Journal of Management and Digital Business, 5.
, 2025, 435-448 Available at: https://journal.
id/index.
php/jmdb EISSN: 2797-9555 Workload.
Job Stress, and Employee Turnover Intention Ferdinandus Constantio S*.
Wilson Bangun Fakultas Hukum dan Bisnis Digital.
Universitas Kristen Maranatha.
Indonesia *) Corresponding Author .
mail: ferdinandusconstantio0003@gmail.
Abstract This study employs a quantitative design to examine the impact of job stress and workload on employee turnover intention, the relationship between workload and job stress, and the mediating effect of job stress on the association between workload and this intention.
The population comprises the employees of Company X in West Java, specifically in the southern region, totaling 898.
Furthermore, the Issac and Michael formula counts the representative samples, i.
, 270.
After distributing the questionnaire, this study received only 238 responses.
Then, their responses are analyzed using the covariance-based structural equation model.
Finally, this investigation reveals a positive effect of job stress and workload on turnover intention, a positive association between workload and job stress, and job stress acting as the Based on this evidence, this study provides guidelines for the company to develop a comprehensive retention strategy that aligns with this intention, thereby preventing the loss of productive employees.
Keywords: Employees.
Job Stress.
Turnover Intention.
Workload Abstrak Penelitian ini menggunakan desain kuantitatif untuk menguji pengaruh stres kerja dan beban kerja terhadap keinginan berpindah, hubungan antara beban dan stres kerja, maupun pengaruh mediasi stres kerja terhadap hubungan antara beban kerja dan keinginan berpindah.
Populasi dalam penelitian ini terdiri dari karyawan dan karyawati Perusahaan X di Jawa Barat bagian selatan dengan jumlah 898.
Selanjutnya, rumus Issac dan Michael digunakan untuk menghitung jumlah sampel yang mewakili, yaitu 270.
Setelah mendistribusikan kuesioner, studi ini hanya mendapatkan 238 respon.
Respon mereka kemudian dianalisis menggunakan model persamaan struktural berbasis kovarians.
Akhirnya, studi ini menyimpulkan pengaruh positif dari stres dan beban kerja terhadap keinginan berpindah, hubungan positif antara beban dan stres kerja dan stress kerja berperan sebagai pemediasi.
Berdasarkan bukti-bukti tersebut, penelitian ini menawarkan pedoman bagi perusahaan untuk merumuskan strategi retensi yang komprehensif untuk menghindari keinginan berpindah yang dapat mencegah hilangnya karyawan dan karyawati yang produktif.
Kata kunci: beban kerja.
Karyawan, stres kerja, keinginan berpindah How to cite: Constantio S.
, & Bangun .
Workload.
Job Stress, and Employee Turnover Intention.
Journal of Management and Digital Business, 5.
, 435Ae448.
https://doi.
org/10.
53088/jmdb.
Introduction As a profit-oriented institution, the company has targets established by shareholders and top managers to reach its business growth (George et al.
, 2.
Then, these targets are derived to be measurable objectives, for example, the increase in sales and total assets and equity at the specific level (Wheelen et al.
, 2.
Moreover, to be reachable, these objectives must become employee focus (Islami et al.
, 2.
For workaholic and engaged employees, these high objective levels will be attainable through solid effort, whether with or without enjoyment (Van Beek et al.
, 2.
Copyright A 2025 by Authors.
this is an open-access article under the CC BY-SA License .
ttps://creativecommons.
org/licenses/by-sa/4.
Journal of Management and Digital Business, 5.
, 2025, 436 However, not all employees are workaholic and engaged.
For them, the excessive targets will likely stimulate them to consider resigning from work (Hulu, 2.
If employees realize the intention to quit, the company will suffer the consequences.
Firstly, it must operate with employees left, resulting in decreased productivity.
Secondly, it loses employees.
therefore, it must recruit, select, and train candidates and these activities are not inexpensive.
Thirdly, it needs to wait for the new employees to be productive in their adjustment period (Al-Suraihi et al.
, 2.
Indeed, firm targets are often unattainable, as evidenced by unfulfilled work deadlines, poor product quality, and reduced profits (Kwame et al.
, 2.
Based on reality.
Company X, the producer of fast-moving goods for daily necessities in West Java's southern region, experienced significant involuntary employee turnover from 2008 to November 2024.
During this period, employees resigned due to health issues .
, the distance from home to the workplace .
, family problems .
, taking new jobs in different firms .
,153 case.
, and starting their businesses .
,012 case.
Based on this information, getting a new job in a different firm is the most common case.
Therefore, to prevent most cases in the future.
Company X should evaluate some determinants of turnover One of the factors of employee turnover intention is job stress, as proven by earlier scholars (Alblihed & Alzghaibi, 2022.
Anees et al.
, 2021.
Hadi & Surya, 2023.
Imaroh et al.
, 2023.
Nurul & Yuniawan, 2024.
Pravitasari, 2024.
Rahman, 2.
Employees under high job pressure struggle to concentrate on their tasks with the available resources (Rahman, 2.
Instead, they will not accomplish their tasks and seek other companies to apply (Gautam & Gautam, 2.
Unfortunately.
Wachidah et al.
and Wahidin and Heryjanto .
document the insignificant relationship between job stress and turnover intention.
Another factor influencing turnover intention is workload, as confirmed by previous researchers (Abbas et al.
, 2021.
Anees et al.
, 2021.
Gautam & Gautam, 2024.
Hadi & Surya, 2023.
Hariyanto et al.
, 2022.
Imaroh et al.
, 2023.
Omar et al.
, 2.
According to Gautam and Gautam .
, occupational stress is often attributed to excessive However.
Sudirman et al.
demonstrate the meaningless association between workload and turnover intention.
Additionally, some scholars attempt to examine the workload and job stress, but the results are incoherent.
In their research.
Kokoroko and Sanda .
Hadi and Surya .
Imaroh et al.
Saedpanah et al.
Belizario et al.
Gautam and Gautam .
Shofi et al.
, and Surya and Rihayana .
document a positive relationship.
According to Gautam and Gautam .
, workload refers to the unmanageable occupational expectations placed on an employee within a specific time It occurs because the job demands exceed normal conditions, resulting in physical and mental exhaustion and stress.
On the other hand.
Omar et al.
and Sukesi et al.
illustrate a worthless association between workload and occupational stress.
Journal of Management and Digital Business, 5.
, 2025, 437 By highlighting these various facts, this research aims to reexamine the impact of job stress and workload on turnover intention, as well as the influence of job stress on After considering this purpose, the opportunity to examine JS to mediate the association between workload and turnover intention is also open by referring to Wibowo et al.
Hadi and Surya .
, and Imaroh et al.
Gautam and Gautam .
Indeed, this research will enrich the literature review on human resource management if the mediating impact confirmation exists.
Literature Review Turnover Turnover refers to the process by which employees leave their jobs.
This turnover can be involuntary or voluntary.
This involuntary action occurs when employees are underperforming or violating the company's established working rules.
On the other hand, voluntary action occurs because of their willingness to leave the company (Valentine et al.
, 2.
Turnover intention typically occurs before employees plan to quit their jobs.
This intention refers to the likelihood of employees voluntarily leaving their workplace, as provided by their current employer (Alblihed & Alzghaibi, 2.
appears that their thoughts and feelings are influenced by the objectionable work circumstances (Robbins & Judge, 2.
Job stress and turnover intention Job stress occurs when employees are given heavy assignments that are unsuitable for their competence and comprehension, leading to underperforming results (Kanellakis et al.
, 2.
It is due to tension, which creates physical and psychological imbalances in employees, influencing their emotions and thoughts (Zainal et al.
, 2.
Using correlation analysis.
Alblheid and Alzghaibi .
found a positive correlation between the workload of healthcare workers and job stress in Saudi Arabia.
Equally.
Anees et al.
and Rahman .
affirm this positive tendency of workload toward job stress when examining professors, senior and junior lecturers, tutors, and administrative staff members in Malaysia, as well as front-line employees from manufacturing, service, and marketing industries in Bangladesh, to some extent.
From Indonesia.
Wibowo et al.
Imaroh et al.
Nurul and Yuniawan .
, and Pravitasaro .
demonstrate a similar tendency after studying employees in Bentoel Prima as a manufacturing company in Malang, village-owned enterprises in Malang.
Gen-Z employees in private firms, and workers in outsourcing companies.
Using marketing staff members in the bank in Indonesia.
Hadi and Surya .
confirm the same propensity.
By mentioning this evidence, hypothesis one is as follows.
H1: Job stress positively affects turnover intention.
Workload and turnover intention Workload ensues when a company's request to accomplish tasks exceeds an employee's capabilities.
Indeed, the company always requires that the employee do them quickly (Omar et al.
, 2.
In their investigation.
Omar et al.
found that the higher the workload, the higher the turnover intention, as perceived by insurance Journal of Management and Digital Business, 5.
, 2025, 438 employees in Malaysia.
Likewise.
Abbas et al.
and Annes et al.
demonstrate this positive effect when surveying female doctors and nurses in Pakistan and university employees in Malaysia, respectively.
From Indonesia.
Imaroh et al.
Ong et al.
, and Hariyanto et al.
support this proof after investigating employees of the village-owned company of Sumber Sejahtera in Malang, millennial employees in Batam City and the workers of Baitul Mal Wat Tamwil of Nuansa Umat in Madura, separately.
Using marketing employees in the bank.
Hadi and Surya .
confirm the same propensity.
By pointing out this evidence, hypothesis two is like this.
H2: Workload positively affects turnover intention.
Workload and job stress The company's demand to accomplish tasks within a short period, often exceeding employee capabilities, creates an excessive workload in the workplace (Omar et al.
After investigating outpatient nurses in Ghana.
Kokoroko and Sanda .
demonstrate that the lesser the workload, the lower the job stress.
Similarly.
Saedpanah et al.
and Belizario et al.
confirm this evidence by utilizing the perspectives of teachers in Peru and nurses in Iran, respectively.
Wibowo et al.
Imaroh et al.
, and Shofi et al.
verified this positive sign after learning about the perception of manufacturing employees, village-owned enterprise workers, public civil servants, and banking employees in Indonesia, respectively.
Using employees from banks in Indonesia.
Hadi and Surya .
and Surya and Rihayana .
confirm the same propensity.
By referring to this evidence, hypothesis three is like this.
H3: Workload positively affects job stress.
The mediating effect of job stress on the association between workload and turnover intention Wibowo et al.
find that job stress (JS) fully mediates the effect of workload (WKL) and turnover intention (TI), where the meaningful impact of WKL on JS and JS on TI exists, supported by the trivial relationship between WKL and TI.
Meanwhile.
Hadi and Surya .
successfully demonstrated that job stress (JS) partially mediates the impact of workload (WKL) on turnover intention (TI), as explained by the expressive effect of WKL on JS, the impact of JS on TI, and the relationship between WKL and TI.
Similarly, the partial mediating gets support from Imaroh et al.
and Gautam and Gautam .
Hence, hypothesis four is like this after referring to partial and complete mediating verification:
H4.
Job stress mediates the relationship between workload and turnover intention.
Research Paradigm The research paradigm, as described by the first, second, third, and fourth hypotheses, is illustrated in Figure 1.
Outlining Ong et al.
and Olii et al.
, a dotted line describes the mediating effect.
Journal of Management and Digital Business, 5.
, 2025, 439
H2 ( )
Workload
H3 ( )
Job
Stress
H1 ( )
Turnover Intention
H4( )
Figure 1.
Research Paradigm Research Method The variable position of workload (WKL) is exogenous.
However, job stress (JS) and turnover intention (TI) are endogenous.
The workload and turnover intention indicators are from Sidhu et al.
and Skelton et al.
Moreover, measuring job stress, as defined by Rahman .
, involves the dimensions and their indicators (Table .
The population consists of 898 employees of Company X in West Java, specifically in the southern region.
Furthermore, this study counts total samples (TS) based on the Issac and Michael formula in Sugiyono .
utilizing the degree of freedom = 1 and 5% significance level to get chi-square (N.
statistic = 3.
841, the true and false likelihood (P and Q) of 0.
5 and 0.
5, and the difference between average population and sample .
ee Equation .
ycNycI = yue 2 ycycycaycycnycycycnyca.
ycE ycc2 .
cEycI Oe .
yue 2 ycycycaycycnycycycnyca.
ycNycI = yue 2 ycycycaycycnycycycnyca.
A A A A A A A A A A A A A A A A A .
cEycI Oe .
After employing this formula, this study obtained 269.
26 = 270 .
Then, a simple random sampling technique is used to select samples.
This research uses a covariance-based structural equation model (CBSEM) to analyze the responses.
This circumstance is due to the confirmation of the theory through the formulated hypotheses.
Therefore, the total sample size is at least 200 (Ghozali, 2021.
Likewise.
Ghozali .
states that CBSEM combines factor and path analyses based on the maximum likelihood estimation technique, and the analysis of moment structure (AMOS) program helps to analyze data.
In this study context, the model is in Equations 2 and 3:
ycNya = yu1 yaycI yu1 .
ycOyaya yuO1 yaycI = yu1 .
ycOyaya yuO1 Moreover, this research utilizes a questionnaire distribution survey to get the respondents, as Sugiyono .
Following Olii et al.
, this investigation employs a seven-point Likert scale to measure disagreement and According to Joshi et al.
, these seven points enable respondents to select various options, unlike the five-point scale, which offers only five possibilities.
Journal of Management and Digital Business, 5.
, 2025, 440 Table 1.
Measurement Items for Workload.
Job Stress, and Turnover Intention Variable Dimension Indicator Source Workload WKL1: My workload is too heavy.
Sidhu et WKL2: My job description and its outcome al.
are imprecise and inadequate.
WKL3: I tend to feel my failure.
WKL4: I have a poor interactive system.
WKL5: I have a short time to accomplish my tasks.
WKL6:I only have a little time with my WKL7: I get a lower salary, although I accomplish tasks.
WKL8: I am required to work on weekends and holidays.
WKL9: I work under a stressful timetable to finish tasks WKL10: I am frustrated because of the number of phone calls I have to attend to.
WKL11: I get assigned without adequate WKL12: My job has conflicting demands.
WKL13 This job makes my life Job stress Cognitive JSCI1: I ponder problems at work.
Rahman Irritation although I am at home.
et al.
JSCI2: I still ponder problems at work, .
even though I am on holiday.
Emotional JSEI1: Although I do not want this to Irritation happen.
I get angry quickly.
JSEI2: Although I do not want this to happen.
I get irritated easily.
Turnover TI1: I will ponder quitting this company.
Skelton Intention TI2: I plan to search for a new job the et al.
following year.
TI3: I will not work for this company if I get the opportunity to work in another Furthermore, examining validity and reliability is vital in CBSEM.
Accurate responses exist if the loading factor and average variance extracted (AVE) exceed 0.
(Ghozali, 2.
The consistent answers happen if composite reliability is beyond 0.
(Ghozali, 2.
, and so is Cronbach Alpha (Ghozali, 2021.
Next.
CBSEM must accomplish its fitness, mirrored by a relative fit index (RFI) above 0.
9 (Junaidi, 2.
, norm fit.
Tucker-Lewis, and comparative fit indexes (NFI.
TLI, and CFI) more advanced 9 (Dash & Paul, 2.
, and root mean square error approximation (RMSEA) 08 (Dash & Paul, 2.
Finally, following Hadianto et al.
, the one-tailed probability of the critical ratio is employed to examine each hypothesis.
The hypothesis is supportable if it is inferior to a 5% significance point ().
Journal of Management and Digital Business, 5.
, 2025, 441 Results and Discussion Results Table 2 presents the profile of 238 employees who participated in the survey between December 2024 and January 2025.
Hence, the response rate is 238/270 x 100% = The majority are male .
62%), between 21 and 25 years old .
18%), and have an academic undergraduate background based on their last schooling level .
55%).
They are employed in business management and human resource departments .
61% eac.
Conversely, the minority are female .
38%), between 46 and 50 years old .
42%), from vocational senior high school .
84%), and in the legal and sales departments .
84% eac.
Table 2.
Employee Characteristics Features Description Total Gender Male Female Age Group 17Ae20 years 21Ae25 years 26Ae30 years 31Ae35 years 36Ae40 years 41Ae45 years 46Ae50 years Last Educatiion Senior high school Level Vocational senior high school Vocational higher institution Academic undergraduate Department Workshop and vehicle Business development Business management Driver of goods distribution Electronic data processing Human resource Internal auditor Finance Legal Logistic Merchandise staff Operational administration Accounting Sales taking order Merchandiser manager Canvasser Sales Pareto Sales data analyst Warehouse Percentage Table 3 presents the examination results for the validity and reliability of workload and turnover intention.
Journal of Management and Digital Business, 5.
, 2025, 442 For validity testing result, the loading factor of WKL1.
WKL2.
WKL3.
WKL4.
WKL5.
WKL6.
WKL7.
WKL8.
WKL9.
WKL10.
WKL11.
WKL12.
WKL13.
TI1.
T2, and TI3 is more prominent than 0.
5: 0.
770, 0.
874, 0.
868, 0.
831, 0.
749, 0.
691, 0.
823, 0.
837, 0.
870, 0.
850, 0.
845, 0.
888, 0.
905, 0.
895, and 0.
Therefore, valid responses exist for workload and turnover intention, as confirmed by AVE greater 5: 0.
674 for WKL and 0.
789 for TI.
For reliability testing results, the composite reliability (CR) and Cronbach's Alpha (CA) for the workload are 0.
964 and 0.
963, respectively.
For turnover intention, their value is 0.
918 and 0.
Because they are above 0.
7, a reliable response Table 3.
Accuracy and consistency results for workload and turnover intention Variable Loading Composite Cronbach
Item
AVE
Alpha
Workload
WKL1
WKL2
WKL3
WKL4
WKL5
WKL6
WKL7
WKL8
WKL9
WKL10
WKL11
WKL12
WKL13
Turnover TI1
Intention
TI2
TI3
Table 4.
Accuracy and Consistency Examination Results for Job Stress
Item
Loading factor
AVE
Composite Reliability Cronbach Alpha
CI1
CI2
EI1
EI2
Table 4 depicts the examination results for the validity and reliability of job stress dimensions: cognitive irritation (CI) and emotional irritation (EI) and their indicators:
For indicators, the loading factor for CI1.
CI2.
EI1, and EI2 is higher than 0.
5: 0.
843, 0.
880, and 0.
Hence, valid responses exist for workload and turnover intention, as confirmed by AVE greater than 0.
5: 0.
674 for WKL and 0.
789 for TI.
Additionally.
CR and CA for CI are higher than 0.
7, at 0.
780 and 0.
777, respectively.
For EI, they are more significant than 0.
7: 0.
898 and 0.
Thus, reliable responses happen.
Journal of Management and Digital Business, 5.
, 2025, 443 For dimensions, the loading factor of CI and EI is higher than 0.
5: 0.
923 and 0.
Hence, these dimensions are valid, as affirmed by AVE, with a value greater than 5: 0.
CR and CA for job stress are also higher than 0.
7, at 0.
920 and 0.
Thus, the dimensions are reliable.
Table 5.
Model Fit Results Quantification Value RFI
NFI
TLI
CFI
RMSEA
Table 5 depicts the model fitness result of covariance-based SEM: RFI = 0.
9 as the benchmark by Junaidi .
NFI = 0.
TLI = 0.
CFI = 0.
9 as Dash and Paul .
RMSEA = 0.
072, beneath 0.
08, as demanded by Dash and Paul .
Because these values achieve this required circumstance, the data adequately support the model.
Table 6.
Testing Results for Hypotheses One.
Two, and Three Hypothesis Relationship One Two Three JS Ie TI WKL Ie TI WKL Ie JS Unstandardized Path Coefficient (UPC) Standard Error Critical Probability TwoOnetailed Table 6 demonstrates the model estimation results, i.
, one-tailed probability of the critical ratio of JS Ie TI.
WKL Ie TI, and WKL Ie JS of 0.
000, 0.
013, and 0.
000 with positive path coefficient.
Because this probability is under 5%, hypotheses one, two, and three are accepted.
Table 7.
Testing Results of the Mediating Role of Job Stress Using the Sobel Test Mediating Related Association UPC Standard Error WKL Ie JS Ie TI WKL Ie JS JS Ie TI Indirect Effect Sobel test Standard ZError Probability .
-taile.
Table 7 provides the Sobel examination result, i.
, the two-tailed probability of Zstatistic for the indirect effect based on unstandardized path coefficients: 0.
Because this value is less than 5%, hypothesis four is acceptable: Job stress mediates the impact of workload on turnover intention.
Discussion The Effect of Job Stress on Turnover Intention This investigation admits the first hypothesis, announcing a positive relationship between job stress and turnover intention.
This situation indicates that occupational stress renders employees physiologically unsafe, leading them to resign from their current workplace and seek another offering of uncomplicated tasks.
Therefore, this positive outcome aligns with Alblihed and Alzghaibi .
Anees et al.
, and Journal of Management and Digital Business, 5.
, 2025, 444 Rahman .
, who utilized Saudi Arabian.
Malaysian, and Bangladeshi employees as their samples, respectively, and found that higher job stress is associated with higher turnover intention.
Equally, this first hypothesis testing result confirms Wibowo et al.
Hadi and Surya .
Imaroh et al.
Nurul and Yuniawan .
, and Pravitasari .
applying the Indonesian employees and Gautam and Gautam .
based on the viewpoint of employees in Nepal, with a positive direct connection: The employees with higher job stress will intend to quit their company.
The Effect of Workload on turnover intention This investigation accepts the second hypothesis, indicating a positive relationship between workload and turnover intention.
With several substantial things to do in their current workplace, the employees will search for similar or different jobs outside, offering lighter loading with comparable compensation.
Therefore, this positive outcome supports the findings of Omar et al.
, using Malaysian employees, as well as those of Abbas et al.
and Annes et al.
, which utilized Pakistani and Malaysian participants.
Similarly, this second hypothesis verification supports Hariyanto et al.
Hadi and Surya .
Imaroh et al.
, and Ong et al.
based on the perspective of Indonesian employees, and Gautam and Gautam .
based on the viewpoint of employees in Nepal, declaring the more advanced the workload, the more advanced turnover intention.
The Effect of Workload on job stress This investigation supports the third hypothesis, which posits a positive relationship between workload and job stress.
Employees with too much everything to do in their workplace will have a heavy responsibility to accomplish it on time.
If they cannot do it well, they will be stressed.
Thus, this positive outcome aligns with the findings of Kokoroko and Sanda .
from Ghana.
Saedpanah et al.
from Peru, and Belizario et al.
from Iran.
Likewise, the third hypothesis verification supports Wibowo et al.
Hadi and Surya .
Imaroh et al.
Shofi et al.
, and Surya and Rihayana .
based on the viewpoints of Indonesian employees, and Gautam and Gautam .
after studying the employees in Nepal, declaring the employees with enormous workload tend to have the immense job stress.
The Role of Job Stress in Linking Workload to Turnover Intention This investigation accepts the fourth hypothesis, demonstrating that job stress mediates the relationship between workload and turnover intention.
This mediation of job stress is partially due to the significant direct effect of workload on turnover intention, which is reinforced by the substantial indirect impact of job stress.
Therefore, this finding confirms Hadi and Surya .
and Imaroh et al.
, who investigated 116 marketing staff members of the BRI Branch Office and 126 employees of the villageowned enterprise separately.
Journal of Management and Digital Business, 5.
, 2025, 445 Correspondingly, this fourth hypothesis testing result is confirmed by Gautam and Gautam .
, who used a sample of 408 bank employees in Nepal and affirmed this partial mediation by demonstrating that the higher the workload, the higher the job The higher the occupational stress, the higher the turnover intention, supported by the positive tendency of workload toward the turnover intention.
This study finds that the workload triggers stress in employees, leading to an intention to leave the company.
By acknowledging this evidence, firm management must reduce job stress to decrease turnover intention by providing sufficient resources, flexible time, and fair compensation to enable task completion.
Suppose the company has carried out these efforts to reduce workload.
In that case, occupational stress will decrease, reflected in personal comfort about work when they are no longer at the office and are no longer furious and irritated.
If they are in these situations, they will not decide to quit the company.
Conclusion The findings of this investigation demonstrate that workload and job stress are positively correlated with turnover intention.
Similarly, workload and job stress are positively connected.
Besides, the partial mediating role of job stress is confirmed.
This partial mediation enriches the previous related studies in human resource Although it demonstrates significant direct and indirect effects, the determinant of job stress is only one: workload.
Hence, other scholars may employ working environment, job insecurity, role conflict, coworker support, work-life balance, role ambiguity, job tenure, and leader support as additional factors.
Acknowledgments We are grateful to Maranatha Christian University for funding the article processing charge of this publication.
References