Why do employees stay despite workplace violence? The roles of job satisfaction and organizational commitment
DOI:
https://doi.org/10.31106/jema.v23i1.25004Keywords:
Workplace Violence, Satisfaction, Commitment, Turnover Intention, Employee Retention, Workforce SustainabilityAbstract
Workplace violence is widely recognized as a driver of employee withdrawal and turnover; however, limited evidence explains why employees in labor-intensive industries often remain despite adverse workplace experiences. This study examines the relationships among workplace violence, job satisfaction, organizational commitment, and turnover intention in the Indonesian plantation sector. Using survey data from 354 employees and Partial Least Squares Structural Equation Modeling, the findings show that workplace violence significantly influences turnover intention and reduces job satisfaction. Job satisfaction partially mediates the relationship between workplace violence and turnover intention, indicating that adverse workplace experiences shape employees’ turnover intentions. Organizational commitment significantly moderates the violence–turnover relationship, suggesting that highly committed employees may react more strongly to workplace violence due to a greater sense of psychological attachment and perceived betrayal. An unexpected finding indicates that some employees remain despite workplace violence, due to economic dependence, limited employment alternatives, income security concerns, and contextual barriers to job mobility. These findings contribute to strategic human capital management literature by demonstrating that employee retention may not always signal healthy organizational conditions.
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