Main Article Content

Abstract

Purpose of the study: This study aims to analyze the relationship between the dimensions of workplace spirituality, organizational commitment, and turnover intention in the construction industry in Surabaya, Indonesia.


Methodology: This study uses a quantitative approach. This research was conducted on a sample of seventy-four employees in eight companies in the Surabaya Construction Industry. The analysis of research uses the Structural Equation Modeling (SEM) - Partial Least Square (PLS) analysis method.


Main Findings: The results showed a significant positive effect of meaningful work, a sense of community, alignment with organizational values as working spirituality dimensions​​ on affective commitment. Meanwhile, there is a negative and significant effect of meaningful work, sense of community and alignment with organizational values, and affective commitment on turnover intention.


Social implication: The results of this study are expected to provide benefits as a basis for further research in examining the dimensions of workplace spirituality, affective commitment, and return intention and practically as a basis for making other business decisions in reducing turnover intention in the field of corporate human resource management.


Novelty/originality of this study: Compared to previous studies examining the impact of working spirituality and organizational commitment partially on turnover intention and more research on the impact of working spirituality on job satisfaction, this study focuses on the analysis of the impact of organizational commitment and working spirituality on turnover intention is still rarely studied.

Keywords

Workplace Spirituality Organizational Commitment Turnover Intention Construction Industry Affective Commitment

Article Details

How to Cite
Salim, N. H., Wijayanti, D. T., & Witjaksono, A. D. (2020). THE EFFECT OF WORKPLACE SPIRITUALITY ON AFFECTIVE COMMITMENT AND TURNOVER INTENTION: CASE STUDY ON CONSTRUCTION INDUSTRY. International Journal of Management, Innovation & Entrepreneurial Research, 6(2), 23-38. https://doi.org/10.18510/ijmier.2020.623

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