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The main objective of this study is to examine the relationship between person-organization fit (P-O fit), job satisfaction (JS), workplace spirituality (WS) and turnover intentions in small and medium-sized enterprises (SMEs) and the moderate role of WS in these relationships.

Research data were collected by cross-sectional data collection methods. The sample contains 242 employees of SMEs in Indonesia. The analytical method used to test research hypotheses is moderate regression analysis.

The results show that P-O fit is an antecedent that can reduce turnover intention. JS has a negative effect on turnover intention and WS has a negative effect on turnover intention. WS moderates the relationship between P-O fit and turnover intention and the relationship between JS and turnover intention.

This study enhances the understanding of the importance of WS in reducing employee turnover intentions. This research also contributes to the research model based on fit theory and social exchange theory.

The practical implication of this research is to improve P-O fit in employees. Managers can manage the right people for the environment and the right environment for the individual. In other words, the organization must choose both. The most basic way to create a P-O fit for employees is to recruit employees suitable to organizational goals because, in general, SMEs rarely have a written vision and mission.

Through the of spirituality in the workplace, employees will experience a sense of meaning and purpose in their work, foster a sense of unity through positive relationships and achieve alignment between personal and organizational values. Consequently, this will diminish the inclination to seek employment elsewhere.

Although turnover intention in employees is considered necessary, there is still minimal research that discusses turnover intention and WS in SMEs. To the authors' knowledge, no one has tested WS on the relationship between PO fit and JS with turnover intention in SMEs.

There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second, examining the moderating role of kinship on the relationship between P-O fit and P-J fit on turnover intentions.

This research was conducted at private universities in Lampung with a total of 282 respondents. The analytical method used to test the research hypothesis was moderated regression analysis (MRA)

There are five proposed hypotheses, and all of them are supported. The findings of this study reveal that P-O fit and P-J fit are predictors that are negatively related to turnover intentions. Furthermore, kinship moderates the relationship between P-O fit and P-J fit on turnover intentions.

This study adds to the literature on turnover intentions in universities and underscores some important advances and contributions in developing a human resource management theory related to social capital. Based on the findings of this study, organizations are expected to pay more attention to P-O fit, P-J fit and kinship to reduce the level of turnover intentions. Employers are expected to choose people who match the organization's values and work and create interpersonal relationships between them to reduce turnover intentions, which mean the findings extend the theory of attraction-selection-attrition (ASA), social exchange and social capital. These findings provide theoretical and pragmatic insights for human resource management practitioners and relevant stakeholders.

Practically, the concepts of P-O fit and P-J fit are important to be considered by the leadership because creating a suitable environment for employees will trigger positive behaviors. Leaders must find the right people for the environment and the right environment for the employees. Furthermore, this study has implications for a relational approach to overcoming turnover intentions in the workplace. The relational approach is in the form of kinship. Organizations that encourage opportunities for social interaction among members can reduce employee turnover and tend to create positive social capital.

In social practice, kinship connects people in an organization. The existence of kinship in an organization helps academicians get relational and emotional support from coworkers and superiors so that they will feel a family relationship that may not be found in other organizations, which eventually reduces turnover intentions.

The originality of this study lies in investigating the moderating role of kinship on the relationship between P-O fit and turnover intentions. Kinship in this study is different from research in general. “Kinship” here is based on a kinship perspective because of the peculiarities of Asian culture, especially in Indonesia, namely kinship without blood relations and marriage.