The Impact of Organizational Climate and Salary on Job Satisfaction and Employee Turnover Intention
组织氛围和薪酬对工作满意度和员工离职意愿的影响

Keywords: organizational climate, compensation, job satisfaction, turnover intention
关键词：组织氛围、薪酬、工作满意度、离职意愿

In conjunction with human resources, from various studies that have been conducted, changes in environmental conditions of both internal and external organizations can directly or indirectly affect the organizational climate which can reduce the level of job satisfaction which in turn can lead to the turnover intention to employees (turnover intention ) which in turn can lead to actual turnover. Various definitions of turnover were expressed by researchers. Turnover is one problem that must be considered because it can affect the condition of a company. Turnover can be interpreted as the desire to move from one job to another for certain reasons (Wirawan, 2015). This will be very serious if the desire to move in a high company will cause some negative effects in the form of instability and confusion which can ultimately harm the company and its employees. The company will add certain costs, especially in terms of recruitment until training new prospective employees so that vacancies can be filled and production activities can run normally. But if the company ignores the vacancy, it will impact directly on its employees.
结合人力资源，从已经进行的各种研究中，内部和外部组织环境条件的变化可以直接或间接地影响组织氛围，从而降低工作满意度，进而导致员工的离职意向（离职意向），进而导致实际离职。研究人员表达了各种对人员流动率的定义。人员流动率是一个必须考虑的问题，因为它会影响公司的状况。离职率可以解释为出于某些原因希望从一份工作转到另一份工作（Wirawan，2015 年）。如果跳槽的愿望会以不稳定和混乱的形式造成一些负面影响，最终会伤害公司及其员工，这将是非常严重的。公司将增加一定的成本，尤其是在招聘方面，直到培训新的潜在员工，以便填补空缺和生产活动可以正常进行。但是，如果公司忽视职位空缺，它将直接影响其员工。

Kardiman, et al. (2012) said that although turnover intention generally has a negative impact on organizations, turnover intention is often needed by companies that have employees with low performance. This method is used to replace employees who have low performance or to find some experts in their field so that they can increase the productivity and performance of the company. Employees are social beings who have their own backgrounds, personality and ways of thinking. Employees also often have different ways of dealing with problems, including in handling stress, so that the company cannot predict the attitude of the employee who is feared to disturb the process of achieving goals. As said by Syahronica&Ruhana (2015) that stress is the dominant factor that affects turnover intention, this is in line with the opinion of Manurung (2012) which states that stress has a positive effect on employee
Kardiman 等人 （2012） 表示，尽管离职意愿通常会对组织产生负面影响，但员工绩效不佳的公司往往需要离职意愿。这种方法用于替换绩效不佳的员工或寻找他们领域的一些专家，以便他们可以提高公司的生产力和绩效。员工是社会人，他们有自己的背景、个性和思维方式。员工处理问题的方式也往往不同，包括处理压力的方式，以至于公司无法预测害怕打扰实现目标过程的员工的态度。正如 Syahronica&Ruhana （2015） 所说，压力是影响离职意愿的主导因素，这与 Manurung （2012） 的观点一致，即压力对员工有积极影响
turnover intention. Therefore, companies must take actions and approaches to understand the needs of their employees so that they can reduce the turnover rate that occurs. One approach that can be given to employees is social support. Employee turnover is a phenomenon that often occurs in a business, which can be interpreted as the movement of labor in and out of an organization (Witasari, 2009). Turnover leads to the final reality faced by an organization in the form of the number of employees who leave the organization in a certain period, while the desire of employees to move (turnover intention) refers to the results of individual evaluations regarding the continuation of relations with organizations that have not been realized in action. Turnover can be in the form of resignation, moving out of the organizational unit, dismissal or death of an organization member, the desire to leave an organization is generally preceded by employee intentions triggered, among others, employee dissatisfaction with work and low commitment of employees to commit themselves to the organization (Jimad, 2011).
成交意向。因此，公司必须采取行动和方法来了解员工的需求，以便他们能够降低发生的离职率。可以提供给员工的一种方法是社会支持。员工流动是企业中经常发生的一种现象，可以解释为劳动力进出组织（Witasari，2009 年）。离职率以一定时期内离开组织的员工人数的形式导致组织面临的最终现实，而员工移动的愿望（离职意向）是指对与组织关系的延续进行的个人评估结果尚未在行动中实现。人员流动可以是辞职、搬出组织单位、解雇或组织成员死亡的形式，离开组织的愿望通常先于员工意图触发，其中包括员工对工作的不满和员工对组织的承诺低（Jimad，2011）。

At present the high level of desire is out (intention to quit) has become a serious problem for many companies, even some companies experience frustration when the difficulty in runningthe recruitment process and even more so when knowing when it has succeeded in getting qualified staff in the end turned out to be in vain because the recruited staff had chosen jobs in other companies. To anticipate this high turnover, the workforce can be predicted from how much the desire to move belongs to the member (staff) of an organization or company. Turnover can be fatal to the organization because it experiences a shortage of experts in the labor market and causes high tuition fees for beginner employees. High turnover intentions take the company’s attention because it interferes with operations, creates moral problems for employees who live, and also catapultes costs in recruitment, interviews, tests, reference checks, new employee processing administrative costs, benefits,
目前，高度的愿望出来（打算辞职）已成为许多公司的一个严重问题，甚至一些公司在招聘流程运行困难时感到沮丧，尤其是当知道何时成功获得合格员工最终被证明是徒劳的，因为招聘的员工选择了其他公司的工作。为了预测这种高流动率，可以根据组织或公司的成员（员工）的跳动愿望来预测劳动力。人员流动对组织来说可能是致命的，因为它在劳动力市场上缺乏专家，并导致初学者支付高昂的学费。高离职率会引起公司的注意，因为它会干扰运营，给活着的员工带来道德问题，还会增加招聘、面试、测试、背景调查、新员工处理管理成本、福利、
orientation, and opportunity costs lost due to employees just have to learn new skills.
定向和由于员工必须学习新技能而损失的机会成本。

Research by Brimhall et al. (2014) show that organizational climate and job satisfaction are correlated. This study also suggests that measuring different variables will produce different results. Griffin (2001) and Bhutto et al (2012) show varying results. Griffin (2001) found three dimensions that predict job satisfaction, namely the quality of supervision, role ambiguity, and training. Bhutto et al., (2012) found mixed results between dimensions of organizational climate and job satisfaction. Organizational structure, identity, and human relations have a positive relationship with job satisfaction, while justice and empowerment are negatively related to job satisfaction (Bhutto et al., 2012). Based on the above studies, the following hypotheses can be proposed:
Brimhall 等人（2014 年）的研究表明，组织氛围和工作满意度是相关的。这项研究还表明，测量不同的变量会产生不同的结果。Griffin （2001） 和 Bhutto 等人 （2012） 显示了不同的结果。Griffin （2001） 发现了预测工作满意度的三个维度，即监督质量、角色模糊性和培训。Bhutto 等人（2012 年）发现组织氛围和工作满意度维度之间的结果喜忧参半。组织结构、身份和人际关系与工作满意度呈正相关，而正义和赋权与工作满意度呈负相关（Bhutto et al.， 2012）。基于上述研究，可以提出以下假设：
H1: Positive and significant effect between Organizational Climate on job satisfaction on employees
H1：组织氛围对员工工作满意度的正向和显著影响

Research conducted by Teh (2014) regarding the effect of organizational climate on turnover intention and employee job satisfaction argues that the results of organizational climate and job satisfaction have a negative impact on turnover intention. Jyoty (2013) conducted research on the effect of organizational climate on job satisfaction, work commitment, and turnover intention, suggesting that job satisfaction has a negative effect in mediating the organizational climate on turnover intention. According to Suhanto (2009) research concerning work stress and organizational climate towards turnover intention with job satisfaction as a mediating variable, suggests that organizational climate has a negative effect on turnover intention with job satisfaction as a mediating variable. Based on the above studies, the following hypotheses can be proposed:
Teh （2014） 对组织氛围对离职意愿和员工工作满意度的影响进行的研究认为，组织氛围和工作满意度的结果对离职意愿有负面影响。Jyoty （2013） 对组织氛围对工作满意度、工作承诺和离职意向的影响进行了研究，表明工作满意度在中介组织氛围对离职意向有负面影响。根据 Suhanto （2009） 关于工作压力和组织氛围对工作满意度作为中介变量的离职意愿的研究，表明组织氛围对工作满意度作为中介变量的离职意愿有负面影响。基于上述研究，可以提出以下假设：
H 2 : Negative and significant effect between Organizational Climate on Turnover Intention on employees
H 2 ： 组织氛围对员工离职意向的消极和显著影响

Sopiah (2013) conducted research on employees in the Islamic Bank of Malang, and found that compensation had a positive effect on job satisfaction. Employees who are given compensation according to the workload, the level of their satisfaction in the work is also getting higher. Vice versa, if the compensation given is inappropriate and timely, employee job satisfaction will decrease. Based on the above studies, the following hypotheses can be proposed:
Sopiah （2013） 对玛琅伊斯兰银行的员工进行了研究，发现薪酬对工作满意度有积极影响。根据工作量获得报酬的员工，他们对工作的满意度也越来越高。反之亦然，如果给予的薪酬不适当和及时，员工的工作满意度就会降低。基于上述研究，可以提出以下假设：
H3: Positive and significant effect between compensation on job satisfaction for employees
H3：薪酬对员工工作满意度的正向和显著影响

Saleem and Gul (2013) revealed the results of his research that compensation has a negative relationship with the desire of employees to change jobs (turnover intention), thus, given job satisfaction can help control turnover intention, thereby reducing the cost of recruiting personnel and training new employees. Based on the above studies, the following hypotheses can be proposed:
Saleem 和 Gul （2013） 的研究结果显示，薪酬与员工换工作的意愿（离职意愿）呈负相关，因此，给予工作满意度可以帮助控制离职意愿，从而降低招聘人员和培训新员工的成本。基于上述研究，可以提出以下假设：
H4: Negative and significant effect between financial compensation on turnover intention on employees
H4： 经济补偿对员工离职意愿的负向和显著影响

Another study was conducted by Chiu and Francesco (2003) in Chiu, et al. (2005) which indicates that individual
Chiu 和 Francesco （2003） 在 Chiu 等人 （2005） 中进行了另一项研究，结果表明个体
turnover intention has a negative relationship with job satisfaction and organizational commitment. The study conducted by Abraham (1999) also corroborates the same opinion by proving the existence of a strong negative relationship between job satisfaction and turnover intention and after an effort to increase job satisfaction, the turnover intention decreased significantly. Research conducted by Hezberg (1987) in Carmeli and Weisberg (2006) concluded that there is a negative relationship between intrinsic job satisfaction and extrinsic job satisfaction with the turnover intention. Thatcher and Stepina (2001) in Ahuja, et al. (2007) reinforce similar opinions using the variable job satisfaction and job utility to predict employee intentions for the family of the company. Based on the above studies, the following hypotheses can be proposed:
离职意向与工作满意度和组织承诺呈负相关。Abraham （1999） 进行的研究也证实了同样的观点，证明工作满意度和离职意愿之间存在很强的负相关关系，并且在努力提高工作满意度后，离职意愿显着下降。Hezberg （1987） 在 Carmeli 和 Weisberg （2006） 进行的研究得出结论，内在工作满意度和外在工作满意度与离职意向之间存在负相关关系。Thatcher 和 Stepina （2001） 在 Ahuja 等人 （2007） 中使用可变的工作满意度和工作效用来预测员工对公司家庭的意图，从而强化了类似的观点。基于上述研究，可以提出以下假设：
H5: Negative effect and significant job satisfaction on turnover intention on employees
H5： 员工离职意愿的负面影响和显著的工作满意度

The population in this study were all employees working at PT. Klapa New Kuta Beach, which numbered 50 employees without differentiating contract employees. The sampling method in this study uses saturated sampling, which is a sampling technique if all members of the population will be used as samples. Data analysis in this study used the Partial Least Square (PLS) approach.
本研究中的人群是在 PT. Klapa New Kuta Beach 工作的所有员工，该海滩有 50 名员工，没有区分合同工。本研究中的抽样方法使用饱和抽样，如果总体的所有成员都将用作样本，则这是一种抽样技术。本研究中的数据分析使用了偏最小二乘法 （PLS） 方法。

Table 1: Path Coefficients
表 1：路径系数

Primary Data, 2018  原始数据，2018 年

Organizational climate has a positive and significant effect on job satisfaction with a statistical t value of $4.299(\mathrm{t}$$4.299(\mathrm{t}$4.299(t4.299(\mathrm{t} value $4.299>$$4.299>$4.299 >4.299> ttable 1.96 ) with a significant value of $0.000<0.05$$0.000<0.05$0.000 < 0.050.000<0.05. This means that the better the organization’s climate, the better the employee’s working power is obtained.The results of this study are supported by the research of Brimhall et al (2014) which shows that organizational climate and job satisfaction are correlated. This study also suggests that measuring different variables will produce different results. Griffin (2001) and Bhutto et al (2012) show varying results. Griffin (2001) found three dimensions that predict job satisfaction, namely the quality of supervision, role ambiguity, and training. Bhutto et al (2012) found mixed results between dimensions of organizational climate and job satisfaction. Organizational structure, identity, and human relations have a positive relationship with job satisfaction, while justice and empowerment are negatively related to job satisfaction (Bhutto et al., 2012).
组织氛围对工作满意度有积极且显著的影响，统计 t 值为 $4.299(\mathrm{t}$$4.299(\mathrm{t}$4.299(t4.299(\mathrm{t} $4.299>$$4.299>$4.299 >4.299> ttable 1.96 ），显著值为 $0.000<0.05$$0.000<0.05$0.000 < 0.050.000<0.05 。这意味着组织的氛围越好，员工的劳动能力就越好。这项研究的结果得到了 Brimhall 等人 （2014） 的研究的支持，该研究表明组织氛围和工作满意度是相关的。这项研究还表明，测量不同的变量会产生不同的结果。Griffin （2001） 和 Bhutto 等人 （2012） 显示了不同的结果。Griffin （2001） 发现了预测工作满意度的三个维度，即监督质量、角色模糊性和培训。Bhutto 等人（2012 年）发现组织氛围和工作满意度维度之间的结果喜忧参半。组织结构、身份和人际关系与工作满意度呈正相关，而正义和赋权与工作满意度呈负相关（Bhutto et al.， 2012）。

Organizational climate has a negative and significant effect on turnover intention with a statistic t value of 5.210 ( t value
组织氛围对离职意愿有负向显著影响，统计量 t 值为 5.210 （ t 值
$5.210>\mathrm{t}$$5.210>\mathrm{t}$5.210 > t5.210>\mathrm{t} table 1.96 ) with a significant value of $0.018<0.05$$0.018<0.05$0.018 < 0.050.018<0.05. This means that the higher the organizational climate the company has, the lower the turnover intention of the employees.Research conducted by Teh (2014) regarding the influence of organizational climate on turnover intention and employee job satisfaction argues that the results of organizational climate and job satisfaction have a negative impact on turnover intention. Jyoty (2013) conducted research on the influence of organizational climate on job satisfaction, work commitment, and turnover intention, suggesting that job satisfaction has a negative effect in mediating the organizational climate on turnover intention. According to Suhanto (2009) research concerning work stress and organizational climate towards turnover intention with job satisfaction as a mediating variable, suggests that organizational climate has a negative effect on turnover intention with job satisfaction as a mediating variable.
$5.210>\mathrm{t}$$5.210>\mathrm{t}$5.210 > t5.210>\mathrm{t} 表 1.96 ） 中，有效值为 $0.018<0.05$$0.018<0.05$0.018 < 0.050.018<0.05 。这意味着公司的组织氛围越高，员工的离职意愿就越低。Teh （2014） 对组织氛围对离职意愿和员工工作满意度的影响进行的研究认为，组织氛围和工作满意度的结果对离职意愿有负面影响。Jyoty （2013） 对组织氛围对工作满意度、工作承诺和离职意愿的影响进行了研究，表明工作满意度在中介组织氛围对离职意愿有负面影响。根据 Suhanto （2009） 关于工作压力和组织氛围对工作满意度作为中介变量的离职意愿的研究，表明组织氛围对工作满意度作为中介变量的离职意愿有负面影响。

Compensation has a positive and significant effect on job satisfaction with a statistical $t$$t$tt value of 2.634 ( $t$$t$tt value $2.634>$$2.634>$2.634 >2.634> $t$$t$tt table 1.96) with a significant value of $0.009<0.05$$0.009<0.05$0.009 < 0.050.009<0.05. This means that the higher the compensation given by the company, the higher employee job satisfaction is obtained. Sopiah (2013) conducted research on employees in the Islamic Bank of Malang, and found that compensation had a positive effect on job satisfaction. Employees who are given compensation according to the workload, the level of their satisfaction in the work is also getting higher. Vice versa, if the compensation given is inappropriate and timely, employee satisfaction will decrease.
薪酬对工作满意度有积极而显著的影响，统计 $t$$t$tt 值为 2.634 （ $t$$t$tt 值 $2.634>$$2.634>$2.634 >2.634> $t$$t$tt 表 1.96），显著值为 $0.009<0.05$$0.009<0.05$0.009 < 0.050.009<0.05 。这意味着公司给予的薪酬越高，员工的工作满意度就越高。Sopiah （2013） 对玛琅伊斯兰银行的员工进行了研究，发现薪酬对工作满意度有积极影响。根据工作量获得报酬的员工，他们对工作的满意度也越来越高。反之亦然，如果给予的补偿不适当和不及时，员工的满意度就会降低。

Compensation has a negative and significant effect on turnover intention with a statistical $t$$t$tt value of $2,396(\mathrm{t}$$2,396(\mathrm{t}$2,396(t2,396(\mathrm{t} value $2,396>\mathrm{t}$$2,396>\mathrm{t}$2,396 > t2,396>\mathrm{t} table 1.96 ) with a significant value of $0.032<0.05$$0.032<0.05$0.032 < 0.050.032<0.05. This means that the higher the compensation given by the company, the lower the turnover intention held by the employee. Researched by Sopiah (2014) revealed that financial compensation has a negative effect on turnover intention. Devi and Adnyana (2015) Financial compensation has a negative effect on employee turnover which means that the greater the financial compensation received, the intention to get out of work will be reduced because employees feel valued by their needs that can be met, conversely the low financial compensation received then turnover intention will be higher so compensation will be very useful if given with sacrifices that employees give to the company. The results of the research conducted by Putrianti (2014) prove that compensation has a negative and significant effect on turnover intention. The research of Widayati and Yunia (2016) also proves that compensation has a negative effect on turnover intention.
补偿对离职意向有消极而显著的影响，统计 $t$$t$tt 值为 $2,396(\mathrm{t}$$2,396(\mathrm{t}$2,396(t2,396(\mathrm{t} 值 $2,396>\mathrm{t}$$2,396>\mathrm{t}$2,396 > t2,396>\mathrm{t} 表 1.96 ），显著值为 $0.032<0.05$$0.032<0.05$0.032 < 0.050.032<0.05 。这意味着公司给予的薪酬越高，员工的离职意愿就越低。Sopiah （2014） 的研究显示，经济补偿对离职意愿有负面影响。Devi 和 Adnyana （2015） 经济补偿对员工流动率有负面影响，这意味着获得的经济补偿越大，失业的意愿就会降低，因为员工觉得他们的需求可以得到满足而受到重视，相反，收到的低经济补偿则离职意愿会更高，因此如果以员工为公司做出的牺牲来给予补偿，将非常有用。Putrianti （2014） 进行的研究结果证明，薪酬对离职意愿有消极而显著的影响。Widayati 和 Yunia （2016） 的研究也证明，薪酬对离职意愿有负面影响。

Job satisfaction has a significant and negative effect on turnover intention with a statistical t value of 5.143 ( t value $5.143>\mathrm{t}$$5.143>\mathrm{t}$5.143 > t5.143>\mathrm{t} table 1.96) with a significant value of $0.000<0.05$$0.000<0.05$0.000 < 0.050.000<0.05. This means that the higher the job satisfaction that is owned by employees, the lower the turnover intention possessed by employees.A similar study was conducted by Babakus, et al. (1999) and Low, et al. (2001) in Jaramillo, etal. (2006) draw the conclusion that job satisfaction also has an indirect
工作满意度对离职意愿有显著的负面影响，统计 t 值为 5.143 （ t 值 $5.143>\mathrm{t}$$5.143>\mathrm{t}$5.143 > t5.143>\mathrm{t} 表 1.96），显著值为 $0.000<0.05$$0.000<0.05$0.000 < 0.050.000<0.05 。这意味着员工拥有的工作满意度越高，员工的离职意愿就越低。Babakus 等人 （1999） 和 Low 等人 （2001） 在 Jaramillo 等人中进行了类似的研究。（2006） 得出的结论是，工作满意度也有间接的
relationship to the turnover intention. The same opinion was conveyed by Busch et al. (1998) in Hwang and HueiKuo (2006) explain that someone who is relatively satisfied with his job will stay in the company longer, and can reduce the level of employee turnover and reduce absence. Research conducted by Trevor (2001) in San Hwang and HueiKuo (2006) reinforces similar opinions with tangible results regarding the relationship between job satisfaction and turnover which indicates that there is a negative relationship between job satisfaction and turnover. Another study was conducted by Chiu and Francesco (2003) in Chiu, et al. (2005) which indicates that individual turnover intention has a negative relationship with job satisfaction and organizational commitment.
与换手意向的关系。Busch et al. （1998） 在 Hwang 和 HueiKuo （2006） 中也表达了同样的观点，他们解释说，对自己的工作相对满意的人会在公司待得更久，并且可以降低员工流动率和减少缺勤率。Trevor （2001） 在 San Hwang 和 HueiKuo （2006） 进行的研究强化了类似的观点，并取得了关于工作满意度和离职率之间关系的切实结果，这表明工作满意度和离职率之间存在负相关。Chiu 和 Francesco （2003） 在 Chiu， et al. （2005） 中进行了另一项研究，该研究表明个人离职意向与工作满意度和组织承诺呈负相关。

The results of mediation testing with the VAF method in this study have fulfilled several requirements, namely, first, the direct effect is found to be significant (a) when the job satisfaction variable (M) has not been included in the model. Second, after the job satisfaction variable ( $M$$M$MM ) is included in the model, the indirect effect ( $\mathrm{b}\times \mathrm{c}$$\mathrm{b}\times \mathrm{c}$bxxc\mathrm{b} \times \mathrm{c} ) is also found to be significant. Paths that are band care also significant. Third, calculate the Variance Accounted For (VAF) with the formula:
本研究中使用 VAF 方法进行中介检验的结果满足了几个要求，即，首先，当工作满意度变量 （M） 未包含在模型中时，发现直接效应是显着的 （a）。其次，在将工作满意度变量 （ $M$$M$MM ） 包含在模型中后，发现间接效应 （ $\mathrm{b}\times \mathrm{c}$$\mathrm{b}\times \mathrm{c}$bxxc\mathrm{b} \times \mathrm{c} ） 也显著。波段护理路径也很重要。第三，使用以下公式计算方差 （VAF）：

Because the value of VAF ( 90.2 percent) is more than 20 percent, it can be explained that there is a mediating effect. Thus, the hypothesis which states that job satisfaction mediates the influence of organizational climate on turnover intention.
因为 VAF 的值 （90.2%） 超过 20%，所以可以解释存在中介效应。因此，该假设指出工作满意度中介组织氛围对离职意愿的影响。

Because the value of VAF ( 86.3 percent) is more than 20 percent, it can be explained that there is a mediating effect. Thus, the hypothesis which states that job satisfaction mediates the effect of compensation on turnover intention.
因为 VAF 的值 （86.3%） 超过 20%，所以可以解释存在中介效应。因此，该假设指出工作满意度介导薪酬对离职意愿的影响。

Organizational climate has a positive and significant effect on employee job satisfaction. This means that the better the organizational climate, the more job satisfaction employees will increase. Organizational climate has a negative and significant effect on turnover intention. This means that the higher the organizational climate the company has, the lower the turnover intention of the employees. Compensation has a positive and significant effect on job satisfaction. This means that the higher the compensation given by the company, the more job satisfaction employees will increase. Compensation has a negative and significant effect on turnover intention. This means that the higher the compensation given by the company, the lower the turnover intention held by the employee. Job satisfaction has a
组织氛围对员工的工作满意度有积极而显着的影响。这意味着组织氛围越好，员工的工作满意度就越高。组织氛围对离职意愿有消极而显著的影响。这意味着公司的组织氛围越高，员工的离职意愿就越低。薪酬对工作满意度有积极而显着的影响。这意味着公司给出的薪酬越高，员工的工作满意度就越高。薪酬对离职意愿有消极而显著的影响。这意味着公司给予的薪酬越高，员工的离职意愿就越低。工作满意度有