Abstract
This study aims to determine and analyze the influence of Pension Benefit on millennial employees in Jakarta through preference and motivation as mediators. This research uses a qualitative and quantitative method using SEM Amos. The number of respondents were 262 that determined by purposive sampling technique. The result shows that: Pension Benefit has a significant positive effect to the employees loyalty; Pension Benefit has a significant positive effect to the employees preference; Pension Benefit has a significant positive effect to the employees motivation; employees preference has a significant positive effect to the employees loyalty; employees motivation has a significant positive effect to the employees loyalty; Pension Benefit hasn't a significant positive effect to the employees loyalty through employees preference; Pension Benefit hasn't a significant positive effect to the employees loyalty through employees motivation.
Highlights
Millennials entered the labor market in 2000, and by 2025, Millennial Employees will represent 75% of the global workforce (Deloitte, 2016; Cristea, Vatamanescu, & Mitan, 2017)
This study aims to determine and analyze the influence of Pension Benefit on millennial employees in Jakarta through preference and motivation as mediators
The result shows that: Pension Benefit has a significant positive effect to the employees loyalty; Pension Benefit has a significant positive effect to the employees preference; Pension Benefit has a significant positive effect to the employees motivation; employees preference has a significant positive effect to the employees loyalty; employees motivation has a significant positive effect to the employees loyalty; Pension Benefit hasn't a significant positive effect to the employees loyalty through employees preference; Pension Benefit hasn't a significant positive effect to the employees loyalty through employees motivation
Summary
Millennials entered the labor market in 2000, and by 2025, Millennial Employees will represent 75% of the global workforce (Deloitte, 2016; Cristea, Vatamanescu, & Mitan, 2017). Based on the comparison of the working Millennial Generation percentage to the total population of Millennial Generation in each province, Jakarta has a high percentage (68.10%, and it is above the national percentage (62.30%). A comfortable and conducive work environment combination, adequate salary, Available Online: https://dinastipub.org/DIJDBM allowances, and benefits motivates them, and makes them satisfied with their work (Danish, Sidra, & Farid, 2013). This is a challenge for Human Resource Managers in various types of companies to motivate and retain Millennial Generation Employees (Deal, Altman, & Rogelberg, 2010; Cristea, Vatamanescu, & Mitan, 2017)
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