Cultural Foundations of Cabin Crew Retention: Evidence from Indonesia
DOI:
https://doi.org/10.1229/tecempresarialjournal.v20i1.566Keywords:
Organizational Culture, Job Security, Turnover Intention, Employee Performance, Cabin Crew, Aviation Industry.Abstract
This study investigates the dynamics underlying turnover intention by positioning organizational culture as an antecedent, job security as a moderating variable, and employee performance as a resulting outcome. The research involved a total of 353 cabin crew members as respondents. A stratified random sampling technique was employed, utilizing a proportional sampling strategy to ensure adequate representation of cabin crew from each airline company. Data analysis was conducted using the Structural Equation Modeling (SEM) approach, specifically through Partial Least Squares (PLS) version 4. The findings of the hypothesis testing indicate that organizational culture significantly affects turnover intention; job security also has a significant impact on turnover intention; and job security moderates the relationship between organizational culture and turnover intention. Furthermore, turnover intention significantly influences employee performance, and organizational culture exerts an indirect effect on employee performance through turnover intention. A key contribution of this research is the empirical validation of job security as a quasi-moderating variable in the relationship between organizational culture and turnover intention among cabin crew members from four private, scheduled commercial airlines in Indonesia
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