THE IMPACT OF CAREER MANAGEMENT ON TURNOVER INTENTION AT CONSTRUCTION COMPANIES: THE MEDIATION ROLE OF CAREER SATISFACTION

This study aims to examine the impact of career management on turnover intention. The mediating role of career satisfaction between career management and turnover intention is also assessed.Data were collected from Indonesian construction professionals. The subject of this research is construction companies domiciled in DKI Jakarta Province, Indonesia. Data obtained using a questionnaire. The unit of analysis of this study was 1,718 construction companies in Jakarta with companies representatives as observation units, namely a population of 1,718 representatives and a sample of 315 representatives. Partial least squares structural equation modelling (PLS-SEM) was performed to test the hypothesised relationships.The results show that career satisfaction is able to mediate the relationship between career management and turnover intention. Turnover intention can be minimized through increased satisfaction at a given career path. In addition, the company's efforts are through long-term career management planning so that employees can predict their career in the company in the future. The present study enhances our understanding of the importance of career management with career satisfaction and its relation to turnover intention at construction companies at Jakarta, Indonesia.


INTRODUCTION
Studies related to human resource management are always an interesting topic to discuss; this can be seen from the many studies that have explored this topic. According to Susiawan & Muhid (2015), HR is an important asset in an organization, both large and small organizations; this is because HR plays an important role as a driving force in directing the organization to develop under various conditions. It causes the company to manage human resources properly and professionally. One HR management aspect that needs to be considered in the management is the turnover intention in employees, causing turnover (Sa'adah & Prasetio, 2015).
The lower employee turnover rate are significantly associated with higher organisational and financial performance (Cristiani & Peiró, 2019). Also, high turnover rates can cause financial crisis (Wynen & Op De Beeck, 2014) and organization stability (Long, Ajagbe, & Kowang, 2014). Employee development practices or career management will improve the relationship between employees and the organization to shape employee attitudes and behavior (Galunic & Anderson, 2000). Currently, career management is one thing that the HR department pays most attention to because more and more organizations need employees with up to date knowledge and skills (Lee & Bruvold, 2003). With career management, organizations can increase workforce flexibility, improve performance, and create a competitive advantage. It is in line with Benson, Finegold, & Mohrman (2004) research, which states that investing in employee development will reduce turnover intention. This employee development investment contributes to creating positive perceptions from employees of the company, which in turn can increase career satisfaction. Employees' feelings of satisfaction can create an attitude of loyalty and foster a strong desire to work harder in contributing to the company (Lee & Bruvold, 2003). This statement is supported empirically by research conducted by Rahman & Syahrizal (2019), which explains that compensation and career management have a positive effect on career satisfaction and negative impact on turnover intention. There are differences in the results of previous research with research conducted by Juhdi, Pa'wan, & Hansaram (2013) regarding the relationship between career management and turnover intention. Research results in the banking, insurance, financial, and education sectors found a positive relationship between career management and turnover intention. Companies that provide support for employee career development are indirectly able to create employee turnover. It is due to increased employee competence because training will make these employees more marketable and employable so that they have the potential to move to other companies that are more able to provide more value to the employees. Koster, de Grip, & Fouarge (2011) research results prove that career management has a positive relationship with turnover intention. Companies that have a good career management program can pose a risk of turnover and costs due to workforce turnover. Based on the research gap previously described, this study aims to reclarify the relationship between career management and turnover intention mediated by career satisfaction. The results of this study are expected to be the latest empirical evidence as well as a reference in managing employee turnover intention and career satisfaction figures.

Career Management (CM) and Turnover Intention (TI)
Career management is a management practice that aims to facilitate and promote employee career development in the organization, which consists of various programs and interventions such as individual assessments, training courses, mentoring, job rotation, and so on (De Vos, Dewettinck, & Buyens, 2009). With career management, organizations can increase workforce flexibility, improve performance, and create competitive advantage. This statement is supported by Rahman & Syahrizal (2019) which explains that compensation and career management have a positive and significant effect on career satisfaction and have a negative effect on turnover intention, meaning that if the compensation and career development provided by the company can meet the needs & desires of employees, then satisfaction employee employment and career will increase and reduce turnover intention. Based on the description above, the hypothesis can be formulated as follows.
H1: Career management is positively related to turnover intention.

Career Management (CM) and Career Satisfaction (CS)
Support provided by the organization in terms of career development can trigger employee satisfaction with career satisfaction.
Apart from getting opportunities in personal career development, employees can also plan their long-term goals for the future. According toLent & Brown (2006), environmental support with specific goals such as organizational support for employee career development and material support provided resources to support the main goals of an employee will be able to create and increase career satisfaction. Ng et al., (2005) explains that organizational sponsorship, organizational support for career development, or career management can show the extent to which organizations provide special assistance to employees to facilitate their employees' career success. It is supported by the research results of Barnett & Bradley (2007) and Joo & Ready (2012), which prove that career management affects career satisfaction. Employee satisfaction through their career development can be achieved when their organization's goals and needs are met. Based on the description above, the hypothesis can be formulated as follows.
H2: Career management is positively related to career satisfaction.

Career Satisfaction (CS) and Turnover Intention (TI)
Career satisfaction is an essential indicator of employee turnover intention. Employees who have high career satisfaction tend to stay in the organization and not leave their organization (Lin & Huang, 2020). Thus, organizations must make more extraordinary efforts to understand better and improve career satisfaction to reduce employee turnover intention (Direnzo & Greenhaus, 2011).
Recent research has revealed that career satisfaction is negatively related to employee turnover intention (Chan & Mai, 2015;Guan et al., 2017;Kang, Gatling, & Kim, 2015). Based on the description above, the hypothesis can be formulated as follows.
H3: Career satisfaction is positively related to turnover intention.

Mediation Effect of CS on the Relationship between CM and TI
The purpose of career management is to facilitate and promote employee career development (De Vos et al., 2009). Career management is an indicator of employees' subjective perceptions of organizational support for career development (Guan et al., 2014). Career management has a positive effect on objective indicators of career success, such as salary development, salary levels, and job levels (Bagdadli & Gianecchini, 2019;Guan et al., 2014). In addition to its beneficial effects on objective career success, perceived organizational career management has also been found to be positively correlated with employees' career success and job-related attitudes.
Previous research has shown that perceived career management can promote employee job-related attitudes by increasing positive evaluation and expectations of their career development (De Vos et al., 2009;Guan et al., 2014). In line with the results of previous studies, Santra & Giri (2019) and Seibert & Kraimer (2001) concluded that perceived career management would increase individual career satisfaction and can reduce turnover intention (employee intention to leave their organization). Based on the description above, the hypothesis can be formulated as follows.
H4: Career satisfaction mediates the effect of career management on turnover intention (see Figure 1)

Research Model
This is an associative research with a causal relationship that aims to find out the relationship between two or more variables. The type of research approach that researchers use is quantitative that produces structured data so that researchers can perform the process of quantifying data by changing the original data into objective data (Boeren, 2018;Daniel, 2016).

Population and Sample
The unit of analysis in this study is a construction company that is part of the BPD Gapensi (Association of Construction Companies) DKI Jakarta. All the companies are registered in the Construction Services Development Board (LPJK). The observation unit (respondent) in this study is the company leadership or the company's representative or those who represent them in the company, who become respondents and fill out the research questionnaire. Total amount of the population is 1718 companies. The sample size was determine using the Isaac-Michael formula (Johanson & Brooks, 2010;Memon et al., 2017). As many as 315 companies were proportionally chosen as follows: 84 out of 460 companies from K1, 18 out of 97 companies from K2, 34 out of 183 companies from K3, 100 out of 543 companies from M1, 41 out of 225 companies from M2, 24 out of 132 companies from B1, and 14 out of 78 companies from B2. The sample of this study consisted of 315 company. We distributed the questionnaire online using Google Form to company's representative. During the survey, we asked the participants to rate their career management, career satisfaction, and turnover intention. Of these valid sample, 248 (78.7%) were male and 67 (21.3%) were female. The level of education of 2 (0.6%) had a diploma's degree, 312 (99.0%) had a bachelor's degree, and 1 (0.3%) had a master's degree. The organizational tenure of 3 (1 %) were from 1 to 5 years, 7 (2.2%) were from 6 to 10 years, and 305 (96.8 %) were from 11 to 15 years. The occupational positions of 2 (0.6%) were Engineers, 3 (1 %) were Project Team Members (PMT), 306 (97.1%) were Managers, and 4 (1.3%) were Others. The construction companies types of 84 (26.7 %) were K1, 18 (5.7 %) were K2, 34 (10.8%) were K3, 100 (31.7%) were M1, 41 (13 %) were M2, 24 (7.6%) were B1, and 14 (4.4%) were B2. The descriptive information was shown in Table 1 below. According to Hair et al. (2014), to determine the number of samples, five to 10 times, the number of structural paths can be used.

Measurement
Career management is a policy given by an organization in formal or informal activities to support employee career development.
Career management measurement uses ten indicator items developed by Sturges, Guest, Conway, & Davey (2001). Six out of 10 items describe the organization's formal activities, and four out of 10 items describe the informal activities of the organization in support of employee career development. Career satisfaction is a sense of satisfaction felt by employees based on their assessment of their career development in various jobs. Career satisfaction measurement uses five indicator items developed by Greenhaus, Parasuraman, & Wormley (1990). Turnover intention is a tendency, intention, or desire of employees to stop working from their job at a company. The measurement of turnover intention uses five measurement items adopted from Jung & Yoon (2013).

Analysis Technique
Structural equation modeling (SEM) is a multivariate analysis technique that combines aspects of factor analysis and multiple regression, allowing researchers to investigate a series of relationships between the dependent variable and the independent variable simultaneously (Hair et al., 2014). Also, the partial least square (PLS) approach was chosen based on its characteristics, such as being able to use a relatively small number of samples, not requiring normal distribution assumptions, being able to be used with all types of data, having effectiveness in testing the research model simultaneously, and being able to handle complex models (Hair et al., 2014).
In general, the partial least square (PLS) approach is oriented towards predicting a series of hypothetical relationships that have been built (Hair et al., 2014). However, the partial least square (PLS) approach can also be used to confirm the theory and test the relationship between variables. Also, to make it easier to conduct research analysis, the SmartPLS 3.0 software is used.

RESULT Model Evaluation
Evaluation of measurement models aims to assess indicators that measure the (observed variable) variable. This study also uses reflective indicators evaluated in two parts: the reliability test and the validity test (Hair et al., 2014).

Reliability Test
The reliability test is intended to measure the consistency of an indicator in measuring a variable. In conducting the reliability test, an evaluation of the reliability and internal consistency indicators was carried out (Hair et al., 2014). The reliability indicator explains the extent to which a variable's indicators have in common in compiling these variables. The standard used to assess an indicator of reliability is good when the value of outer loadings is > 0.70. Source: author's own (2020) Table 1 above shows the results of the first data processing using SmartPLS software, which shows the value of each indicator's outer loadings. Based on Table 2, there is one indicator from the career management variable (CM10), which has an outer loadings indicator value below 0.70. Indicators that have an outer loadings value below 0.70 can be eliminated because these indicators are considered to be less reliable. After eliminating the indicators with outer loadings values below 0.70, a rerun was carried out using SmartPLS 3.0 software, resulting in a display of the value of the outer loadings, as shown in Table 3. Based on Table 3 below, it can be seen that the value of the outer loadings of almost all indicators of research variables is 0.70. It shows that the indicators of each research variable are classified as reliable.

Source: author's own (2020)
Internal consistency explains the reliability of the variable indicators used. Composite reliability can be seen with a threshold value of 0.70 to assess indicators with good internal consistency. The composite reliability value results after eliminating one indicator (CM10) can be seen in Table 4. Based on the data presented in Table 4 above, it can be seen that the composite reliability value of all research variables is 0.70. It shows that the indicators of each research variable that have been used are classified as reliable. Also, career management is the research variable with the highest composite reliability value among all research variables, which is 0.938.

Validity Test
The validity test is done by evaluating discriminant validity and convergent validity. Discriminant validity explains the extent to which the indicator of a variable represents the variable it measures. To assess indicators with good discriminant validity, we can see the cross-loading value. An indicator must be more significant in the variables it compiles compared to other variables. Based on the data presented in Table 5 above, the value of cross-loadings of a variable indicator is greater than the value of cross-loadings of other variables, so it can be concluded that each indicator used to measure the variables in this study is classified as valid. Convergent validity explains the extent to which indicators converge and positively correlate with other indicators on the same variable. An indicator with good convergent validity, seen at the average variance extracted (AVE) value > 0.50. The results of the convergent validity analysis are presented in Table 4.

Tabel 5. Cross Loadings
Based on the data presented in Table  4, it can be seen that the average variance extracted (AVE) value of all research variables is 0.50. It shows that the indicators of each research variable that have been used are classified as valid. Also, CS is the research variable with the highest average variance extracted (AVE) value among all research variables, which is 0.744. Source: author's own (2020) Furthermore, the total value of R 2 (see Table 6) is used to predictive relevance (Q 2 ). The blinfolding approach measures the predictive relevance (Q 2 ) and the effect Q 2 or impact of exogenous constructs on endogenous constructs (Henseler, Ringle, & Sinkovics, 2009). As shown in Table 6, the value of Q 2 in this study can be measured by the following calculation.
Based on the Q-square calculation results, the Q-square value is 0.96632, where the Q-square value is above 0.5 and approaches the number one. Therefore, the inner model in this study is fit and can be used.

Hypothesis Test
After knowing the questionnaire items' validity and reliability and knowing the resulting model from the SEM analysis and the feasibility of the model, the researcher will test the previously compiled hypotheses. This hypothesis testing is based on the significance value (p-value) < 0.05. If the significance value is less than 0.05, there is an influence between variables and the accepted hypothesis. The results of hypothesis testing can be seen in Table 7 below. Based on the results of hypothesis testing listed in Table 7 above, it is known that there are three hypotheses accepted. The accepted hypothesis is because it has a (P) value less than 0.05 and a T Statistics value > 1.96.

DISCUSSION The Effect of Career Management on Turnover Intention
Based on the results of statistical tests using SmartPLS 3.0 software, it can be seen that career management has a significant effect on turnover intention. It can be proven by the p-value of 0.000 and the t-statistics value of 3.805. It can be concluded that hypothesis 1, which states that career management affects turnover intention, is accepted. These test results are not in line with the research results conducted by Juhdi et al. (2013), which proves that career management does not significantly affect turnover intention. When the company provides opportunities for employee career development, it reduces employees' desire to leave the company. Companies need to conduct deepening and exploration in other aspects, which can reduce employees' desire to leave the company.

The Effect of Career Management on Career Satisfaction
Based on the results of statistical tests using SmartPLS 3.0 software, it can be seen that career management has a positive effect on career satisfaction. It can be proven by the p-value of 0.0000, the correlation coefficient (β) of 0.761, and the t-statistics value of 17,203. It can be concluded that hypothesis 2, which states that career management affects career satisfaction, is acceptable. The results of hypothesis 2 testing are in line with Guan et al. (2015) research on different industries in China and Aburumman et al. (2020) in the banking industry. Both of these research results found that career management has a significant effect on career satisfaction. Company programs or policies that are intended to develop employee careers can increase employee career satisfaction. When a company wants to increase its career satisfaction rate, it can create transparent and sustainable career development programs.

The Effect of Career Satisfaction on Turnover Intention
Based on the results of statistical tests using SmartPLS 3.0 software, it can be seen that career satisfaction has a positive effect on turnover intention. It can be proven from the p-value of 0.000, the correlation coefficient (β) of 0.876, and the t-statistics value of 35.268. It can be concluded that hypothesis 3, which states that career satisfaction affects turnover intention, is accepted. In line with (Aburumman et al., 2020) research, research states that career satisfaction has a negative and significant effect on turnover intention. If the company wants to reduce turnover intention, the company must increase employee career satisfaction so that the desire to leave the company is getting lower.

Mediation Effect Test
Career satisfaction fully mediates the relationship between career management and turnover intention. The value of tstatistics has an indirect effect, which is 19.429, which is greater than the value of tstatistics, which has an indirect effect of 17.203 (see Table 8). Also, the mediation relationship's nature is positive, classified as vital, evidenced by the correlation coefficient (β) of 0.666. So it can be concluded that hypothesis 4, which states career satisfaction mediates the relationship between career management and turnover intention, is accepted. Employee development carried out by the company can create positive perceptions of employees towards the company, which in turn can increase career satisfaction and strengthen employee loyalty to contribute to the company (Lee & Bruvold, 2003).

CONCLUSION AND SUGGESTION Conclusion
The results of the analysis and discussion are as follows. First, based on the results of hypothesis testing that has been carried out by career management, it affects turnover intention. It shows that the company's opportunities for employee career development can reduce employees' desire to leave the company. Second, career management affects career satisfaction. Increasing the company's employee career satisfaction rate can be realized through clear, excellent, and sustainable company programs or policies in employee career development; Third, career satisfaction affects turnover intention. Companies that want to reduce turnover intention must increase employee career satisfaction; Fourth, career satisfaction mediates the relationship between career management and turnover intention. Investments in employee development by companies can create positive employee perceptions of the company, which can increase career satisfaction and strengthen employee loyalty to contribute more to the company (Lee & Bruvold, 2003). Employees who are satisfied with their career will tend to stay in the company and leave employees decreases.

Suggestion
There are several limitations to this study. First, the scope of research is relatively small, so it has limited generalizability.
Further research is recommended to reach several other industries with similar business units and types of work. Second, the research model is relatively simple, namely three research variables that only discuss the phenomenon of turnover intention from the career management and career satisfaction side so that it is still not possible to see turnover intention from various sides. For the next research, it is suggested to add several other factors that can affect turnover intention, such as organizational commitment, organizational engagement, compensation, job stress, and work overload.
This study's results can illustrate that the application of indirect career management can reduce the level of turnover intention; employees must feel career satisfaction first so that the desire to leave employees decreases. Therefore, if a company wants to control and reduce its turnover intention, it is necessary to create a fair, transparent, and sustainable career management program to increase employee career satisfaction. When related to this study's context, the researcher found that the career management applied by a construction company was good. The implication is to increase employee career satisfaction and reduce turnover intention to this company. In the future, if the company starts to face indications of an increase in turnover intention, then the career management program that leads to career satisfaction can be improved immediately. Practices related to the management of the career management program that leads to career satisfaction at one of the national construction companies can also be a reference, an inspiration for other companies in making policies related to a decrease in turnover intention.