Determinants of Employee Competence and Organizational Commitment on Turnover Intention

Ratna Lupika; Elistia Elistia

doi:10.70716/emis.v4i3.810

Authors

Ratna Lupika Master of Management, Universitas Esa Unggul, Indonesia Author
Elistia Master of Management, Universitas Esa Unggul, Indonesia Author

DOI:

https://doi.org/10.70716/emis.v4i3.810

Keywords:

transformational leadership, employee empowerment, employee competence, organizational commitment, turnover intention

Abstract

Sustaining organizational performance in B2B healthcare service companies requires competent and committed sales employees to minimize turnover intention. This study examines the effects of Transformational Leadership, Employee Empowerment, Employee Competence, and Organizational Commitment on Turnover Intention, while investigating the moderating role of Organizational Learning Culture. A quantitative survey was conducted involving 200 sales employees from B2B healthcare service companies, and the proposed model was analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings indicate that Transformational Leadership positively and significantly influences Employee Empowerment, while Employee Empowerment significantly enhances both Employee Competence and Organizational Commitment. Organizational Commitment, in turn, has a significant negative effect on Turnover Intention. However, Transformational Leadership does not significantly affect Employee Competence, and Employee Competence does not significantly influence Organizational Commitment. In addition, Organizational Learning Culture does not significantly moderate the relationships between Employee Empowerment and either Employee Competence or Organizational Commitment. These findings emphasize that strengthening employee empowerment and organizational commitment is more effective in reducing turnover intention than relying solely on leadership or organizational learning culture.

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