The mediating role of organizational commitment in the work-family conflict and turnover intention relationship

 Corresponding author: Ida Bagus Anandika Rivayana Copyright © 2025 Author(s) retain the copyright of this article. This article is published under the terms of the Creative Commons Attribution License 4.0. The mediating role of organizational commitment in the work-family conflict and turnover intention relationship Ida Bagus Anandika Rivayana * and I Gusti Ayu Manuati Dewi Department of Management, Faculty of Economics and Business, Udayana University, Bali, Indonesia. World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 Publication history: Received 06 October 2025; revised on 19 November 2025; accepted on 21 November 2025 Article DOI: https://doi.org/10.30574/wjarr.2025.28.2.3867 Abstract This research investigates the mediating role of organizational commitment in the relationship between work-family conflict and turnover intention among employees of PT. Hatten Bali Tbk. The study is motivated by the company’s high turnover rate, which surpasses the normal threshold, and the growing challenge of balancing work and family responsibilities. Data were collected through interviews and structured questionnaires. A purposive sampling technique was employed to obtain 65 married employees as respondents. Data analysis was carried out using the Partial Least Squares (PLS) method with SmartPLS 4.1 software. The empirical results demonstrate that work-family conflict has a positive and significant effect on turnover intention, while exerting a negative and significant impact on organizational commitment. In addition, organizational commitment shows a negative and significant effect on turnover intention. The findings further confirm that organizational commitment partially mediates the effect of work-family conflict on turnover intention. These results highlight the strategic importance of fostering organizational commitment as a mechanism to reduce the adverse consequences of work-family conflict and minimize employees’ intention to leave. Theoretically, this study enriches the development of the Three-Component Model of organizational commitment, while practically offering valuable insights for human resource management in formulating effective retention strategies. Keywords: Work-Family Conflict; Turnover Intention; Organizational Commitment; Human Resource Management 1. Introduction Human resources (HR) are the most valuable assets of an organization, as a company’s success depends not only on technology, capital, or business strategy but also on the quality and capability of its employees (Aji et al., 2024). Effective HR management is therefore essential for maintaining organizational competitiveness. One of the main challenges in HR management is turnover intention employees intention to leave their jobs which can negatively impact productivity, stability, and increase recruitment and training costs (Atmajaya et al., 2024). This issue has become increasingly complex in the modern workplace and requires serious attention from organizations. Understanding the factors that influence turnover intention is essential for organizations to develop effective retention strategies. One such factor is work-family conflict, which has a significant impact on employee productivity, well-being, and stress levels (Junianingrum & Mas’ud, 2021). Work-family conflict consists of two main forms: work-to-family conflict, where work interferes with family life, and family-to-work conflict, where family responsibilities hinder job performance (Divayani & Darmawan, 2024). The negative impact of work-family conflict on turnover intention is not always direct, as organizational commitment serves as a mediating variable (Sofyan & Iqbal, 2024). Employees with high commitment levels tend to remain in their jobs despite experiencing conflicts between work and personal life (Hermawati et al., 2022). Organizational commitment reflects an employee’s emotional, economic, and moral attachment to the organization (Hamdani & World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1906 Muzahid, 2023). Several studies also indicate that work-family conflict negatively affects organizational commitment, as difficulties in balancing family and work roles can reduce employees’ loyalty to the organization (Ashary et al., 2021; Radityan et al., 2024; Sanipah et al., 2024). 2. Literature Review 2.1. The Influence of Work-family Conflict on Turnover Intention Work-family conflict (WFC) occurs when job and family demands are imbalanced, creating emotional pressure that can increase employees’ intention to leave their jobs. Various studies have shown that WFC has a positive and significant effect on turnover intention. Delvina et al., (2024) and Pramudya et al., (2025) found that work-family conflict encourages employees to seek jobs that offer better work-life balance. Similarly, Razaki & Rozana, (2022) and Rihayana et al., (2025) stated that the higher the level of work-family conflict, the greater the employees’ intention to quit. Yildiz et al., (2021) also confirmed that WFC consistently increases turnover intention across various sectors and work cultures. H1: Work-family conflict has a positive and significant effect on turnover intention. 2.2. The Influence of Work-family Conflict on Organizational commitment Previous studies have shown that work-family conflict has a negative and significant effect on organizational commitment. Ashary et al., (2021) and Hernita, (2020) found that increasing conflict between work and family reduces employee loyalty and attachment to the organization. Radityan et al., (2024) and Sanipah et al., (2024) also demonstrated that such conflict decreases employee engagement and motivation to remain with the organization in the long term. Furthermore, Srinofita et al., (2022) revealed that work-family conflict lowers all dimensions of organizational commitment including affective, continuance, and normative commitment, thus increasing the likelihood that employees will seek other job opportunities. H2: Work-family conflict has a negative and significant effect on organizational commitment. 2.3. The Influence of Organizational commitment on Turnover Intention Organizational commitment is an important factor that influences employee loyalty to the organization, reflecting emotional, normative, and continuance attachment to the workplace. Studies have shown that organizational commitment has a negative and significant effect on turnover intention. Diputra et al., (2021) and Jaya & Widiastini, (2021) found that employees with high commitment tend to stay, while those with low commitment are more likely to leave. Kalsum et al., (2022) and Rahmizal & Lasmi, (2021) also confirmed that strong loyalty and affective commitment reduce employees’ intention to quit. Furthermore, Rizki & Juhaeti, (2022) emphasized that organizational commitment not only decreases turnover intention but also enhances workforce stability. H3: Organizational commitment has a negative and significant effect on turnover intention. 2.4. Organizational commitment Mediates the Influence of Work-family Conflict on Turnover Intention Previous studies have shown that organizational commitment mediates the relationship between work-family conflict and turnover intention. Finthariasari et al., (2020) and Hamdani & Muzahid, (2023) found that an increase in workfamily conflict reduces organizational commitment, which in turn raises employees’ intention to leave. Hermawati et al., (2022) and Li et al., (2021) emphasized that when work interferes with family life, employees experience a decline in emotional attachment to the organization, increasing the likelihood of turnover. Zhou et al., (2020) further noted that enhancing organizational commitment through supportive work-life balance initiatives can mitigate the negative impact of work-family conflict on turnover intention. H4: Organizational commitment mediates the effect of work-family conflict on turnover intention. 3. Methodology This study employs a quantitative approach with a causal associative research design aimed at examining cause-andeffect relationships among variables. The research was conducted at PT. Hatten Bali Tbk, located at Jl. Bypass Ngurah Rai No. 393, Sanur Kauh, South Denpasar, Denpasar City, Bali 80227. The Turnover Intention variable (Y) consists of three indicators: thoughts of quitting, intention to quit, and intention to search for another job. The Work-Family World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1907 Conflict variable (X) is measured using three indicators: time-based conflict, strain-based conflict, and behavior-based conflict. The Organizational Commitment variable (Z) serves as the mediating variable and includes three indicators: affective commitment, normative commitment, and continuance commitment. The study population includes all 108 employees of PT. Hatten Bali Tbk. The sample was determined using purposive sampling based on the criterion of employees who are married, resulting in a total sample of 65 respondents. Data were collected through interviews and surveys using a Likert scale questionnaire ranging from 1 to 5, with response options: strongly agree (5), agree (4), neutral (3), disagree (2), and strongly disagree (1). The research instruments were tested for validity and reliability. Data analysis was carried out using SEM-PLS (Partial Least Squares Structural Equation Modeling) with the help of SmartPLS 4.1 software. 4. Research Result To describe the respondents’ assessments of each research instrument, the responses were grouped into five (5) rating scale categories. The formation of these categories was based on interval calculation, which was done by subtracting the lowest value from the highest value and then dividing the result by the number of scales used (5–1), resulting in an interval value of 0.80. The assessment criteria used can be seen in Table 1. Table 1 Measurement Criteria Average Score Category Turnover Intention Work-Family Conflict Organizational Commitment 1,00 - 1,80 Very Low Very Low Very Low 1,81– 2,60 Low Low Low 2,61 - 3,40 Moderate High Moderate High Moderate High 3,41 - 4,20 High High High 4,21 - 5,00 Very High Very High Very High 4.1. Descriptive Statistical Analysis 4.1.1. Turnover Intention The turnover intention variable (Y) is an endogenous variable measured using 16 statements on a 5-point Likert Scale. Based on respondents’ answers, the proportion of responses indicates that the level of employee turnover intention falls within the high moderate category as shown at Table 1. Table 2 Description of Respondents’ Responses to Turnover Intention Statement Distribution of respondent’s answer (person) Total responses Mean Category 1 2 3 4 5 1 I would consider changing jobs if there were a better opportunity. 3 7 21 11 23 239 3.68 High 2 I have started to feel like leaving this job. 1 15 25 17 7 209 3.22 Moderate High 3 I feel less enthusiastic or bored with my current job. 3 20 22 12 8 197 3.03 Moderate High 4 My current job does not match the skills that I possess. 3 21 16 16 9 202 3.11 Moderate High 5 I feel that my work is excessive or beyond my responsibilities. 3 10 24 15 13 220 3.38 Moderate High World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1908 6 My work environment feels uncomfortable or unsupportive. 1 18 23 12 11 209 3.22 Moderate High Thoughts of Quitting 3.32 Moderate High 7 I am looking for job opportunities elsewhere. 2 14 26 14 9 209 3.22 Moderate High 8 I often think about quitting this job. 3 13 21 10 18 222 3.42 High 9 I have contacted friends or acquaintances to look for job vacancies. 3 13 28 12 9 206 3.17 Moderate High 10 I actively search for job vacancy information. 6 12 23 14 10 205 3.15 Moderate High 11 I have written or sent a job application letter. 6 14 32 6 7 189 2.91 Moderate High 12 I regularly apply for jobs at other companies. 7 14 34 6 4 181 2.78 Moderate High Intention to Quit 3.11 Moderate High 13 I am interested in job offers from other companies. 4 12 22 11 16 218 3.35 Moderate High 14 I want to find a job that offers better income or benefits. 2 5 21 13 24 247 3.80 High 15 I am looking for a job that provides better security or stability. 2 10 20 15 18 232 3.57 High 16 I feel that there are no career development opportunities in my current workplace. 4 8 23 12 18 227 3.49 High Intention to Search for Another Job 3.55 High Overall Average of Turnover intention 3.28 Moderate High Source: Primary data, 2025 Based on Table 2, respondent’s perceptions of the turnover intention variable show an overall mean score of 3.28, which falls under the fairly high category. This indicates that employees at PT. Hatten Bali Tbk have a relatively high level of intention to leave their jobs. The statement with the lowest score is “I regularly apply for jobs at other companies,” with a mean of 2.78, suggesting that employees are not yet actively applying for other jobs. Conversely, the statement with the highest score is “I want to find a job that offers better income or benefits,” with a mean of 3.80, indicating that most employees are motivated to seek better employment opportunities offering higher compensation or improved facilities. 4.2. Work-family Conflict The work-family conflict variable in this study is an exogenous variable, symbolized as X, and measured using 16 statement items assessed on a 5-point Likert scale. Based on the respondents’ answers, the distribution of responses regarding the work-family conflict variable can be summarized as follows. World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1909 Table 3 Description of Respondents’ Responses to Work-family Conflict Statement Distribution of respondent’s answer (person) Total responses Mean Category 1 2 3 4 5 1 I feel that my time for family has decreased because of work. 9 8 17 10 21 221 3.40 Moderate High 2 I often cannot participate in family activities because of work. 5 13 18 12 17 218 3.35 Moderate High 3 I rarely have time to socialize outside of work. 9 9 20 7 20 215 3.31 Moderate High 4 I do not have enough time to help with household chores. 9 10 16 15 15 212 3.26 Moderate High 5 I often continue to work during holidays. 1 11 20 14 19 234 3.60 High 6 My irregular working hours make it difficult to manage time with my family. 9 11 14 12 19 216 3.32 Moderate High Time-Based Conflict 3.37 Moderate High 7 Family problems often interfere with my work. 9 12 13 21 10 206 3.17 Moderate High 8 When there are problems at home. I find it difficult to focus on work. 9 9 16 10 21 220 3.38 Moderate High 9 Family problems make me less productive. 9 10 15 14 17 215 3.31 Moderate High 10 Household responsibilities make it difficult for me to concentrate at work. 9 10 17 10 19 215 3.31 High 11 The heavy workload makes me feel tired at home. 1 13 17 7 27 241 3.71 High 12 I feel that I pay less attention to my family because of my job. 2 13 21 10 19 226 3.48 High Strain-Based Conflict 3.39 Moderate High 13 My family has complained because I am too busy with work. 2 15 15 13 20 229 3.52 High 14 I feel that I do not get enough support from my family regarding my job. 10 15 21 15 4 183 2.82 Moderate High 15 I feel too tired to do activities at home after work. 1 11 21 5 27 241 3.71 High 16 I often miss family moments because of work-related matters. 9 8 18 10 20 219 3.37 Moderate High Behavior-Based Conflict 3.35 Moderate High Overall Average of Work-family conflict 3.38 Moderate High Source: Primary data, 2025 World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1910 Based on Table 3, respondents perceptions of the work-family conflict variable show an overall mean score of 3.38, which falls into the fairly high category. This indicates that employees of PT. Hatten Bali Tbk experience a relatively high level of work-family conflict. The lowest-rated statement is “I feel that I do not get enough support from my family regarding my job.,” with a mean score of 2.82, suggesting that employees somewhat feel a lack of family support related to their jobs. Meanwhile, the highest-rated statements are “High workload makes me feel tired at home” and “I feel too tired to do activities at home after work.,” both with a mean score of 3.71, indicating that employees often experience fatigue after work due to heavy workloads. 4.3. Organizational Commitment Table 4 Description of Respondents’ Responses to Organizational Commitment Statement Distribution of respondent’s answer (person) Total responses Mean Category 1 2 3 4 5 1 I feel that I am an important part of this company. 12 15 10 10 18 202 3.11 Moderate High 2 I feel proud to work at this company. 1 19 12 10 23 230 3.54 High 3 I have an emotional attachment to my workplace. 12 16 15 10 12 189 2.91 Moderate High 4 I feel that every problem faced by the company is also my responsibility. 9 19 12 13 12 195 3.00 Moderate High Affective Commitment 3.14 Moderate High 5 I want to continue working at this company because I feel that my life needs are fulfilled here. 0 17 17 13 18 227 3.49 High 6 I continue to work at this company not merely for the benefits. but because of the comfort I feel. 12 16 10 10 17 199 3.06 Moderate High Continuance Commitment 3.28 Moderate High 7 I feel that being part of this company is a form of my moral responsibility. 0 21 14 6 24 228 3.51 High 8 I believe that my work in this company provides real benefits for me as an employee. 2 9 22 7 25 239 3.68 High 9 I feel that the company’s facilities greatly assist me in carrying out my duties. 0 17 16 13 19 229 3.52 High 10 I am confident that this company offers good opportunities for my career development in the future. 5 14 27 12 7 197 3.03 Moderate High Normative Commitment 3.43 Moderate High Overall Average of organizational commitment 3.28 Moderate High Source: Primary data, 2025 World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1911 The organizational commitment variable in this study serves as a mediating variable, symbolized as Z, and is measured using 10 statement items assessed on a 5-point Likert scale. Based on the respondents’ answers, the distribution of responses regarding the organizational commitment variable can be summarized as follows. Based on Table 4, the respondents’ perception of the organizational commitment variable shows an overall mean score of 3.28, which falls under the fairly high category. This indicates that employees of PT. Hatten Bali Tbk generally demonstrate a moderate level of organizational commitment. The lowest-rated statement was “I have an emotional attachment to my workplace,” with a mean score of 2.91, suggesting that employees have not yet fully developed a strong emotional connection to their organization. Conversely, the highest-rated statement was “I believe that my job in this company provides real benefits for me as an employee,” with a mean score of 3.68, indicating that employees feel their work at PT. Hatten Bali Tbk brings meaningful personal benefits. 4.4. Outer Model Test Result The outer model or measurement model in Partial Least Square (PLS)-based Structural Equation Modeling (SEM) is used to assess the validity and reliability of indicators forming latent variables. In this study, all variables are latent with reflective indicators, and the outer model evaluation focuses on several aspects. Convergent validity is tested to determine the validity of each indicator forming a variable, where an indicator is considered valid if it has an outer loading value above 0.70 and a t-statistic greater than 1.96. The results of the outer loading analysis are presented in Table 5. Table 5 Results of Outer Loadings Testing Statement-variable Outer Loadings T Statistics Explanation Y1.1<- Turnover intention 0.863 24.876 Valid Y1.2<- Turnover intention 0.852 27.707 Valid Y1.3<- Turnover intention 0.841 35.390 Valid Y1.4<- Turnover intention 0.870 22.897 Valid Y1.5<- Turnover intention 0.886 35.259 Valid Y1.6<- Turnover intention 0.829 22.665 Valid Y2.1<- Turnover intention 0.862 28.776 Valid Y2.2<- Turnover intention 0.922 52.594 Valid Y2.3<- Turnover intention 0.775 15.297 Valid Y2.4<- Turnover intention 0.854 26.600 Valid Y2.5<- Turnover intention 0.750 17.538 Valid Y2.6<- Turnover intention 0.721 15.103 Valid Y3.1<- Turnover intention 0.926 53.344 Valid Y3.2<- Turnover intention 0.885 42.412 Valid Y3.3<- Turnover intention 0.884 35.080 Valid Y3.4<- Turnover intention 0.813 10.944 Valid X1.1<- Work-family conflict 0.961 112.148 Valid X1.2<- Work-family conflict 0.910 39.518 Valid X1.3<- Work-family conflict 0.941 69.990 Valid X1.4<- Work-family conflict 0.951 88.675 Valid X1.5<- Work-family conflict 0.872 24.158 Valid X1.6<- Work-family conflict 0.938 65.925 Valid World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1912 X2.1<- Work-family conflict 0.920 43.852 Valid X2.2<- Work-family conflict 0.952 84.707 Valid X2.3<- Work-family conflict 0.940 70.305 Valid X2.4<- Work-family conflict 0.933 64.671 Valid X2.5<- Work-family conflict 0.923 68.263 Valid X2.6<- Work-family conflict 0.895 39.447 Valid X3.1<- Work-family conflict 0.937 83.856 Valid X3.2<- Work-family conflict 0.856 26.839 Valid X3.3<- Work-family conflict 0.903 42.721 Valid X3.4<- Work-family conflict 0.940 62.417 Valid Z1.1<- Organizational commitment 0.969 105.216 Valid Z1.2<- Organizational commitment 0.965 140.647 Valid Z1.3<- Organizational commitment 0.930 45.841 Valid Z1.4<- Organizational commitment 0.929 46.953 Valid Z2.1<- Organizational commitment 0.941 64.290 Valid Z2.2<- Organizational commitment 0.961 74.214 Valid Z3.1<- Organizational commitment 0.953 92.054 Valid Z3.2<- Organizational commitment 0.919 67.832 Valid Z3.3<- Organizational commitment 0.937 67.653 Valid Z3.4<- Organizational commitment 0.787 20.806 Valid Source: Primary data, 2025 Based on Table 5, the convergent validity results show that all indicators for the three variables turnover intention (16 items), work-family conflict (16 items), and organizational commitment (10 items) have outer loading values above 0.70. This indicates that every statement used effectively reflects and measures its respective latent variable. Discriminant validity assesses the extent to which a construct differs from other constructs. It is evaluated using crossloading values, where an indicator is considered valid if its loading on its associated variable is higher than its loading on other variables. The results of the cross-loading test are presented in Table 6. Table 6 Results of Cross Loading Statement Item Variable Turnover intention Work-family conflict Organizational commitment Y1.1 0.863 0.679 -0.662 Y1.2 0.852 0.700 -0.619 Y1.3 0.841 0.732 -0.665 Y1.4 0.870 0.782 -0.672 Y1.5 0.886 0.719 -0.677 Y1.6 0.829 0.724 -0.642 Y2.1 0.862 0.701 -0.559 World Journal of Advanced Research and Reviews, 2025, 28(02), 1905-1918 1913 Y2.2 0.922 0.760 -0.721 Y2.3 0.775 0.681 -0.543 Y2.4 0.854 0.700 -0.593 Y2.5 0.750 0.624 -0.456 Y2.6 0.721 0.577 -0.488 Y3.1 0.926 0.775 -0.672 Y3.2 0.885 0.746 -0.678 Y3.3 0.884 0.738 -0.708 Y3.4 0.813 0.600 -0.698 X1.1 0.766 0.961 -0.665 X1.2 0.756 0.910 -0.641 X1.3 0.751 0.941 -0.647 X1.4 0.770 0.951 -0.661 X1.5 0.699 0.872 -0.552 X1.6 0.765 0.938 -0.611 X2.1 0.743 0.920 -0.651 X2.2 0.789 0.952 -0.622 X2.3 0.791 0.940 -0.652 X2.4 0.757 0.933 -0.611 X2.5 0.793 0.923 -0.639 X2.6 0.776 0.895 -0.589 X3.1 0.804 0.937 -0.631 X3.2 0.741 0.856 -0.601 X3.3 0.808 0.903 -0.613 X3.4 0.770 0.940 -0.617 Z1.1 -0.710 -0.645 0.969 Z1.2 -0.717 -0.652 0.965 Z1.3 -0.682 -0.636 0.930 Z1.4 -0.644 -0.602 0.929 Z2.1 -0.759 -0.673 0.941 Z2.2 -0.736 -0.650 0.961 Z3.1 -0.676 -0.608 0.953 Z3.2 -0.662 -0.589 0.919 Z3.3 -0.696 -0.667 0.937 Z3.4 -0.644 -0.568 0.787 Source: Primary data, 2025 Based on Table 6, the cross-loading values show that each indicator correlates more strongly with its respective variable turnover intention (Y), work-family conflict (X), and organizational commitment (Z) than with other variables, indicating that all items are valid. Another method to assess discriminant validity is by comparing the Average Variance