THE INFLUENCE OF JOB SATISFACTION ON TURNOVER INTENTION OF EVENT WORKERS IN PALEMBANG CITY

. The event sector is synonymous with project-based work, which has no work rhythm, requiring event workers to choose higher endurance than those who work in offices. This study aims to identify the level of job satisfaction concerning the level of perspective on the turnover intention of event workers in Palembang. This quantitative research is in the form of survey research with a total sample of 75 event workers divided into five categories of work scope. The analytical method used is multiple linear regression by identifying the effect of four variables on job satisfaction: financial satisfaction, physical satisfaction, social satisfaction, and psychological satisfaction on turnover intention. The descriptive statistics research results show that three variables fall into the unfavorable category: financial satisfaction, psychological satisfaction, and turnover intention. In contrast, other variables fall into the excellent category. Analysis through inferential statistics shows that all job satisfaction variables influence turnover intention. While partially, two of the four job satisfaction variables, namely physical and psychological satisfaction, impact turnover intention, where psychological satisfaction has the most significant influence value. Judging from the correlation, the dependent variable, job satisfaction, has a strong relationship with the level of turnover intention. In contrast, in terms of determination, job satisfaction impacts 71.1 percent of the turnover intention movement of event workers.


INTRODUCTION
The desire to change jobs is an individual's tendency or intensity to leave the organization for various reasons, and one of them is the desire to get a better job (Sukwandi & Meliana, 2014). Three aspects can be used to measure this intention (Yan et al., 2013): there are thoughts of leaving and unique ideas about going to work or staying in the work environment. This reflects an individual who thinks about quitting his job or work environment, there is a desire to find vacancies; there is an individual desire to find work in other companies. This can be the beginning of employees who will think about leaving their jobs; they have started looking for alternative employment outside the company that they feel is better, and there is a desire to leave the organization in the coming months; an individual intends to resign from the company. In many cases, this intention to leave appears when a job is felt to be better than the previous job and will end with the employee's desire to stay or leave the company (Chen & Francesco, 2000).
The problem found in companies in the form of turnover intention is a problem that often occurs in an organization that concerns the desire of its employees to leave. Turnover intention can be very detrimental because it will increase the company's recruiting expenses. Another problem with turnover intention is the decrease in productivity caused by a reduction in employees. As a research locus, CV Soundtrack Indonesia, one of the largest national-scale event companies in Palembang City (Karo & Novianti, 2021), is still facing the same problem. From 2020 to May 2022, there are indications of employee job dissatisfaction, seen from the employee absence percentage data. In the book Performance Indicators (Robbins, 2013) and strengthened in research on employee performance (Alfarizi, 2020), job satisfaction can be seen from the level of discipline by measuring employee presence. Based on the table, the average percentage of absences over the last 3 years is 17.3 percent, and every year, it is still recorded at more than 10 percent in the relevant period. This figure is included in the very high category, referring to job satisfaction and performance research. It is known that the percentage of absences from three to ten percent is high (Nurhayati et al., 2018). Therefore, there should be more attention to this phenomenon. Referring to industrial psychology books (As'ad, 2015) reinforced by related research (Jakaria & Putra, 2020), four factors can affect job satisfaction: financial, physical, social, and social psychological satisfaction. In line with the attached presence data concerning job dissatisfaction and its impact on the decision to resign from the company, this causes a high employee turnover rate. Table 2 below contains Soundtrack Indonesia's employee turnover rate from 2020 to May 2022. From the data above, we can see that from 2020 to May 2022 there was a turnover of greater than 20 percent annually, with an average of 25.3 percent in the corresponding period. Several studies find that job satisfaction has a significant relationship to turnover intention (Ardiyanti, 2019), which means that if the level of job satisfaction is high, the turnover intention will be low (Gusroni, 2021). It underlies this research to see whether employee job satisfaction affects high turnover rates so that the results of this study can use as a basis for policy-making for event companies in general in suppressing event worker turnover, which has an impact on work rhythm and the quality of organizing events (Hutabarat & Gayatri, 2014). In the event sector, workers' interest in developing themselves through a different type or brand event sometimes also triggers a desire to try other jobs (Karo & Chairunnisa, 2021). For this reason, in this study, the formulation of the problems discussed is summarized in the scope of the level of employee financial satisfaction, the level of physical satisfaction of employees, the level of social satisfaction of employees and the level of psychological satisfaction, where each of the variables referred to analyze for its effect either partially or simultaneously on the level of turnover intention.

RESEARCH METHODS
This research is quantitative research in the category of survey research with an associative approach (Bungin, 2005). Primary research data was obtained from active and exemployees through favorable Likert questionnaires, which were distributed. An analysis would be carried out through multiple linear regression techniques, including four independent variables: financial satisfaction, physical satisfaction, social satisfaction, and psychological satisfaction associated with turnover intention. The locus of research is CV Soundtrack Indonesia, with the research object is active employees and ex-employees. The population is 90 employees; using the Slovin approach at a five percent error rate, a sample of 75 respondents was obtained. The sample divides into five strata, namely the categories PKWTT (Unspecified Time Work Agreement), PKWT (Specific Working Time Agreement), CCE (Social Management), Bokero (Toilet Rental Services), and Broadcasting Event (Virtual Event). The sample size is obtained using Non-proportionate stratified random sampling.  (2022) The questionnaire contained eight main questions, divided into fifteen items based on the variable job satisfaction, while the rest were based on the variable turnover intention, as shown in Table 3. To ensure that the questionnaire that was built was feasible to use as a research instrument, validity, and reliability tests were carried out with the results listed in the following Table 4.  (2022) Instrument testing conducted on 30 people  showed that the rcalculated value for each item was more significant than the r-table value of 0.361, meaning that each item in the questionnaire fulfilled the validity rule. The cronbach alpha value for each item is more significant than 0.7, meaning that each item in the questionnaire meets the reliability rules (Karo Karo, 2020). In this way, the questionnaire developed is valid and reliable for further use as a research instrument.

Classic Assumption Test
The Normality Test uses the Kolmogorov Smirnov approach (Sugiyono, 2015), identifying the normality of the data through the level of significance (sig.) (Muh. Yahyaddin et al., 2023). Table 5  than α five percent so it can conclude that the data in this study is normally distributed, or in other words, the assumption of normality is met.  (2022) The multicollinearity test uses the VIF value approach for each independent variable (Sugiyono, 2015). In Table 6, the test results show that each independent variable, namely financial satisfaction, physical satisfaction, social satisfaction, and psychological satisfaction, produces a VIF value less than 10 with a tolerance value greater than 0.10, so it concluded that there is no multicollinearity in the research data (Karo Karo, 2019).

Source: Research Result SPSS (2022)
The heteroscedasticity test uses the significance value approach of each independent variable (Sugiyono, 2015). Table 7 test results show that the sig. of each independent variable, namely financial satisfaction, physical satisfaction, social satisfaction, and psychological satisfaction, has a value greater than the α value of five percent, so it concluded that the regression model used does not experience heteroscedasticity.

RESULTS AND DISCUSSION Respondent Profile
The research respondents comprised 64 percent of men, and the remaining 36 percent were women. Regarding age, the domination of respondents by employees aged 20 to 30 years, as much as 80 percent, then 12 percent were aged more than 30 years, and the rest were employees aged less than 20 years. Meanwhile, based on domicile, the dominant respondents resided in Palembang as much as 78.7 percent, and the rest were from outside Palembang.

Achievement Level
A continuum line descriptive statistical analysis based on the Likert scale distribution is used to measure the satisfaction level and turnover rate. The interpretation of the distribution is divided into five categories, as shown in table 8, while the frequency distribution results for each variable are listed in Table 9.  (2022) Cumulatively, the average for each variable, starting from the financial satisfaction variable, is 3.34, the physical satisfaction variable is 3.54, the social satisfaction variable is 3.44, the psychological satisfaction variable is 3.39, and the turnover intention variable is 3.17. From the cumulative average value of each of these variables, the level of financial satisfaction, psychological satisfaction, and turnover perspective is included in the unfavorable category, with a value of less than 3.40. In contrast, two variables, namely physical and social satisfaction, have a level of the value entered in the category Good. In a simple conclusion, the respondents have the perspective that, financially and psychologically, the employees are not well developed, which is in line with the response to the interest in turnover from the company. In contrast to the other two variables, namely the perspective on physical and social satisfaction, which received a positive response, these two factors are well developed during work. In line with these positive results, previous research on the Indonesian Soundtrack locus showed that the atmosphere in the work area that was trying to build was quite positive (Karo & Chairunnisa, 2021). The influence of the four independent variables of job satisfaction on the dependent variable, the turnover intention, is followed by the help of inferential statistics using the multiple linear regression method through partial and simultaneous analysis.

Variable Influence
In this first stage, to see the effect of each on the dependent variable turnover intention using partial identification of the four independent variables of job satisfaction by the analysis through the t-test, where the t-table value as a comparison at α five percent was 1,994.  Table 10 shows the t-count value of the physical and psychological satisfaction variables with a t-count value more significant than the t-table and sig values. Smaller than α, the financial and social satisfaction variables have a t count value smaller than the t-table and sig values bigger than α. It indicates that only two of the four job satisfaction variables, namely physical and psychological satisfaction, influence turnover intention.  (2022) The second stage is the simultaneous identification of the four independent variables of job satisfaction to see their effect on the dependent variable of turnover intention. The analysis using the F test, the F table value as a comparison at α of five percent was 2,501. Table 11 shows that the calculated F value is greater than the table F value with a sig value smaller than α. It means that the four variables, namely physical satisfaction, financial satisfaction, social satisfaction, and psychological satisfaction, together in the context of job satisfaction variables, influence the turnover intention of event workers.  (2022) The final stage is to identify the level of correlation and the amount of determination through the value of the coefficient of r and the value of the coefficient of R2. Table 12 shows that the correlation between the independent and dependent variables is solid, meaning that job satisfaction substantially impacts the growth of employee turnover intention. Along with this, the table also shows that the 71.1 percent level of turnover intention is influenced by the job satisfaction of event workers when organizing and trying to make an event successful.

CONCLUSION AND SUGGESTIONS
Based on the research results, several conclusions; the level of achievement that falls into the poor category includes the variables of financial satisfaction, psychological satisfaction, and turnover intention perspective. The level of achievement included in the excellent category includes the variables of physical and social satisfaction. Simultaneously four variables of job satisfaction influence employee turnover intention. Further partially, only two variables influence turnover intention: physical and psychological satisfaction. There is a strong relationship between job satisfaction and turnover intention, where each level of job satisfaction formed will contribute to the 71.1 percent turnover intention rate of event workers.
In line with the conclusions, there are several ways recommendation to increase job satisfaction. Making work more enjoyable can help fulfill psychological satisfaction which can help increase peace at work, reduce stress levels at work, and provide a positive attitude for employees. Pleasant work can be created by opening up opportunities for all employees to express opinions and providing motivation through verbal awards or appreciation to employees. Created an attractive work environment, such as an excellent physical environment, including office work facilities and equipment that can assist in completing work. A non-physical work environment, such as the relationship between fellow employees, can be improved by establishing good relations with employees both in the office area and outside of work, such as by providing gatherings. For financial satisfaction, companies can adjust salaries, for example, setting a basic salary following the Palembang UMR, providing benefits such as holiday allowances and health benefits, and providing employee promotion opportunities. To meet the target of good work in terms of quality and turnaround time, the company can place people with the right skills and expertise in the right jobs. Companies can recruit employees by setting criteria according to the employee's job desk and then providing a training platform to help them scale up their abilities and expertise.