122 Organizacija, V olume 58 Issue 2, May 2025 Research Papers 1 Received: 12th November 2024; Accepted: 12th March 2025 The Effect of Work-Family Conflict on the Impact of Role Overload on Turnover Intention and Job Satisfaction Abdullah ZÜBEYR AKMAN 1 , Oğuzhan KODALAK 2 1 Necmettin Erbakan University, Department of Finance and Banking, Turkey, azakman@erbakan.edu.tr (corresponding author) 2 Necmettin Erbakan University, Department of International Trade and Finance, Turkey, okodalak@erbakan.edu.tr Purpose: This study aims to investigate how role overload and work-family conflict influence turnover intention and job satisfaction among public employees, providing insights for management practices to enhance employee well-being and organizational effectiveness. Design/Methods: Quantitative data were collected from 390 public employees in the Central Anatolia region of Turkey. Structural equation modeling (SEM) was employed to analyze the relationships between role overload, work-family conflict, job satisfaction, and turnover intention. Results: The study reveals that role overload positively influences work-family conflict, which in turn negatively im- pacts job satisfaction and increases turnover intention among public sector employees. Furthermore, job satisfaction is found to negatively affect turnover intention. Conclusion: The findings highlight the importance of addressing role overload and work-family conflict to mitigate turnover intention and enhance job satisfaction among public employees. From a practical perspective, this study suggests that organizations should prioritize initiatives aimed at reducing role overload and managing work-family conflict to foster a positive work environment and retain talented employees. Socially, the study underscores the significance of supporting employees in balancing work and family responsibilities to promote their overall well-being and contribute to societal welfare. Keywords: Role overload, Work-family conflict, Turnover intention, Job satisfaction, Role conflict theory DOI: 10.2478/orga-2025-0008 1 Introduction The advent of information and communication technol- ogies has brought about rapid and transformative changes in various aspects of organizational life in the current busi- ness world. Due to these developments, the expectations of employees in the business world have started to differ- entiate and the problems they perceive in this context have started to increase. In this context, the problems perceived by employees regarding role overload and work-family conflict have an important place in the literature (Bolino & Turnley, 2005; Judge & Colquitt, 2004). When there is a discrepancy between the level of be- havior required for a work position and the time and en- ergy available to fulfill it, a form of conflict known as workplace role overload arises (Coverman, 1989; Pear- son, 2008). The intertwining of work-life balance affects many people, especially employees (Michel et al., 2011). 123 Organizacija, V olume 58 Issue 2, May 2025 Research Papers Work-family conflict undermines employee productivi- ty and detrimentally affects job performance through its adverse impact on employees’ job satisfaction (Johnson et al., 2005). In contemporary work environments, in- creasing demands in both professional and family spheres have made maintaining a harmonious work-life balance a challenging task. Individuals are tasked with the intri- cate juggling of multiple roles, necessitating the allocation of finite resources between their professional commit- ments and familial responsibilities (Fotiadis et al., 2019). Work-family conflict is seen as a source of stress for many employees (Haar, 2004). When the literature is analyzed, there is a decrease in employees’ job satisfaction and an increase in turnover intentions (Haar, 2004; Saeed et al., 2014). Work-family conflict consists of time, strain, and behavior-based conflict dimensions. (Greenhaus & Beu- tell, 1985). Time-based conflict arises when the temporal commitments of one role interfere with the execution of activities associated with another role, while tension-based conflict manifests as emotional exhaustion resulting from reduced effectiveness in one role due to factors such as anxiety and stress caused by another role. Behavior-based conflict arises when behaviors that are appropriate for one role are ineffective in fulfilling the requirements of a sec- ondary role (Greenhaus et al., 2006). Factors that increase turnover intentions include irreg- ular work schedules, lengthy vacations, a high workload, and low pay policies (Brien et al., 2015). Job satisfaction is a term used to describe how people feel and think about their jobs. Job satisfaction is indicated by positive and favorable feelings towards one’s job. Unfavorable and negative attitudes toward work are signs of job discontent (Armstrong, 2006). Job satisfaction is a concept linked to the emotional well-being of employees, which influ- ences many factors in various aspects, including overall job performance and turnover propensity (Rusbult et al., 1988). The primary objective of this study was to assess the influence of role overload on the relationship between work-family conflict and both job satisfaction and turno- ver intention. To achieve this aim, a survey technique was employed within the framework of quantitative methods. Again, structural equation modeling was used within the scope of the research and the effects between the variables were examined. The research sample consisted of public employees in Turkey, particularly prison guards, police officers, and nurses. The selection of this sample is based on the fact that employees in this group are faced with excessive role load and job dissatisfaction. (Lambert et al., 2020; Stingl- hamber et al., 2022). Although the relationship between these concepts has been examined in different studies, there are no studies in the literature in which these con- cepts are evaluated together. This situation is important for filling gaps in the literature. 2 Conceptual Framework 2.1 Role Overload Role overload occurs when too many tasks are as- signed or overcapacity is exceeded within a certain period of time (Alam & Asim, 2019; Brown et al., 2005). Role overload innovations cope with fixed deadlines, repetitive tasks, tasks requiring high attention and a lack of social support (Herrero et al., 2012). There are many workplace factors that cause role overload and these factors include some structural conditions. These include organizational dynamics such as mergers, downsizing and strict perfor- mance criteria, as well as cultural norms, technological ad- vances, and the proliferation of information (Rodriguez et al., 2023). In addition, long working hours and night shifts can also contribute to role overload (Kuschel, 2015). Three different types of role stressors are described in relation to role overload in the literature; role ambiguity, overload, and conflict (Tordera et al., 2008). Role overload, defined as role conflict, role ambiguity, and the expectation of the role holder to perform a variety of role behaviors in a very short period, all of which may be abstractly incompatible with each other (Van Sell et al., 1981), is one of the three forms of work stressors in various organizational contexts (Chiu et al., 2015). Role overload can cause stress, anxiety, and exhaustion, which can negatively impact performance (Hecht, 2001; Park & Jang, 2017). When excessive role overload occurs, employees’ job satisfaction decreases (Dodanwala et al., 2022; Pearson, 2008). This situation is also negative for employees. 2.2 Work-Family Conflict In contemporary society, the changing dynamics of both the work and family fields require most employees to orientate and reconcile their obligations in both areas (Obrenovic et al., 2020). Work-family conflict is a type of inter-role incompatibility in which the demands imposed by work and family conflict are inherently incompatible in various dimensions (Greenhaus & Beutell, 1985). The con- sequences of such conflict extend beyond the individual, affecting physical and psychological health, attitudes, and performance in both the work and family domains (Amstad et al., 2011). The bidirectional relationship between work and family conflict explains that work-related stressors such as low self-efficacy or too much workload negatively affect the “work” dimension, while family-related stress- ors such as parental dependency or family conflicts desta- bilize the “family” domain (Liu et al., 2019). Furthermore, the relationship between employee happiness and pro- ductivity is becoming increasingly recognized by organ- izations, which are consequently paying greater attention 124 Organizacija, V olume 58 Issue 2, May 2025 Research Papers to the family aspects of employees’ lives and are actively involved in resolving work-family conflicts (Obrenovic et al., 2020). Organizational support for work-family balance has been found to correlate with higher levels of job per- formance and improved mental health among individuals. This, in turn, promotes greater satisfaction and allows for more efficient work engagement (Fitzpatrick et al., 2012). 2.3 Turnover Intention With the acceleration of globalization and interna- tionalization movements, it is of great importance for businesses to increase their competitive capabilities to achieve sustainable growth and development. In this con- text, attracting and retaining talent has become an impor- tant concept for organizations (Nadiri & Tanova, 2010). In this context, the continuity of employees and the ab- sence of thoughts of leaving the job is an important factor. Although businesses want to keep their employees with- in their organization, employees may have the intention to leave their jobs. Turnover intention is the probability that an employee will voluntarily leave his or her job in the foreseeable future (Cho & Lewis, 2012). Employee turnover refers to the phenomenon of employees volun- tarily leaving the organization (Aman-Ullah et al., 2022). However, the literature shows that an employee’s choice to leave a company is expensive for both the employee and the organization. While high turnover intentions are a con- cern for most managers, the cost to management of failing to retain trained and effective employees is also high. (Car- meli & Weisberg, 2006; Sjöberg & Sverke, 2000). In this context, employees who are dissatisfied with their current jobs tend to be quit and look for another job (Mobley et al., 1978). 2.4 Job Satisfaction Despite the long-standing and extensive research on job satisfaction, the use of this concept is still widely used to explain workplace behaviors (Bezdrob & Šunje, 2021). The concept of job satisfaction is generally defined as a pleasant emotional state, and it is an important determinant of evaluations of the work environment (Soomro et al., 2018). An alternative conceptualization of job satisfaction is that it may be defined as the favorable evolution of em- ployees’ emotional well-being resulting from their profes- sional engagement (Özkan et al., 2020). Moorman (1993) approached job satisfaction as both cognitive and effec- tive. Affective job satisfaction is generally accepted as a positive emotional evaluation. From a cognitive perspec- tive, job satisfaction can be viewed as a cognitive appraisal that involves a logical and rational assessment of the work- ing environment. It encompasses a blend of favorable and unfavorable emotions experienced by employees toward their occupation and exhibits a strong correlation with an individual’s workplace conduct (Newstrom, 2007). Job satisfaction is a multidimensional concept that refers to an employee’s evaluation and attitude towards various as- pects of job content and work environment (Zhang et al., 2020). According to another definition, job satisfaction is a concept that shows the subjective feelings of employees about the psychological and physiological dimensions of their work environment, that is, the degree to which em- ployees like their jobs (Yang et al., 2023). Additionally, it constitutes a cluster of attributes capable of fostering not only the emotional well-being of employees but also influ- encing other work-related attitudes and modifications in performance (Soomro et al., 2018). 3 Theoretical Background and Hypothesis Development 3.1 Nexus of Role Overload and Work- Family Conflict The notions of work and family serve as fundamental constructs in life, playing pivotal roles in fostering stabil- ity and preserving equilibrium (Dodanwala et al., 2022). Work-family conflict can be understood as a form of con- flict where the demands and responsibilities originating from the work and family domains are inherently discord- ant (Greenhaus & Beutell, 1985). In other words, employ- ees’ commitment to their jobs prevents them from partic- ipating in their work and family life. Recent studies have focused on the effects of job characteristics on families (Karimi, 2008; Panda et al., 2022; Tran, 2023). Work-fam- ily conflict can lead to burnout, low performance, and dis- content in home life, among other work- and family-related effects (Gurbuz et al., 2012). It is anticipated that instances of work-family conflict will increase in cases where the workload of employees exceeds their capacities (Ahmad, 2010). When employees face situations such as excessive workloads, they are forced to work more overtime to fulfill their responsibilities, and the time they can spare for their families decreases. In addition, a high workload forces employees to work faster than their normal pace, which causes them to become physically tired (Dodanwala & Shrestha, 2021). Previous research has indicated that role overload correlates positively with work-family conflict (Ahmad, 2010; Bolino & Turnley, 2005; Dodanwala et al., 2022; Duxbury et al., 2021; Gurbuz et al., 2012). In this context, the following hypothesis was reached by virtue of the studies in the literature: Hypothesis 1: Role overload has a positive effect on work-family conflict. 125 Organizacija, V olume 58 Issue 2, May 2025 Research Papers 3.2 Nexus of Work-Family Conflict and Job Satisfaction Work and family are two fundamental aspects of human life. Those who attempt to achieve a balance between work and family frequently find themselves in a state of conflict between their families and careers. Employees who are ex- posed to work-family conflict are likely to experience neg- ative consequences such as stress. Stress causes negative individual and organizational behaviors in the workplace. These negative behaviors include decreased productivity, decreased performance, employees’ indifferent behaviors toward the organization and colleagues, and avoidance of responsibility. (Fairbrother & Warn, 2003). Employees’ motivation and job satisfaction can be negatively affected by stress and fatigue associated with excessive workload. This situation causes employees to experience stress and unhappiness by feeling that they cannot meet the expec- tations of the employer when they must fulfill their duties within a certain period or undertake tasks outside their are- as of expertise. In contrast, Zhao and Namasivayam (2012) posited that individuals operating within demanding work environments are inclined to contemplate the interplay between their professional and familial domains, conse- quently experiencing diminished levels of job satisfaction. Buonocore and Russo (2012) found that work-family con- flict negatively affected job satisfaction, in line with the data collected from nurses. Many authors have concluded in their studies that work-family conflict negatively affects job satisfaction (Choi et al., 2018; Kalliath & Kalliath, 2013; Mittal & Bhakar, 2018; Perrewe et al., 1999). The following hypothesis was established in this context based on the investigations in the literature: Hypothesis 2: Work-family conflict has a negative ef- fect on job satisfaction. 3.3 Nexus of Work-Family Conflict and Turnover Intention The concepts of work and family are shaped as op- posing elements. Contemporary workplaces are charac- terized by extended work hours, abbreviated vacation intervals, and heightened levels of competition (Aboobak- er & Edward, 2020). Elimination of problems related to work-family conflict is effective in increasing employees’ commitment to their organizations, making them more ac- tive and productive, and thus reducing turnover intention rates (Allen & Armstrong, 2006). Turnover intention is defined as an employee’s conscious intention to leave the workplace because of negative conditions, such as exces- sive workload, burnout, and low job satisfaction (Tett & Meyer, 1993; Ding & Lyu, 2023). Thus, turnover intention may appear as a reaction to conflict between employees’ work and family life goals (Bajaba et al., 2022). Employ- ees’ changing organizations lead to the disclosure of con- fidential information belonging to the organization, which in turn causes businesses to lose their competitive advan- tage and reduce their profit share. Conversely, work-family conflicts give rise to adverse outcomes, including dimin- ished job satisfaction, increased absenteeism, and escalat- ed employee turnover (Blomme et al., 2010). In addition, high turnover intention imposes excessive costs on busi- nesses (Long et al., 2016). When the related literature is examined, it is concluded that work-family conflict pos- itively affects turnover intention (Anderson et al., 2002; Rasheed et al., 2018; Wang et al., 2017). The following hypothesis was established in this context since the inves- tigations in the literature. Hypothesis 3: Work-family conflict has a positive effect on turnover intention. 3.4 Nexus Between Job Satisfaction and Turnover Intention The most valuable resource in a corporation is its workforce. Worker job satisfaction has a significant impact on the intention to leave an organization (Alam & Asim, 2019; Mobley et al., 1978). Ensuring job satisfaction re- duces employee turnover intention. When employees are not satisfied with their jobs, their turnover intentions are supported (Pinnington et al., 2023). Previous studies have determined that turnover intention leads to undesirable costs for organizations in terms of organizational struc- ture, loss of information, costs, and training (Charles-Leija et al., 2023). Numerous studies have confirmed that job satisfaction is inversely correlated with turnover intention (Amah, 2009; Chen et al., 2004; Dole & Schroeder, 2001; Naidoo, 2018). The following hypothesis was established in this context since the investigations in the literature: Hypothesis 4: Job satisfaction has a negative effect on turnover intention. 3.5 Theoretical Framework of the Research Role conflict is a theory of work and family conflict that he has many roles in his life, and that he has different tasks and duties in various settings. responsibilities (Liu & You, 2019). In other words, role conflict theory suggests that if a worker has more roles, the possibility of pressure and burden of performing these roles will rise (Linzer et al., 2002). At the same time, following the conservation of resources theory (Hobfoll, 1989), people’s energy and resources are limited and when individuals use their re- sources in one area (e.g. work), there is a scarcity of re- sources in another area (e.g. family), increasing the like- 126 Organizacija, V olume 58 Issue 2, May 2025 Research Papers lihood of conflict. Theoretical frameworks such as role conflict theory and conservation of resources (COR) the- ory offer valuable insights into the assessment of stressors and coping mechanisms associated with occupations such as police officers, nurses and prison guards. Role conflict theory suggests that psychological disorders arise when individuals encounter incompatible expectations within their professional roles. This is thought to be a common phenomenon, particularly among nurses and police of- ficers, who experience high levels of role conflict. Nurses are exposed to role incompatibility through increased anx- iety and depressive symptoms due to the nature of their professional environment (Hosseini & Homayuni, 2022). This theory describes the motivations behind certain social behaviours exhibited by individuals, the ways in which individuals assess the costs and benefits of relationships, and the strategies used to maintain balance and fairness in interpersonal interactions by understanding exchange, rec- iprocity, norms and trust (Jabeen & Isakovic, 2018). Social Exchange Theory suggests that employees are constantly involved in reciprocal interactions within both their pro- fessional and familial spheres. These interactions are gov- erned by an evaluative process, where employees weigh the perceived rewards and costs associated with various facets of their lives. Key dimensions under consideration include work-family balance, role overload, job satisfac- tion, and turnover intention. The perceived alignment or imbalance between the benefits and drawbacks in each of these domains plays a pivotal role in shaping employees’ overall levels of engagement in their work (Krishnakumar, 2024). On the other hand, according to the social exchange theory employees respond to conditions that are supported by their organizations (e.g. work-family balance practic- es). If they think that their organizations do not support work-family balance, they may react with less commit- ment (Ribeiro et al., 2023). This may lead to turnover or a decrease in employee satisfaction. Variables n % Gender Male 240 61.5 Female 150 38.5 Age 20-30 114 29.2 31-40 168 43.1 41-50 49 20.3 51 and over 29 7.4 Marital Status Married 271 69.5 Single 119 30.5 Educational Status High School 64 16.4 Bachelor’s Degree 280 71.8 Postgraduate 41 10.5 Doctoral Degree 5 1.3 Total Work Experience 0-1 Year 28 7.2 2-5 Years 146 37.4 6-15 Years 144 36.9 16 Years and over 72 18.5 Position Prison officer 116 29.7 Police officer 108 27.7 Nurse 130 33.4 Other officers 36 9.2 Total 390 100.0 Table 1: Demographic variables 127 Organizacija, V olume 58 Issue 2, May 2025 Research Papers 4 Materials and Method 4.1 Sample This study employed structural equation modelling to uncover the relationships between the variables under in- vestigation. Additionally, correlation and explanatory fac- tor analyses were performed. Furthermore, the construct validity of the variables was examined by analyzing the A VE and CR values. In this study, a questionnaire was used as the quantita- tive method. The data were collected from public employ- ees (especially prison officer, police officers, and nurses) in Central Anatolia, Turkey. This sample was selected be- cause the three groups mentioned above work in a stressful way because of excessive role overload, and their intention to leave their jobs is frequently expressed. The population of the study consists of about 5 million public employees in Turkey. Of these, 225,000 are nurses, 350,000 are police officers and 55,000 are correction officers (Presidency of Strategy and Budget, 2023). According to Ahmed (2024), 384 people are sufficient for the sample of the study at 95% confidence interval. In this context, data were collected from 390 people in this study. In this context, 403 people were reached, and 13 people were excluded from the scope after the extreme values were checked. The analyses were conducted on the remaining 390 people. The demographic variables of the 390 participants are shown in Table 1. As shown in Table 1, 240 participants were male (61.5%). The age range with the highest number of partic- ipants was 31-40 years (43.1%). In terms of marital status, the highest number of participants were married with 271 (69.5%). In terms of education, a bachelor’s degree grad- uate came to the forefront with 280 participants. In terms of total work experience, the highest participation is 2-5 years (37.4%). Finally, in terms of position, all participants were civil servants in the public sector, and the highest par- ticipation was from nurses, with 130 participants (29.7%). 4.2 Procedures and Measurements The measurement model analysis was conducted us- ing structural equation modelling (SEM) through IBM’s AMOS v24.0 software. AMOS software is ideal for fac- tor-based models and provides new insights from the data by detecting complex patterns (Sarstedt et al., 2016). The survey method was the primary approach for data collec- tion in this study. Scale statements were asked of the par- ticipants using a Likert scale (5-point Likert scale ranging from 1=Never Agree to 5=Strongly Agree was used). The relevant scales were taken from those previously used in other studies and were applied to participants in the Turk- ish language. The work-family conflict (WFC) and the role overload (RO) scales were translated into Turkish by two academicians who are experts in their fields. After the nec- essary analyses (explanatory and confirmatory factor anal- ysis), a pilot study was conducted and the two scales were used in the study. For the other two scales, ready-made Turkish forms were used. The scales used are as follows: The work-family conflict (WFC) scale consists of 10 statements. This measure was developed and employed by Haslam et al. (2014). The scale comprises statements that measure work and family conflicts. A sample statement is as follows: “My work prevents me from spending enough quality time with my family.” The role overload (RO) scale consists of five state- ments. Alam (2016) created and employed this measure. The scale consists of statements related to the heavy work- load that employees face. Example statement: “I often have difficult tasks”. The job satisfaction (JS) scale consists of five state- ments. This measure was created and employed by Judge et al. (1998) and adapted to Turkish by Keser and Bilir (2019). The scale includes statements that measure em- ployee job satisfaction. Sample statement: “I am quite sat- isfied with my current job.” The turnover intention (TI) scale consists of four state- ments. This measure was created and employed by Rosin and Korabik (1991) and adapted to Turkish by Tanrıöver (2005). On the scale, there are statements that measure em- ployees’ intentions to quit their jobs. Sample statement: “I am actively looking for a new job.” 5 Results 5.1 Descriptive Statistics This section presents the descriptive statistics of the variables under examination. The Average Variance Ex- tracted (A VE) for convergent validity, composite reliabil- ity (CR) for composite reliability, Cronbach’s α for reli- ability of the scales, Kaiser-Mayer-Olkin (KMO) values, and exploratory factor analysis (EFA) values were analyz- ed for the factor structures of the variables. Cronbach’s α, composite reliability coefficient (CR) ≥0.70 and average variance explained (A VE) ≥0.50 (Fornell & Larcker, 1981; Hair et al., 2010; Rejikumar et al., 2019). In this context, the results regarding demographic information are present- ed in Table 2. According to Table 2, four variables were considered within the scope of this study. The first is the role overload variable, which consists of a single dimension. There were five items in the variable, and the items had values be- tween 0.884 and 0.765. The Cronbach’s α value of the var- iable was 0.894, and the KMO value was 0.870. The value obtained were good. The second variable is work-family conflict. The variable has 10 items, with values between 0.836 and 0.545. The Cronbach’s α value of the variable 128 Organizacija, V olume 58 Issue 2, May 2025 Research Papers was 0.939, and the KMO value was 0.924. These values were quite high. The third variable used is the job satisfaction variable, which consists of a single dimension. There were five items in the variable, and the items had values between 0.895 and 0.784. The Cron- bach’s α value of the variable was 0.868, and the KMO value was 0.847. The values obtained were good. Finally, the last var- iable analysed is the intention to quit the job, which also consists of a single dimension. There were four items in the variable and the items had values between 0.906 and 0.743. The Cronbach’s alpha value of the variable was 0.857 and the KMO value was 0.818. The condition CR>A VE was fulfilled for all variables. On the other hand, the values obtained were good. Therefore, we considered it appropriate to use these variables in this study. 5.2 Correlation Analysis Correlation analysis was used to determine the strength and nature of the relationship between the two variables. Table 3 displays the correlations between the variables in this context. According to Table 3, the highest correlation is be- tween TI and JS (r=-0.785, p=0.01). In other words, an in- crease in job satisfaction corresponds to a reduction in the turnover intention of the organization. The lowest correla- tion was observed between JS and RO (r=-0.614, p=0.01). It is imperative to note that, to ensure the validity of the square root of A VE, the absolute value of the correlation must exceed that of the inter-correlation (Sarstedt et al., 2014). In general, there is a high correlation between the variables and the values of A VE are higher than the corre- Scales Sub-dimensions Variables EFA AVE CR Values Role Overload (RO) One Dimension RO1 0,892 0.705 0.923 Cronbach’s α= 0.910 KMO= 0.875 Barlett Sph. Testi = 1271,178 Total Variance = %73.622 RO2 0,856 RO3 0,848 RO4 0,873 RO5 0,819 Work-Family Conflict (WFC) One Dimension WFC1 0,845 0.667 0.952 Cronbach’s α= 0.944 KMO= 0.929 Barlett Sph. Testi = 3237,118 Total Variance = %66.679 WFC2 0,869 WFC3 0,816 WFC4 0,847 WFC5 0,833 FWC6 0,818 FWC7 0,778 FWC8 0,781 FWC9 0,834 FWC10 0,737 Job Satisfaction (JS) One Dimension JS1 0,792 0.711 0.925 Cronbach’s α= 0.898 KMO= 0.852 Barlett Sph. Testi = 1184.657 Total Variance = %71.121 JS2 0,873 JS3 0,814 JS4 0,892 JS5 0,842 Turnover Intention (TI) One Dimension TI1 0,914 0.743 0.920 Cronbach’s α= 0.885 KMO= 0.824 Barlett Sph. Testi = 911.637 Total Variance = %74.348 TI2 0,891 TI3 0,877 TI4 0,759 Table 2: Demographic findings of the study 129 Organizacija, V olume 58 Issue 2, May 2025 Research Papers sponding rows and columns. In this way, divergent validity is also assured. 5.3 Measurement Model Within the framework of this study, analyses were con- ducted using the SPSS 29.0 and Amos 24.0 software pack- ages. Exploratory factor analysis (EFA) was employed to validate the factor structures of the dimensions examined in this study. Confirmatory factor analysis (CFA) was ap- plied to verify the research model. Cronbach’s alpha (CA) was analyzed to measure the validity of the dimensions and average variance extracted (A VE) and Composite Re- liability (CR) values for internal consistency. Within the scope of this study, a research model cov- ering all four dimensions is proposed. The hypotheses and the research model of this study are shown in Figure 1. Table 3: Discriminant validity and correlations n=390 RO WFC JS TI RO 1 Pearson Correlation 0,858* Sig. (2-tailed) 0.000 WFC 2 Pearson Correlation 0.695 ** 0,817* Sig. (2-tailed) 0.000 JS 3 Pearson Correlation -0.614 ** -0.714 ** 0,843* Sig. (2-tailed) 0.000 0.000 TI 4 Pearson Correlation 0.624 ** 0.709 ** -0.785 ** 0,862* Sig. (2-tailed) 0.000 0.000 0.000 * Square root of AVE. **Correlation is significant at the 0.01 level (2-tailed). 1-Role overload, 2-Work-family conflict; 3. Job satisfaction; 4. Turnover intention Figure 1: Research model Figure 2: Structural equation modeling results with standardized coefficients 130 Organizacija, V olume 58 Issue 2, May 2025 Research Papers According to Figure 1, role overload affects work-fam- ily conflict (H1). Work-family conflict affects job satisfac - tion and turnover intention (H2 and H3). Job satisfaction affected turnover intention (H4). The results of all hypoth- eses are presented in the following section. 5.4 Testing the Hypothesis This section presents the testing and verification of the hypotheses. Accordingly, all hypotheses were tested using structural equation modeling. According to the results of structural equation modeling, the fit indices of the mod- el were as follows: CMIN/DF (2.427), NFI (0.931), CFI (0.958), TLI (0.952), GFI (0.895), RMSEA (0.061), and SRMR (0.040). According to these results, the model gen- erally showed an excellent fit. The results of the structural equation model analysis are shown in Figure 2. Figure 2 shows the results of structural equation mod- eling with the standardized coefficients. Hypothesis H1, RO has a positive effect on WFC, was accepted (β=0.77, p<0.001). Accordingly, an increase in RO has a significant and positive effect on WFC and increases work-family conflict, which in turn has a negative effect on employees. Another hypothesis, H2, which states that WFC has a negative effect on JS, was accepted (β=-0.85, p<0.001). In this case, the WFC faced by working individuals affects their JS status and causes them to be unhappy and not en- joy their work. In the third hypothesis, H3, the statement that WFC has a positive effect on TI was accepted (β=0.21, p<0.001). Accordingly, employees who are exposed to WFC at an increasing rate experience TI and enter a process leading to resignation. In the last hypothesis, H4, the statement that JS has a negative effect on TI was accepted (β=-0.73, p<0.001). According to this situation, the higher the job satisfaction of the employees, the greater the decrease in their turnover intention. According to the results of the analyses, all hy- potheses in the model are accepted. 6 Discussion In this study, the interplay between role overload, work-family conflict, turnover intention, and job satisfac- tion among public employees in the Central Anatolia re- gion of Turkey was explored using quantitative methods and structural equation modeling. The findings revealed several important insights into the dynamics of these var- iables. Previous studies (Bajaba et al., 2022; Cortese et al., 2010; Darrat et al., 2010; Deng et al., 2018; Gao et al., 2012; Gilboa et al., 2008; Grandey et al., 2005; Jensen et al, 2011; Jia & Li, 2021; Kalliath & Kalliath, 2013; Lam- bert et al., 2020; Matthews et al., 2013; Pathardikar et al., 2023; Ribeiro et al., 2023; Terry & Woo, 2020; Vickovic & Morrow, 2020; Viegas & Henriques, 2021; Zito et al., 2019) the relationships among role overload, work-fam- ily conflict, job satisfaction, and turnover intention were examined, but no study has used these variables together. The first hypothesis, that RO has a positive effect on WFC, was accepted because of the analyses. There are other results supporting this hypothesis in the literature (Adebayo, 2006; Dodanwala et al., 2022). This suggests that when employees are burdened with excessive respon- sibilities and tasks in the workplace, they are more likely to experience conflict between their work and family roles. This finding aligns with existing literature on the relation- ship between workload and work-life balance. Another hypothesis, that WFC has a negative effect on JS, is also accepted. Similar results have been reported in the literature (Baş & Güney, 2022; Lu et al., 2017). This suggests that employees have difficulty in balancing work and family responsibilities and that this is a problem that needs to be addressed. The third hypothesis, that WFC has a positive effect on TI, was accepted. As WFC increases, TI also increases. In other words, workers’ intents to leave rise in tandem with the degradation of their work-family life balance. This finding emphasizes the importance of addressing work-family conflict in the workplace to reduce turnover intentions. Similar negative effects have been found in the literature (Anderson et al., 2002; Liu & You, 2019; Lu et al., 2017; Rasheed et al., 2018; Wang et al., 2017). In the final hypothesis, it was confirmed that JS ex- erts a negative influence on TI. This is consistent with the well-established understanding that satisfied employees are less likely to seek alternative employment opportuni- ties. Therefore, organizations that prioritize employee sat- isfaction are likely to experience lower turnover rates and greater employee retention. Meta-analyses have consist- ently underscored job satisfaction as one of the principal precursors to TI (Choi & Kim, 2016; Özkan et al., 2020). In this context, (Tett & Meyer, 1993) stated that among other factors affecting turnover intention, job satisfaction has the most negative effect on turnover intention. JS has a direct and negative effect on turnover intention (Han & Jekel, 2010; Lu et al., 2017; Tziner et al., 2015). JS and TI are significantly and inversely related, indicating a strong direct relationship. Consequently, all hypotheses devel- oped because the examined variables are corroborated and accepted. 7 Conclusion Several key findings emerged from the analyses car- ried out in this study. First, a significant and positive as- sociation was observed between excessive role overload and work-family conflict. Second, it was established that 131 Organizacija, V olume 58 Issue 2, May 2025 Research Papers work-family conflict exerts a negative impact on job sat- isfaction. Additionally, work-family conflict was found to have a positive effect on turnover intention. Lastly, job sat- isfaction was revealed to have a negative influence on turn- over intention. The results were also significant according to role conflict theory, conservation of resources theory, and social exchange theory on which the study was based. Consequently, all hypotheses were considered significant and accepted. In summary, the role overload experienced by public sector employees initiates work-family conflict, which subsequently reduces job satisfaction and increases turnover intentions. Furthermore, an increase in job satis- faction among public employees is associated with a re- duction in turnover intention. Employees who experience role overload may encounter difficulties in achieving a bal- ance between their work and family lives. Organizations and managers must pay attention to this situation. Hap- py employees may also have high productivity. Hence, an equitable distribution of work among employees can alleviate the burden of role overload, thereby facilitating the achievement of work-family balance. Conversely, the presence of detrimental factors such as role overload and work-family conflict are likely to engender job dissatisfac- tion among employees and disrupt the harmonious func- tioning of the organization. (Kelly et al., 2011). Again, un- favorable situations may create pressure on employees and lead them to intention to quit, which is the thought before leaving the job. In this case, a high employee turnover rate and a loss of the labor force may result. Our study has certain limitations and offers opportuni- ties for future research Primarily because the research was conducted only among public sector employees in Turkey, the results may not be directly extrapolated to other indus- tries or countries. Nevertheless, it is assumed that the var- iables addressed may also be experienced in other sectors or countries. Second, collecting data in a single period may cause method bias. Finally, the fact that the sample of the research covers only public sector employees is seen as a limitation of the research. Finally, in future studies, it is recommended that comparisons be made by selecting dif- ferent sectors as a sample. It is thought that improving the working hours of the employees, improving their wages, and providing more career development opportunities for them will enable them to reduce their stress, concentrate more on their work, feel more satisfied, and thus reduce their intention to leave the job. 8 Policy Recommendations Reducing role overload and work-family conflict in public sector organizations requires a multifaceted ap- proach that integrates organizational policies, human re- source management (HRM) practices and individual sup- port mechanisms. The implementation of flexible working arrangements, such as special leave benefit schemes, and HR practices that enhance resilience can reduce workload and work intensity, as evidenced by the reported satisfac- tion of civil servants in South Korea (Kim et al., 2024). 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International Journal of Environmental Research and Public Health, 16(7), 1176. https://doi.org/10.3390/ijerph16071176 137 Organizacija, V olume 58 Issue 2, May 2025 Research Papers Abdullah Zübeyr Akman is an Assist. Prof. Dr. in the field of management and organization at Necmettin Erbakan University. He received his bachelor’s degree in business administration from Istanbul University in 2014 and his master’s degree in social capital and competition from Necmettin Erbakan University in 2018. He also obtained his doctorate degree (Ph.D.) in Business Administration from Necmettin Erbakan University in 2023. His research focuses on technology and innovation, society 5.0, digital transformation, technostress, organizational behavior and human resource management. Dr. Akman has published 13 articles on management and organizational behavior (one of the articles have been published in ESCI/ SCOPUS index, two of articles have been published in ESCI index and one of article have been published in SCOPUS index). Research Assistant Dr. Oğuzhan Kodalak completed his undergraduate education at Akdeniz University Accommodation Management and Anadolu University Faculty of Business Administration. After completing his master’s degree at Sakarya University Institute of Social Sciences, Department of International Trade, he completed his doctorate education at Necmettin Erbakan University, Institute of Social Sciences, Department of Business Administration. He is currently working as a Research Assistant Dr. at Necmettin Erbakan University Faculty of Applied Sciences, Department of International Trade and Finance.