





































CLIMATE ORGANIZATION AND WORK LOAD THE EFFECT OF WORK STRESS AND INTENTION TO 
LEAVE EMPLOYEES BANK MANDIRI TASPEN IN BALI 

  
Ni Made Ary Yunharmini 1 
Wayan Gede Supartha 2 

  
1.2 Faculty of Economics and Business, Udayana University, Bali, Indonesia 

e-mail: nimadearyyunharmini@gmail.com 
  
  

ABSTRACT 
Organizations optimizing resources have done it by restructuring the organization, as an effort to 
restore public trust, strengthen and increase competitiveness. Organizational employees or human 
resources (HR) are the key success factors to win the competition in the era of globalization coupled 
with the implementation of free trade. Stress exists in every organization both large and small 
workplaces and the organization becomes so complex because of the stress of the workplace it 
exists. This research will be carried out at Melati Bank Denpasar Branch Office as the 
object ofresearch is motivated by institutional restructuring due to changes in name and share 
ownership. The sampling method used in this study is the saturated or census sample method. The 
sample used is the entire population used as a sample so that the number of samples in this study 
were 125 people. Data analysis techniques in this study used descriptive statistical analysis and 
inferential statistical analysis, namely the classic assumption test and the path analysis method. The 
results of this study suggest that workload and organizational climate have a positive and significant 
effect on work stress, and work stress has a positive and significant effect on intention to leave at 
Bank Mandiri Taspen. The results also showed that work stress mediated the effect of workload and 
organizational climate on intention to leave at Bank Mandiri Taspen. 
Keywords: organizational climate, work load, work stress, intention to leave 
  
INTRODUCTION 

Some organizations optimize resources by doing organizational restructuring, as an effort to 
restore public trust, strengthen and increase competitiveness. Restructuring is an activity to change 
the structure of the company, in an increasingly bigger or increasingly lean position (business 
downsizing). That is, restructuring can mean the efforts made by the organization in order to enlarge 
its organizational structure, including through acquisitions. Acquisition (Holding company) is an effort 
to merge an organization with the aim of owning shares in one or more other organizations or 
regulating one or more other organizations. Examples of organizations conducting Holding companies 
are: Bank Sinar Harapan Bali became Bank Mandiri Taspen (Bank Mantap). 

The banking restructuring was carried out as an effort to restore public confidence, the 
recapitalization program, the credit restructuring program, the improvement of banking regulations, 
and the improvement of the bank supervision function. Likewise, the establishment of Bank Mandiri 
Taspen (Bank Mantap) aims to be the best and most trusted partner in empowering and 
prospering. Restoring public confidence in the banking sector is carried out by prioritizing the Bank 
Mantap Mission, which is creating business growth and prosperity through the best financial products 
and services and focusing on the needs of MSMEs and retirees (Mandiri Taspen, 2017). 

The impact of the acquisition process for banks that join, is indicated internally and externally 
by the bank. Banks that berganbung certainly experience many changes in terms of organizational 
management, such as the change in incompetent management or the operating strategy such as 
employee reduction (with early retirement), reduction of bank branches, and others. Whereas 
regarding managerial roles, it certainly produces professional employees, because the new bank will 
choose employees from the merged bank. According to Kristina (2008) organizational restructuring 
will lead to potential uncertainties that may accompany these changes, where the changes affect 

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communication, decision making, clarification of the role and welfare of the organization's 
employees. 

As explained earlier, restructuring will have an impact on employee welfare. The perceived 
impact of employees who are still active in the organization (ie; employees who are not subject to 
early retirement, not terminating contracts and others), among others, in the form of excessive 
workload due to the dismissal of some employees as an organization's efforts to improve 
efficiency. Workload charged to employees refers to the amount of work allocated to be done by 
employees. Jobs or excess work that is beyond a person's ability can negatively impact the 
psychological well-being of employees, their blood pressure and heart health, the stability of their 
family relationships, and their safety at work. All of these negative effects can fluctuate daily based on 
employees' perceptions of the amount of work they have to do. 

A number of researchers show support for a positive relationship between workload and stress 
(Glaseret, et al ., 1999; Diane , et al ., 2007; Muhammad, 2013). Even the researchers' findings also 
state that there is a significant relationship between stress and intention to leave the organization 
and stress also plays a mediation between workload and intention to leave the organization. 

Stress exists in every organization both large and small workplaces and the organization 
becomes so complex due to the stress of the workplace it exists. Many studies provide empirical 
evidence that employees think about leaving work, when they are overburdened with excessive work 
and workplace stress has a significant effect on employee work performance. Therefore, the 
management of the organization always tries to overcome these problems with a variety of scenarios, 
and the forms of action taken include; with a rational workload that provides a win-win situation 
solution for the organization. 

By interpreting the above review, it can be stated that organizational climate and workload are 
two variables that are predictors of work stress variables, and work stress is a predictor of intention to 
leave variables . The problem seems not much different from what happened at PT. Bank Mandiri 
Taspen (Persero) or Bank Mantap. The problems experienced by PT Bank Mantap can be seen from 
two sides, namely: 
(1) There are many changes in the Bank Mantap including changes in the work system, changes in 

organizational structure, changes in strategy and other changes that impact on employee 
behavior and the potential to cause stress for employees.              

(2) Related to the employee turnover rate which is quite high which is almost equal to the average 
banking turnover rate, which is in the range of 10-11 percent. Data shows that from 2017 to 
2018 there were 20 employees stating their resignation as seen in Table 1.1. This amount is 
classified as large since the organizational change at Bank Mantap.              

  
Table 1 Data on the Number of Employees, Employees Entering and Exiting the Bank 

Melati KCP 2017 until 2018 

No. Information 
Year 

2017 2018 
1 
2 
3 

Number of employees 
Recruitment 
Turnover 

145 
10 
9 

125 
15 
11 

Source: Mandiri Taspen, 2018 
  

Based on Table 1 study of the intention to leave employees at PT. Bank Mantap is a very 
necessary thing to do to find out how much organizational climate factors, workload affect work 
stress, and intention to move employees. 

  
LITERATURE REVIEW 
Workload 

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              Workloads are considered multidimensional and multiple interpretations. Workload is 
generated from the aggregation of various demands and is difficult to define uniquely. Workloads 
(excessive and or deficient) are stressors. Workloads are further divided into excessive / too little 
quantitative, and qualitative workloads. Workload measured quantitatively arises as a result of tasks 
that are too much / too little given to the workforce to be completed within a certain time. Workload 
is measured qualitatively arising as a result of a person feeling unable to perform the given task, or 
the assignment does not use the skills and / or potential of the workforce. In addition, excessive 
quantitative and qualitative workloads can lead to the need for a very large number of hours to be 
worked on, thus increasing stress . 

The conclusions that can be drawn from several definitions can be summarized in the 
statement, as follows; that workload illustrates how much employee capacity is needed to complete 
assigned tasks, which can be indicated from; the amount of work to be done, the availability of time / 
time limit of employees in completing tasks, as well as the individual's own subjective views of the 
work carried. 

Workload measurements are carried out in order to obtain information about the level of 
effectiveness and efficiency of the organization's work, based on the amount of work that must be 
completed in a one year period. In addition, the measurement of workload is also useful for obtaining 
information about the level of effectiveness and efficiency of the work of the organization, measuring 
the workload even done to determine the number of hours worked and the number of people 
needed in order to complete a particular job. 

Workload measurement can be done in a variety of procedures (O "Donnell and Eggemeir, 
1986) namely, subjective measurements, performance measurements and psychological 
measurements that measure the level of workload through several aspects of employees' piscological 
responses, when they complete a particular task or job. The usual measurements are 
for pupillary reflexes , eye movements, muscle activity and other body responses. 
              Workload measurement techniques that are suitable for the purposes of this study are time-
 based performance measurement techniques because the workload measurement techniques based 
on time measurement can be used to obtain measurements about workload and performance that 
apply in a work system in a banking organization. 
  
Organizational Climate 

Davis and Newstrom (2008) argue that the organizational climate is an organization that is 
distinguished from other organizations, and this description leads to the perception of each member, 
especially in looking at the organization. Thus, the organizational climate is a set of descriptions of the 
characteristics of an organization that distinguishes the organization with other organizations and this 
description leads to the perceptions of each member in viewing his organization. 

Gibson , et al . ( 2012 ) defines organizational climate as a characteristic that distinguishes an 
organization from other organizations, and these characteristics can influence the behavior of 
everyone in the organization. Bueno and Kneer (1990) looked at organizational climate from six 
dimensions, namely Flexibility conformity , Responsibility , Standards , Reward , Clarity , and Theme 
Commitment . 

  
Job Stress 

Gibson , et al. (1993) conceptualize stress from several points of view, namely stress as a 
stimulus, stress as a response, and stress as a stumulus-response. Stress as a stimulus is an approach 
that focuses on the environment. Define stimulus by viewing stress as a force, even pressing 
individuals to respond to stressors. This approach views stress as a consequence of interactions 
between environmental stimuli and individual responses. The stimulus-response approach defines 
stress as a consequence of the interaction between environmental stimulus and individual 
response. Stress is seen not merely as a stimulus or response, but rather is the result of a unique 
interaction between the conditions of environmental stimulus and the tendency of individuals to 

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respond. In line with the opinion of Avey, et al. (2009) defines stress as a response in adjustment that 
is influenced by individual differences and psychological processes, as a consequence of an action. 

Thus it can be concluded that work stress arises due to environmental demands and the 
response of each individual in dealing with the stressful environment can be different. The problem of 
work stress is an important symptom observed in corporate organizations, since demands for work 
efficiency are raised. Some consequences of work stress can be stated here, namely; people 
become nervous, feel chronic anxiety, increase tension in emotions, thinking processes and individual 
physical conditions. In addition, the symptoms of work stress on employees can also threaten and 
interfere with work performance, such as: irritability and aggression, unable to relax, 
emotional instability, unwillingness to cooperate, feelings of being unable to get involved, and 
difficulty in sleeping problems. 

  
Intention to Leave 
              The intention to leave is defined as the tendency or intention of employees to quit their jobs 
voluntarily according to their own choice. The desire to get out of work is influenced, among others, 
by high job sires and job stressors as one of the causes. Firth, 2004). In the sense of   intention to 
leave explained about the desire of individuals to leave and quit the organization where they work. In 
many studies, these variables are used in a broad scope covering the whole action of 
withdrawal (withdrawl Cognitions) committed by employees (Abelson, 1990). According to 
Mellor et. al. (2004) Intention is a function of three basic determinants, namely; firstly individual 
attitudes toward behavior, secondly individual perceptions of social pressure to do or not do the 
behavior in question, and thirdly aspects of behavioral control. Zeffane et al. (1995) 
defines intention is the desire arising from individuals to do something. Intention is also interpreted 
as; intention or desire that arises in individuals to do something, or employee's tendency to stop 
working from work according to his own choice (Kurniasari, 2004). Intention is interpreted as a 
psychological process that is followed by the individual when the employee considers alternative 
work, at which time there is dissatisfaction with his current job. This intention to leave is a response 
from employees' dissatisfaction with their work. An employee who is satisfied with his 
work will reduce the intention to leave. 
              So the intention to leave is a reluctance to change workplaces or work from an employee that 
is preceded by a dissatisfaction with the current work or work place but has not yet been realized in a 
concrete action. 
  

 

 

 

 

 

 

  
Figure 1 Research Conceptual Framework 

  
H1: Workload is a positive and significant effect on work stress. 
H2: Organizational climate has a positive and significant effect on work stress. 

Workload 

(X1) 

Organization 

Climate 

(X2) 

Intention to 

Leave 

(Y2) 

H1 

Job Stres 

(Y1) 
H2 

H3 

H4 

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H3: Work stress has a positive and significant effect on Intention to Leave 
H4: Work stress positively and significantly mediates the effect of workload on Intention to Leave 
H5: Work stress positively and significantly mediates the effect of organizational climate on Intention 
to Leave 
  
 

 
RESEARCH METHOD 

This study uses explanatory research (explanatory research) which explains a relationship 
between variables through hypothesis testing (Ghozali, 2011). This research will be carried out at 
Melati Bank Denpasar Branch Office as the object of research is motivated by institutional 
restructuring due to changes in name and share ownership. The bank, formerly known as Bank Sinar 
Harapan Bali, which operates locally in Bali, has now penetrated the national arena with ever-
increasing business capital. This change requires a changing workload. This condition often creates 
great pressure for employees. That is why the scope This research is limited to four main variables 
namely, workload, organizational climate, work stress and intention to leave Bank Mantap 
employees. The sample used is the entire population used as a sample so that the number of samples 
in this study were 125 people. 

  
Table 2 Number of Respondents Based on KCP 

No KCP Number of Respondents 
1 KCP Melati 20 
2 KCP Kuta 12 
3 Teuku Umar KCP 22 
4 KCP Sempidi 8 
5 Kartini KCP 12 
6 Kerobokan Barat KCP 11 
7 KCP Sukawati 12 
8 KCP Gunung Agung 8 
9 KCP Sesetan 8 

10 KCP GWK 12 
  amount 125 

Source: Mandiri Taspen, 2017 
  

Data collection methods used in this study were questionnaires, surveys, and library 
studies. In collecting data through surveys aids are used namely Questionnaire (questionnaire ).  The 
analysis technique used in this study of the technique of path analysis (path analysis) as well 
as descriptive statistics and inferential statistical analysis. As for testing hypotheses using the sobel 
test 
  
RESULTS AND DISCUSSION 

Testing data or data analysis techniques in this study using the path analysis technique ( Path 
Analysis ), which is an extension of multiple linear regression analysis that tests the causality 
relationship between 2 or more variables. The results of testing the data using the path analysis 
method in this study are as follows: 

1) Path diagram of the research model      
Based on the path diagram of the research model, the results of the final path diagram model 
validation are presented as follows: 
 
 
 

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 Figure 2 Validation of the Final Pathway Model 

              Based on the path diagram in Figure 2 , the magnitude of direct and indirect effects and the 
total effect between variables can be obtained. The calculation of influence between variables is 
summarized in the following Table 3 and Table 4 below: 
  
Table 3 Direct Effect of Workload (X1), Organizational Climate (X2), on Intention to Leave (Y2) through 

Work Stress (Y1) 
Influence of Variables Direct Effect 

X1     Y1 0,418 

X2     Y1 0,734 

Y1     Y2 0,270 

X1     Y2 0,518 

X2     Y2 0,411 

Source: Data processed, 2019 
  

Table 4 Indirect Effects of Workload (X1), Organizational Climate (X2), on Intention to Leave (Y2) 
through Work Stress (Y1) 

Influence of Variables Indirect Effect 

X1     Y1     Y2 0,11 

X2     Y1     Y2 0,20 

Job Stres 

(Y1) 

 
Organization 

Climate 

 (X2) 

Intention to 

Leave 

(Y2) 

��= 0,856 

�� =0,270 

�� = 0,518 

�� = 0,743 

Workload 

 (X1) 

 

�� = 0,555 

�� = 0,418 

�� = 0,411 

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Source: Data processed, 2019 
  

2) Building structural equations                   
Structural equations can be obtained from the calculation of the path coefficient which is 
done by regression analysis through SPSS 17.0 for windows software. The calculation results 
obtained are shown in Table 5 and Table 6 below: 
  

 
Table 5 Results of Analysis of Path Regression Equations 1 

Model 

Unstandardized Coefficients 

Standardized 

Coefficients 

t Sig. B Std. Error Beta 

1 (Constant) 7.665 3.325  2.305 .025 

Workload .551 .163 .418 3.384 .001 

 Organization 
Climate 

.470 .031 .743 15.169 .000 

R2                :  0,268 

F Statistik   : 21,232 

Sig. F           : 0,000 

Source: Data processed, 2019 
  

Table 6 Results of Analysis of Path Regression Equations 2 

Model 

Unstandardized Coefficients 
Standardized 
Coefficients 

t Sig. B Std. Error Beta 

1 (Constant) 2.324 3.485  .667 .508 

Beban Kerja .639 .139 .518 4.608 .000 

 Iklim Organisasi 
.040 .102 .411 .397 .003 

 Stres Kerja .288 .132 .270 2.185 .003 

R2                :  0,364 

F Statistik   : 16,311 

Sig. F           : 0,000 

Source: Data processed, 2019 
  
               Based on the results of the calculation of the error variable above (Pei), the results of the 
calculation of the standard error value (Pe1) of 0.856, and the results of the calculation of the 
standard error value (Pe2) of 0.780. Based on the calculation results obtained a large value of the 

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total determination coefficient of 0.534, meaning that the intention to leave variable at Bank 
Mandiri Taspen is influenced by the variable Workload, Organizational Climate and Work Stress by 
53.4 percent, while the rest is influenced by other factors not included in the model by 46.6 percent. 

Based on the results of the analysis of the influence of the Workload on Work Stress, the 

Sig.t value of 0.001 was obtained with a beta coefficient of 0.418. The conclusion is the Sig.t value of 

0.001 <0.05 indicates that H0 is rejected and H1 is accepted, which means that Workload has a 

positive effect on Work Stress at Bank Mandiri Taspen. 

Based on the analysis of the influence of Organizational Climate on Work Stress, the Sig.t 

value is 0,000 with a beta coefficient of 0.743. The conclusion is the Sig.t value of 0,000 <0.05 

indicates that H0 is rejected and H1 is accepted, which means that the Organizational Climate has a 

positive effect on Job Stress at Bank Mandiri Taspen 

Based on the results of the analysis of the influence of Job Stress on Intention to Leave, the 

Sig.t value of 0.003 was obtained with a beta coefficient of 0.270. The conclusion is the Sig.t value of 

0.033 <0.05 indicates that H0 is rejected and H1 is accepted, which means that Job Stress has a 

positive effect on Intention to Leave at Bank Mandiri Taspen. 

Based on the results of the analysis of the influence of the Workload on Intention to Leave, 

the Sig.t value of 0,000 was obtained with a beta coefficient of 0.518. The conclusion is the Sig.t 

value of 0,000 <0.05 indicates that H0 is rejected and H1 is accepted, which means that Workload 

has a positive effect on Intention to Leave at Bank Mandiri Taspen. 

Based on the analysis of the influence of Organizational Climate on Intention to Leave, the 

Sig.t value of 0.003 was obtained with a beta coefficient of 0.411. The conclusion is the Sig.t value of 

0.003 <0.05 indicates that H0 is rejected and H1 is accepted, which means that the Organizational 

Climate has a positive effect on Intention to Leave at Bank Mandiri Taspen 

 
 Hypothesis Test (Sobel Test) 

Sobel test is used by testing the strength of the indirect effect of the workload variable (X1) 
on intention to leave (Y2) through work stress variables (Y1) and testing the strength of the indirect 
effect of organizational climate variables (X2) on intention to leave (Y2) through variables work stress 
(Y1). 

Based on calculation results obtained arithmetic comparison of the value of z and z table is 
( 2,56 > 1,96) so that it can be concluded that H 0 is rejected and H 1 accepted, meaning that the role of 
work stress in a positive way to mediate the effect of workload on the intention to leave. Based on 
calculation results obtained arithmetic comparison of the value of z and z table is ( 2,21 > 1,96) so that 
it can be concluded that H 0 is rejected and H 1 accepted, meaning that the role of work stress in a 
positive way to mediate the effect of workload on the intention to leave. 
  
Effect of Workload on Ring Work Stress 

The results of data analysis statistically prove that workload has a positive and significant effect 
on work stress . This means that the higher the workload that is given to the employee, the job 
stress of employees will be higher. Conversely the lower the workload , the employee work stress for 
the perceived lower. 

The results of this study confirm some of the results of previous studies such as research 
conducted by Cox and Angie (2006) proving that workload is too much or too little can cause 
employees to experience work stress. There are several studies related to the effect of workload on 
work stress. In a study conducted by Wibowo (2012), the results showed that there was a positive and 
significant effect between workload and work stress. Haryanti, et al (2013) get the results that there is 
a relationship between workload with nurses work stress in Semarang District Hospital. Ha ѕі l 
penel і t і an d і done by a ѕ ter (2018) show that the workload of influential ѕі gn і f і right and 
po ѕі t і f against ѕ tre ѕ work, things і n і show apab і la workload on employees decreased 
then ѕ tre ѕ employee will ѕ emak і n decreased as well and can terjad і ѕ Ebal і knya. Research Shah et 

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al., (2011) states that workload has a negative and significant effect on employee performance. Most 
people have a high workload because it will create a work environment that leads to lower levels of 
productivity. A sudden decrease (high to medium) or an increase (low to medium) workload can also 
result in a decrease in performance. While research Perry et al., (2006) states that the workload / 
tasks provided by the company does not affect the conditions of employees and does not affect 
performance 

 
 

Effects of Organizational Climate on Work Stress 
Based on the results of data analysis statistically prove that organizational climate has 

a positive and significant effect on work stress . This means that the higher the organizational 
climate at Bank Mandiri Taspen , the higher work stress felt by employees . Conversely the lower the 
organizational climate at Bank Mandiri Taspen , the work stress felt by employees will be lower. 

The results of this study confirm some of the results of previous studies such as research 
conducted by Putra et al. (2014), and Aghar (2008) and the results of their research explain that 
organizational climate has an influence on work stress. Sert et al . (2014) further found that 
organizational climate had a negative effect on employee work stress. This indicates that the healthier 
the climate of an organization, the lower the level of employee work stress, on the contrary the more 
unhealthy organizational climate, the higher the level of work stress. Florencia and Ika (2016) her 
research shows the results that the hypothesis put forward by researchers that is, there is a negative 
relationship between organizational climate and work stress can be accepted. The more positive the 
climate of the organization owned by the Satlantas Polrestabes Semarang, the lower the work stress 
experienced by police members. Conflicting results were conveyed through research from Aizzat et 
al . (2006); Priyanka (2013) where they found that organizational climate does not affect work stress . 

  
Effect of Job Stress Against Intention to Leave 

Based on the results of data analysis statistically prove that work stress has a positive and 
significant effect on intention to leave . This means that the higher the job stress felt by employees, it 
is the intention to leave the employee will be increasingly high . Conversely the lower the stress of 
work, the intention to leave the employee is getting low . 

The results of this study confirm some of the results of previous studies such as research 
conducted by Amelia (2010), Ghayyur and Jamal (2012), and Ngadiman et al. (2014) mentions the 
positive influence between workload on the intention to stop working, that is; the heavier the 
workload felt by employees, the higher the desire of employees to leave the company. The research 
results of the researcher also stated, that the workload variable did not have a significant direct effect 
with the intention to stop working, but had an indirect effect through work stress. 

The link between overwork and leaving the organization is proven by Ahuja, et 
al . (2007). Workload has a positive and strong influence on work fatigue. Work fatigue is found as a 
significant predictor of intention to leave the organization. These findings support the results of 
Moore's research (2000), regarding his studies that were assembled with technology 
professionals. Moore found that workload felt by employees was the strongest predictor of work 
fatigue and exhausted workers intended to leave their organization more than others. Salman (2014), 
Lanny (2015) also shows that work stress has a significant effect on the intention to stop working . 

  
The Role of Job Stress Mediation in the Effect of Workload on Intention to Leave 

Based on the results of data analysis statistically prove that work stress is able to mediate 
positively and significantly the effect of workload on intention to leave . The results of this study 
confirm the results of previous studies such as research conducted by Jensen et al in 2011 found that 
there is a relationship between workloads with the desire to leave. Violations of psychological 
contracts that are mutually agreed upon, as well as granting workload that exceeds individual abilities, 
will increase employee stress at work, where high work stress is also understood as one of the 

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antecedents of a strong employee's desire to leave the company (Ven, 2012; Rehman, 2010; Fawzy, 
2012). The above studies also implicitly show the role of work stress as a variable that can mediate 
the effect of psychological contracts and workload on employee desire to leave. The results of 
research from Sri Mahaiswari (2016), this study aims to examine the role of work stress in mediating 
the effect of workload on employees' desire to leave the organization to find out whether it is 
influential. This research was conducted on doc_ignga beauty clinic employees who have four 
branches namely, two branches in Denpasar, Tabanan, and Gianyar. Qureshi et al., (2013) in his 
research found that workload is one of the factors that causes an increase in the desire of employees 
to leave the company. 

  
The Role of Job Stress Mediation in the Effect of Organizational Climate on Intention to Leave 

Based on the results of statistical data analysis, it is proven that work stress is able to mediate 
positively and significantly the influence of organizational climate on intention to leave . The results of 
this study confirm the results of previous studies such as research conducted by Martoyo (2000) 
stating that unresolved stress can affect employee performance and make employees lose 
enthusiasm for work resulting in the intention to leave the organization. Aamodt (2007) states that 
the intention to leave the organization by employees is low, if the company pays more attention to its 
employees, and to improve employee performance by providing routine training to each 
employee. Nurashikin (2013) states that teachers in private tertiary institutions feel that the workload 
is quite heavy and the organizational climate is inadequate, so that the two variables show a negative 
relationship with intention to leave the organization. Based on these results it is recommended that 
management think about the factors that contribute to pressure at work, namely by better 
understanding the influence of work pressure and intention to leave the organization. Muhammad, et 
al. (2016) presents the results of his research, by showing that organizational climate significantly 
influences work stress. In addition, the results also show that the influence of the organizational 
climate on employee performance has a significant indirect effect through work stress. Farah and 
Uzma (2013) in their research conclusions stated that; if workload increases the employee will try to 
get away from work in any way, so does work stress that significantly mediates the relationship 
between job satisfaction and intention to quit. 
  
Research Implications 

The results of the study stated that workload, organizational climate and work stress have a 
positive effect on intention to leave . Work stress is able to mediate the effect of 
workload on intention to leave and work stress is able to mediate the influence of organizational 
climate on intention to leave . The results of this study are expected to be empirical evidence related 
to workload, organizational climate and work stress positively affect intention to leave, especially in 
the banking sector. 

The findings in this study explain the indicators of lack of time in completing work, have a bad 
experience in doing work that is being worked on now and are often involved in activities that conflict 
with work normally can increase work stress factors in the environment of Bank Mandiri Taspen. This 
is because there are too many tasks to be carried out, when facing stress problems, direct superiors 
cannot provide solutions, lack adequate responsibilities, unclear roles (role ambiguity) that are carried 
out, differences in values (life principles) with the company where they work, frustration with a lot of 
work and not being able to complete, often experiencing changes in the type of work (especially if it is 
not common / unusual) and often experience role conflict (work one is in conflict with other 
work). Bank Mandiri Taspen has provided the freedom of action for employees to adjust themselves 
to the assigned tasks. The condition of Bank Mandiri Taspen is endeavored to remain healthy, in 
which management pays close attention to the implementation of duties and objectives that have 
been determined but does not reduce the desire of Bank Mandiri Taspen employees to leave 
work. Although the current job is felt a lot where the workload exceeds the current work capacity and 

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the possibility of a desire to find another job in another organization, Bank Mandiri Taspen employees 
can still be given coaching to consider the intention to leave . 
  
Research Limitations 

This study uses respondents in the Banking Services Industry, so it is important for future 
research to complement and enrich empirical studies related to this topic by conducting research in 
other service or manufacturing companies. This research is only conducted in one location so the 
results of this study may not be applicable in other locations that have the same problem or the 
results of this study cannot be generalized to similar service sector companies or other sectors. The 
scope of research is limited to the Denpasar City area, so the results of this study cannot be 
generalized to research outside the Denpasar City area. 
  
CONCLUSIONS AND SUGGESTION 

Workload is a positive influence and significance of the work stress , which means the 
higher the workload that is given to the employee, it can menyebab right high job stress of employees 
perceived . This indicates that the workload will increase work stress on employees . I claim the 
organization has positive influence and significance of the work stress which means higher i claim 
perceived employee organization, it can be menyebab right high job stress of 
employees perceived. This signifies that i claim the organization will increase work stress on 
employees . Work stress influence positively and significantly to the intention to leave which means 
higher work stress perceived employee, it can menyebab right height intention to leave to 
employees . This indicates that work stress will increase the intention to leave the employee . Work 
stress is able to mediate the effect of workload on employee intention to leave . The role of work 
stress has a positive effect in mediating the effect of workload on employee intention to leave . A 
positive influence can be interpreted that the higher the workload provided, the higher the work 
stress that occurs which will increase the intention to leave employees. Work stress is able to mediate 
the influence of organizational climate on employee intention to leave . The role of work stress has a 
positive effect in mediating the effect of organizational climate on employee intention to leave . A 
positive influence can be interpreted that the higher the organizational climate applied, the higher 
the work stress that occurs which will increase the intention to leave employees. 

There is a real need for continuous efforts to reduce the level of work stress at Bank Mandiri 
Taspen by ensuring sufficient number of employees to handle various jobs, maintaining good 
relationships and work patterns between employees, ensuring there is two-way communication and 
good cooperation between employees and superiors , ensuring there is sufficient information for 
employees to support the completion of their work and other efforts that can reduce employee stress 
levels. Bank Mandiri Taspen needs to evaluate good policies in order to create a healthy, conducive 
and acceptable organizational climate for employees. Fostering mutual trust between fellow 
employees, mutual support between employees, healthy communication within Bank Mandiri 
Taspen, a conducive environment of Bank Mandiri Taspen is a measure that must be continuously 
fostered by all stakeholders of Bank Mandiri Taspen in order to achieve a healthy organizational 
climate and good to reduce the level of intention to leave at Bank Mandiri Taspen. 

P enelitian further recommended ensuring that the findings of the study to investigate the role 
of other variables as variable pemediasi. In addition this study only uses path analysis 
techniques ( path analysis ) , so it is recommended for further research using different analysis 
techniques, for example by using PLS . In the research location, researchers only examine 
in Banking located in Denpasar, so it is recommended for further research to expand research 
orientation within the scope of a larger organization or wider population or conduct research 
on Banking in other areas such as in Bali or Indonesia, so the findings of this study may differ from 
research sites in i 

  
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