is said to have a basis of internalization theory from extrinsic motivation to self-determination theory which ultimately divides passion into two dimensions, namely harmonious passion and obsessive passion (Vallerand, 2017).
Turnover is an employee's desire to leave work from the company voluntarily or move from one place to another according to his own choice. Indications of the occurrence of Turnover Intention are marked by several things concerning employee behavior, it can be seen from how much desire to move employees of an organization or company have (Putra & Indrawati, 2015; Guzeller & Celiker, 2020). Organizational justice and supervisory justice are positively related to the quality of the organization-employee relationship, while authoritarian organizational culture is negatively related to it. In addition, there is a positive relationship between authoritarian organizational culture and turnover intention. Organizational fairness and the quality of the organization-employee relationship are negatively related to turnover intention (Kim et al., 2017; Park & Min, 2020). Turnover intention is a tendency to leave or quit a job or organization. Turnover intention is a picture of the thought of leaving or wanting to leave and look for work elsewhere (Chen et al., 2015).
Alfamart has opened franchises throughout Indonesia, including in the city of Palembang. This is achieved if the company can provide a conducive work environment and work-life balance is an important factor for each employee, so that employees have a balanced quality of life in dealing with their families and work so as to reduce the occurrence of turnover intentions influenced by the work environment and work-life balance. In addition, the gap in this study is to determine the effect of the work environment and life balance of crew stores and the role of the intervening work passion variable on turnover intention. This study focuses on turnover intention. An important objective of this study is to examine the effect of work environment and life balance, noting the role of intervening work passion
METHODS OF RESEARCH
The population in this study were employees of PT Sumber Alfaria Trijaya (Alfamart) spread across all Alfamart outlets in Palembang City as many as 4,540 people. To select the respondents used Proportional Random Sampling method. To determine the sample size of
a population, the Slovin formula approach is used as follows:
_ N
n~ 1 + Ne2
Description: n - Sample size; N - Population size; e - Percentage of allowance for inaccuracy due to sampling error.
N = 4.540, e = 5%
So the minimum number of samples to be taken is:
n =
1+4.540(0,05)2
n = 367,611= 368
Based on the results of calculations using the slovin formula in this study the authors took a sample of 368 Crew Stores consisting of salespeople and cashiers at Alfamart outlets.
The type of data used in this study is quantitative data while the source of data used in this study is primary data, namely data obtained directly from distributing questionnaires filled out by respondents, namely PT Sumber Alfaria Trijaya which is spread throughout Alfamart outlets in Palembang City. Operational variables in this study are as follows:
Table 1 - Operational Variable
Variabel Dimension Indicator Scale Questionnaire Number
Work Physical work environment Physical conditions that exist around the workplace that can affect employees either directly or indirectly 1- 4
Environment (51) Non-Physical work environment All conditions related to work relations, both relationships with upper levels, relationships with colleagues and relationships with lower levels. Ordinal 5-8
Time balance Refers to the balance of time given to work and an individual's family, social and personal roles 1-3
Life Balance (51) Engagement balance Merujuk pada kesetaraan tingkat keterlibatan psikologis baik dalam pekerjaan maupun peran keluarga, sosial, serta pribadi individu Ordinal 4-5
Satisfaction Balance Balance the level of satisfaction in work, and individual family, social, and personal roles 6-8
Work Passion (ni) Harmonious passion Internalization of an activity or into an individual 1-4
Obsessive passion Occurs within an individual because of the process of internalizing an activity that is controlled by oneself to become an identity for the individual himself Ordinal 5-8
Turnover Intention (n2) Thinking of Quitting Employees are thinking about leaving their jobs or staying in their work environment 1-3
Intention to search for alternatives Reflects the individual's desire to find work for other organizations Ordinal 4-5
Intention to Quit Reflects individuals who intend to leave 6-8
The analysis of this research uses Structural Equation Modeling (SEM) Analysis, with a path diagram as shown in Figure 1.
Figure 1 - SEM Model
Information: x and z are indicators for exogenous (Ç) and endogenous (r|) latent constructs; Ax and Zz are loading matrices that describe simple regression coefficients, which relate latent variables and their indicators; £z and 6x
are measurement error residuals.
SEM analysis consists of two sub-models, namely the measurement model/outer model and structural model/inner model. The structural model equation is as follows:
4.540
n = P® + Pn + ^ + Z
Where: n is an endogenous construct vector; £ is an exogenous construct vector; r is the path coefficient matrix; Z is a avector of residual variables (unexplained variance); P is the path coefficient of the endeogenous variable (n) and eksogen variabel (£).
The equation of causality (causal chain system) between exogenous latent variables and each endogenous latent variable is specified as follows:
n = !i Pji n + yjb %b + Zj
Where: Bj, and Yjb are path coefficients for endogenous variables (n) and exogenous variabel (£).\; i and b are range indicators; Z is a linear residual variable.
RESULTS AND DISCUSSION
Work environment and life balance on work passion and its implications for turnover intention, there is a loading factor that is less than 0.5 so that these indicators must be removed from the life balance, namely LB1 and LB2, and T16 on the Turnover Intention variable. Overall, from the results of the Goodness of Fit index test, there are 4 indexes (Chi-Square, RMSEA, RMR, AGFI) with marginal status and 5 indexes (NFI, NNFI, CFI, IFI, GFI) with Good Fit status.
Table 2 - Frequency Distribution for Work Environment (^ 1)
NO STATEMENT STS TS N S SS
1 % 2 % 3 % 4 % 5 %
Physical Work Environment
WE1 The lights/light sources at the Alfamart outlets are adequate. 4 1.09 19 5.16 41 11.14 196 53.26 108 29.35
WE2 The available air conditioners are in accordance with the number of employees and the number of consumers in the Alfamart outlets. 4 1.09 14 3.80 11 2.99 218 59.24 121 32.88
WE3 The temperature at Alfamart outlets is good enough to support work activities. 6 1.63 30 8.15 123 33.42 154 41.85 55 14.95
WE4 Voice control at outlets has been well looked after 2 0.54 36 9.78 136 36.96 141 38.32 53 14.40
WE5 Arrangement and placement of products is appropriate. 11 2.99 35 9.51 74 20.11 184 50.00 64 17.39
Non-Physical Work Environment
WE6 I feel safe from any form of intimidation from other employees. 6 1.63 74 20.11 81 22.01 139 37.77 68 18.48
WE7 The company does not discriminate between employees from one another 4 1.09 16 4.35 69 18.75 194 52.72 85 23.10
WE8 The award in the form of recognition from my superiors made me more diligent in my work 4 1.09 12 3.26 22 5.98 243 66.03 87 23.64
WE9 The overseer has wisely given me a job. 2 0.54 39 10.60 67 18.21 194 52.72 66 17.93
WE10 I communicate well with other employees. 2 0.54 8 2.17 42 11.41 227 61.68 89 24.18
Based on Table 2, the results of the frequency distribution show that above 70% of the research sample related to the dimensions of the physical work environment is a physical condition found around the workplace that can affect employees either directly or indirectly. Likewise with the non-physical work environment above 65%, this is all conditions related to work relations, both relationships with upper levels, relationships with colleagues and relationships with lower levels.
Based on Table 3, the results of the frequency distribution show above 70% of the research sample related to the dimension of time balance, referring to the balance of time given to work and family, social and personal roles of individuals. Likewise, the balance of involvement shows 70%, referring to the equal level of psychological involvement in both work and individual family, social, and personal roles. On the balance dimension of
satisfaction above 60% of respondents refer to the balance of the level of satisfaction in work, and the role of family, social, and personal individuals.
Table 3 - Frequency Distribution for Life Balance (^ 2)
Mn QTATPMPMT STS TS N S SS
NO SIAItlvltIN 1 1 % 2 % 3 1 % 2 % 3
Time Balance
LB1 I feel like I can balance work and life. 12 3.26 27 7.34 59 16.03 177 48.10 93 25.27
LB2 I work certain hours (shifts) 10 2.72 4 1.09 64 17.39 208 56.52 82 22.28
LB3 I get quality time with my family or friends 2 0.54 6 1.63 6 1.63 169 45.92 185 50.27
LB4 I don't feel tired and depressed because of 2 0.54 9 2.45 66 17.93 231 62.77 60 16.30
my job.
Engagement Balance
LB5 I can receive urgent calls and messages from 0.00 8 2.17 18 4.89 221 60.05 121 32.88
family during working hours
LB6 I can do other activities outside my working 4 1.09 11 2.99 87 23.64 197 53.53 69 18.75
hours.
LB7 The time given by the company is in 6 1.63 11 2.99 72 19.57 230 62.50 49 13.32
accordance with my work or responsibilities
Satisfaction Balance
LB8 The ability that I have can complete the job 8 2.17 31 8.42 105 28.53 180 48.91 44 11.96
well
LB9 The time given by the company to complete 6 1.63 33 8.97 123 33.42 155 42.12 51 13.86
the work is in accordance with the Standard
Operational Procedure
LB10 I can complete the work according to the set 6 1.63 31 8.42 110 29.89 163 44.29 58 15.76
target
Table 4 - Frequency Distribution for Work Passion (nl)
MO ÇTATEIWIEMT STS TS N S SS
NO SIAItMtN I 1 % 2 % 3 % % 4 % 5
Harmonious Passion
WP1 I appreciate this job more because I find a 6 1.63 36 9.78 119 32.34 161 43.75 46 12.50
lot of experience when doing work
WP2 This job gives me a memorable experience 16 4.35 68 18.48 126 34.24 116 31.52 42 11.41
WP3 A comfortable, clean, tidy work 2 0.54 16 4.35 53 14.40 207 56.25 90 24.46
environment and adequate facilities make
my work passion increase
WP4 I always have a good relationship with my 2 0.54 7 1.90 37 10.05 218 59.24 104 28.26
co-workers, both inside and outside of
work
WP5 In a work environment, mutual respect and 0 0.00 11 2.99 47 12.77 216 58.70 94 25.54
respect can increase employee morale
Obsessive Passion
WP6 I always come home from work at the 8 2.17 26 7.07 116 31.52 182 49.46 36 9.78
appointed time
WP7 I always come to work on time 4 1.09 6 1.63 19 5.16 242 65.76 97 26.36
WP8 This job gives me a variety of life 30 8.15 53 14.40 148 40.22 91 24.73 46 12.50
experiences
WP9 The new things I found in this job made me 14 3.80 30 8.15 123 33.42 149 40.49 52 14.13
appreciate it
WP10 My work path reflects the qualities I like 6 1.63 26 7.07 47 12.77 181 49.18 108 29.35
about myself
WP11 The work I do is in line with other activities 6 1.63 6 1.63 13 3.53 177 48.10 166 45.11
in my life
WP12 My job gives me a memorable life 0 0.00 8 2.17 3 0.82 161 43.75 196 53.26
experience
Based on Table 4, work passion is divided into two, namely those that are harmonious and obsessive. The results of the frequency distribution show above 55% that harmonious passion comes from internalizing oneself for an activity that is liked, in one's identity or one's willingness to be bound to an activity and integrate it with other aspects of life. Likewise, obsessive passion shows a value above 50%, the result of self-internalization of a person's activity to a need, such as the need for self-actualization, acceptance from the environment or appreciation.
Based on Table 5, the thinking of quitting dimension shows more than 60% of employees' intention to think out of work, begins with job dissatisfaction felt by employees, then employees think about leaving their current workplace. In the dimension of Intention to
search for alternatives, more than 60% of employees are looking for alternative jobs; this reflects individuals who are willing to find work for other better organizations. The Intention to quit dimension also shows more than 60% which reflects individuals who intend to leave, employees intend to leave when they have gotten a better job.
Table 5 - Frequency Distribution for Turnover Intention (n2)
NO STATEMENT STS TS N S SS
1 % 2 % 3 1 % 2 % %
Thinking of Quitting
T11 I often think about leaving my job 8 2.17 19 5.16 28 7.61 212 57.61 101 27.45
TI2 After getting a better job I will leave this 6 1.63 14 3.80 24 6.52 213 57.88 111 30.16
company
Intention To Search For Alternatives
TI3 I often look for information about other jobs 8 2.17 10 2.72 29 7.88 216 58.70 105 28.53
TI4 I often think about starting or opening my own 11 2.99 15 4.08 31 8.42 208 56.52 103 27.99
business
Intention to Quit
TI5 I often get restless when I come home after 15 4.08 18 4.89 41 11.14 202 54.89 92 25.00
work
TI6 I am actively looking for another job outside 24 6.52 74 20.11 44 11.96 149 40.49 77 20.92
the company
0 .50 0 .66 0.36 0 .34
o .3;
0 .42 0 .27 0 _4£ 0 .38 0 .47 0 .97 0 .58 0 .€3 0 .€4 0 .38 0 .3£ 0 .44 0 .31 0 .31
0 .74 — jjDIu
Chi-Square=5004 . 07, df=e55, P-value=0 . 00000, RHSEA=U .134
Figure 2 - CFA-1 Exogfenous Construct Model
Based on Figure 2, it indicates that in the Exogenous Construct CFA Model there is still a loading factor value that is less than 0.5, namely LB1 on the LB variable so that it must be removed.
Figure 3 - Model CFA-2 Exogenous Construct
Based on Figure 3, it indicates that in the Exogenous Construct CFA Model there is no loading factor value that is less than 0.5, so all indicators on the Exogenous variable have shown to be valid.
Table 6 - Exogenous Variable Validity and Reliability Test Results
Variable Dimension A Error = 1 -A2 CR=(XA)2/ ((XA)2 +XError)
WE WE1 0.71 0.50 0.932
WE2 0.59 0.66
WE3 0.8 0.36
WE4 0.81 0.34
WE5 0.8 0.35
WE6 0.76 0.42
WE7 0.85 0.27
WE8 0.74 0.46
WE9 0.79 0.38
WE10 0.73 0.47
LB LB2 0.64 0.59 0,876
LB3 0.59 0.65
LB4 0.60 0.64
LB5 0.65 0.58
LB6 0.80 0.35
LB7 0.75 0.44
LB8 0.70 0.51
LB9 0.70 0.51
LB10 0.51 0.74
Table 6 shows that the value of Construct Reliability (CR) of all exogenous constructs is above 0.7. Thus, it can be concluded that all dimensions and research variables in the Full Model have good validity and reliability.
Figure 4 - CFA-1 Endogenous Construct Model
Based on Figure 4, it indicates that in the Endogenous Construct CFA Model there is still a loading factor value that is less than 0.5, namely TI6 on the TI variable so that it must be removed, so the results are as in Figure 5.
Figure 5 - CFA-2 Endogenous Construct Model
Figure 5 indicates that in the Endogenous Construct CFA Model there is no loading factor value of less than 0.5, so all indicators on the Endogenous variable have shown to be valid. The results of reliability calculations using Construct Reliability from Confirmatory Factor Analysis (CFA) for endogenous variables are shown in Table 7.
Table 7 - Endogenous Variable Validity and Reliability Test Results
Variable Dimension A Error = 1-A2 CR=(IA)2/ ((IA)2 +IError)
WP1 0.63 0.51
WP2 0.65 0.67
WP3 0.77 0.44
WP4 0.77 0.64
WP5 0.72 0.36
WP WP6 0.69 0.47 0.908
WP7 0.7 0.32
WP9 0.57 0.59
WP10 0.53 0.43
WP11 0.62 0.42
WP12 0.57 0.43
TI1 0.75 0.44
TI2 0.91 0.16
TI TI3 0.94 0.12 0,911
TI4 0.74 0.45
TI5 0.74 0.45
CFA Model of Endogenous Constructs the Construct Reliability (CR) value indicates that of all exogenous variables above 0.7. Thus, it can be concluded that all dimensions and research variables in the Full Model have good reliability.
To test the feasibility of the overall model (Full Model) it is done by taking into account the results of the calculation of Goodness of Fit Statistics with LISREL Software.
Table 8 - Goodness of Fit Index
No Goodness Of Fit Index Score Cut off Value Criteria Explanation
1. Chi-Square 4460,83 <a.df Good Fit Marginal Fit
Probability 0,000 > 0,05
0,01 - 0,05 Marginal fit
2. RMSEA 0,139 < 0,08 Good Fit Marginal Fit
0,08 - 0,10 Marginal Fit
3. NFI 0,94 > 0,90 Good Fit Good Fit
0,80 - 0,89 Marginal Fit
4. NNFI 0,95 > 0,90 Good Fit Good Fit
0,80 - 0,89 Marginal Fit
5. CFI 0,96 > 0,90 Good Fit Good Fit
0,80 - 0,89 Marginal Fit
6. IFI 0,96 > 0,90 Good Fit Good Fit
0,80 - 0,89 Marginal Fit
7. RMR 0,062 < 0,05 Good Fit Marginal Fit
0,05 - 0,10 Marginal Fit
8. GFI 0,95 > 0,90 Good Fit Good Fit
0,80 - 0,89 Marginal Fit
9. AGFI 0,93 > 0,90 Good Fit Marginal Fit
0,80 - 0,89 Marginal Fit
Source: Research Data Processing Results.
The estimation results for the full SEM model analysis based on the t-value are shown in Figure 6:
12 .64^1 WI1 13-QS^j WE3 11 WE3
11 .SO^j an
11 WIS
12,31»| HE6
11.14^| WI1 ~
IS WES
IS .OS WE9
IS .54^1 Him
12.57^] IBS
IS .SO^j IBS
IS .77^1 IBi
IS .33 IBS
10 .SS^j IB6
11 LB? IS IBS IS ,2Q^| IB9 13.0€»| IB10
Chi-Squaie='
Figure 6 - Full Model Estimation Results based on t-value
Based on Figure 6, it can be seen that the majority of the parameters in the Full Model have a significant effect (t-count value greater than 1.96), except for the effect of the WE variable on the WP variable (1,61), and the LB variable on the TI variable (0, 61) not significant at 0.05% level.
The estimation results for the full SEM model analysis based on standard loading are shown in the following figure:
Chl-Squaze=44fi0.83, df=554, P-value=0.00000, RMSEA=0.135
Figure 7 - Full Model Estimation Results
Based on the standard loading results above, the following structural equations are obtained.
Sub-Structural Equation:
WP = 0.83*LB + 0.06*WE
Based on the sub-structural model, it can be explained that WP is directly affected by LB and WE. This shows that LB has a positive effect of 0.83 on WP and WE has a positive effect of 0.06 on WP.
Structural Equation:
TI = 0.32*WP + 0.18*WE + 0.07*LB
Based on the structural model, it can be explained that IT is directly affected by WP, WE and LB. This shows that WP has a positive effect of 0.32 on TI, WE has a positive effect of 0.18 on TI, and LB has a positive effect of 0.07 on TI.
Table 9 - Direct Effects
n/n WE LB WP
WP 0.06 0.83 -
TI 0.18 0.07 0.32
Source: Research Data Processing Results, 2021.
Based on Table 9, the work environment variable has a direct positive effect on work passion of 0.06, the work environment variable has a direct positive effect on turnover intention of 0.18. The life balance variable has a direct positive effect on work passion of 0.83, the life balance variable has a direct positive effect on turnover intention of 0.07. and the work passion variable has a direct positive effect on turnover intention of 0.32 at the Crew Store at Alfamart outlets in Palembang City.
Table 10 - Indirect Effects
n/n WE LB
WP - -
TI 0.019 0.266
The magnitude of the indirect effect of work environment on turnover intention through work passion is 0.019 and the indirect effect of life balance on turnover intention through work passion is 0.266 at the Crew Store at Alfamart outlets in Palembang City.
Hadiwijaya, (2016), Gbadamosi et al. (2019) refers to the frontier theory to see work-life balance. The results of this study indicate that employers prioritize "work" over "life" and entrepreneurs have unlimited working hours. Key implications for the work environment to assist entrepreneurs in their ability to comprehensively manage cross-border and achieve work-life balance. Gbadamosi et al. (2019) refers to the frontier theory to see work-life balance. The results of this study indicate that employers prioritize "work" over "life" and entrepreneurs have unlimited working hours. The main implication for the work environment is to assist entrepreneurs in their ability to comprehensively manage cross-border and achieve work-life balance. Tariq et al. (2019) provide a potential way to stimulate employee morale (leader-follower) from the perspective of the quality of the relationship with each other. The results of this study indicate that the morale of the leader (follower) affects the morale of the follower (leader) through the phenomenon of direct crossing (ie crossing through empathy). Kang et al. (2018) trying to understand the relationship between employee engagement, work-life balance and life satisfaction based on Role Theory and Spillover Theory. This research provides a more comprehensive framework for scholars to understand the work results. To be able to increase employee morale through work-life balance
supported by human resource management practices including rest periods. This will allow to increase life satisfaction, and reduce turnover intention.
While in Gong et al. (2020), Lee & Cho (2020) research showed that harmonious passion was negatively related to turnover intention and obsessive obsession was positively related to turnover intention. Indications of the occurrence of turnover intention are marked by several things concerning employee behavior, one of which is increased absenteeism and starting to be lazy to work which has an impact on the performance of an employee, it can be seen from how much desire to move employees of an organization or company have (Putra & Indrawati, 2015). Passion is said to have a basis of internalization theory from extrinsic motivation to self-determination theory which ultimately divides passion into two dimensions, namely harmonious passion and obsessive passion (Vallerand, 2017). J Kang et al. (2018), (Santos & Caballero (2019), Jaharuddin & Zainol (2019), Azmi et al. (2021) shows that the work-life balance and work passion variables have a direct positive and significant effect on job satisfaction. Worklife balance and work passion have a direct and significant positive effect on turnover intention; Job satisfaction can significantly mediate the effect between work-life balance and work arousal for turnover intention.
CONCLUSION
The conclusion of this study is that the work environment and life balance variables have a direct positive effect on work passion and the work environment and life balance variables have a direct positive effect on turnover intention. Work environment and life balance variables have an indirect positive effect on turnover intention through work passion. The work environment is considered good or proper if employees can perform activities in an optimal, healthy, safe and comfortable manner so as to reduce the occurrence of Turnover Intentions and make employees more productive. Work-life balance is an important factor for every employee, so that employees have a balanced quality of life in dealing with their families and balance in working with work-life balance which can indirectly reduce the occurrence of Turnover Intentions.
ACKNOWLEDGMENTS
Thank you to Sriwijaya University, Faculty of Economics which has funded this research so that this research can be carried out properly and contributes to partners, namely PT Sumber Alfaria Trijaya (Alfamart) which are spread throughout Alfamart Outlets in Palembang City.
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