Job Demands, Resources, and Turnover Intention: Job Satisfaction Mediation among Outsourced Ground Handling Employees

Putu Dea Saraswati Wirawan; Yoseva Maria Pujirahayu Sumaji; Bisma Jatmika Tisnasasmita

doi:10.59261/jbt.v7i3.735

Authors

Putu Dea Saraswati Wirawan Universitas Ciputra Surabaya
Yoseva Maria Pujirahayu Sumaji Universitas Ciputra Surabaya
Bisma Jatmika Tisnasasmita Universitas Ciputra Surabaya

DOI:

https://doi.org/10.59261/jbt.v7i3.735

Keywords:

Job Motivation, Job Stress, Job Satisfaction, Quality of Work Life, Turnover Intention, Outsourcing

Abstract

Background: Turnover intention remains a persistent problem in labour-intensive service industries, particularly among outsourced workers who face job insecurity, limited career mobility, and heavy operational demands. Evidence on how job resources and job demands translate into withdrawal intentions remains inconsistent, and job satisfaction has rarely been tested as a transmission mechanism within a single Job Demands–Resources model in aviation ground handling.

Objective: This study examines the effects of job motivation, job stress, and quality of work life on turnover intention, with job satisfaction as a mediator, among outsourced employees of PT Gapura Angkasa at I Gusti Ngurah Rai International Airport.

Methods: An explanatory quantitative design was applied to 192 respondents drawn by proportionate stratified random sampling from a population of 372 outsourced employees. Data were analysed with Partial Least Squares–Structural Equation Modelling in SmartPLS 4 using a disjoint two-stage hierarchical component model.

Results: Job motivation and quality of work life significantly reduced turnover intention, whereas job stress showed no significant direct effect. Job satisfaction mediated the motivation and stress pathways but not the quality of work life pathway.

Conclusion: The findings extend Job Demands–Resources Theory by showing that job satisfaction is the principal transmission mechanism of the health impairment process, while job resources also operate through a direct motivational route. Management should prioritise structured recognition, workload redistribution, and contract transparency to retain outsourced ground handling personnel.

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