Millennial Employees Research Articles

Is job crafting beneficial for millennial employees? A moderated mediation model of affective organizational commitment, turnover intention and entrepreneurial leadership

PurposeThis paper presents a moderated mediation model of job crafting and turnover intention grounded in the affective events theory. It examines the mediating role of affective organisational commitment (AOC) and the moderating effect of entrepreneurial leadership (EL) on the link between millennials’ job crafting, AOC and, subsequently, turnover intention.Design/methodology/approachA sample of 352 millennials was analysed using structural equation modelling (SEM) and SPSS.FindingsAOC mediated the relationship between two job crafting dimensions – increasing structural job resources and challenging job demands – and turnover intention among millennial workers. Moreover, EL enhances the relationship between these dimensions and AOC.Originality/valueThis paper offers insights into millennials’ work behaviour, highlighting the role of AOC in retention and the significance of EL in strengthening millennials’ emotional commitment, especially from those working in an SME context.

Understanding and Managing Millennial Employees in the Private Sector: Exploring the Mediating Effects of Organizational Commitments and Job Satisfaction

This research aims to understand and manage millennial employees in the private sector in Bandung, Indonesia, with a focus on variables such as job satisfaction, turnover intention, job mismatch, and organizational commitment. The study adopts a quantitative approach with causal analysis. Data were collected from millennial employees working in private companies in Bandung through the distribution of questionnaires, which were then processed and analyzed. The results indicate significant relationships among these variables, with important implications for job satisfaction, job mismatch, turnover intention, and organizational commitment. This research provides valuable insights for private companies in Bandung to understand and manage millennial employees, contributing to broader goals of creating a sustainable and inclusive work environment.

Moderation of Life Style on the Influence of Financial Literacy and Self-Control on the Saving Behavior of Millennial Employees in Denpasar City

This study aims to analyze the influence of financial literacy and self-control on the saving behavior of millennial employees, as well as the moderating role of lifestyle in the relationship. Financial literacy, which includes an individual’s understanding of basic financial concepts and money management, is hypothesized to play an important role in increasing saving behavior. Self-control, an individual’s ability to resist consumer impulses and make wise financial decisions, is also considered a key factor influencing the tendency to save. However, excessive consumption behavior as part of the millennial lifestyle can potentially hinder savings efforts even though they have adequate financial literacy and self-control. In this study, lifestyle is modeled as a moderating variable that can weaken or strengthen the influence of financial literacy and self-control on saving behavior. Data collection was conducted through a survey of millennial employees from various job sectors. Data analysis used the moderated regression method to test the interaction between financial literacy, self-control, and lifestyle in influencing saving behavior. The results showed that financial literacy and self-control had a significant positive effect on saving behavior. However, lifestyle acts as a negative moderator, where a consumptive lifestyle weakens the relationship between financial literacy and self-control with saving behavior. This finding provides practical implications for individuals and companies, especially in raising awareness of the importance of lifestyle control and financial literacy to encourage better saving behavior among millennial employees.

Employer Brand Knowledge (EBK), Sustainability Practices and Employer Attractiveness: A Perspective of Millennial Employees

Employer attractiveness is crucial in talent management as it helps attract, retain, and engage top talent, thereby ensuring a competitive edge and long-term organizational success. This study aims to determine the relationship between Employer Brand Knowledge (EBK) and various dimensions of sustainability practices on employer attractiveness, particularly among Millennial employees. A quantitative research method was employed, with 90 questionnaires collected from Millennial employees in a publicly listed company in Malaysia. The data was analyzed using SPSS version 25.0 to test the hypotheses. The findings reveal that only one dimension of EBK namely employer image has a significant positive relationship with employer attractiveness. Contrary to our expectations, none of the sustainability practices was found to be related to employer attractiveness. This study contributes to a deeper understanding of how EBK influences the perception of employer attractiveness as it not only broadens the theoretical understanding but also provides practical insights for employers seeking to improve their attractiveness to the Millennial workforce. It is also suggested that employers who are more familiar with employees, have a positive reputation, and maintain a strong image are more likely to be attractive to millennials. Implications and recommendations for future research are also discussed in the study.

Building the right employee value proposition to retain millennial talents: A case study at a national bank in Indonesia

Bank ABC are dominated by the millennial generation, which makes up 65% of all employees. During the 2020-2022 period, there was an increase in the number of employees who resigned, most of whom were the millennial generation and had good performance. Meanwhile, in the next 3-5 years the millennial generation is projected to occupy strategic positions. Therefore, this study aims to develop employee value proposition (EVP) development strategy in the context of millennial talent employees’ retention. The research was conducted through a survey using Pawar and Charak's EVP Priority Model dimension guide, equipped with additional dimensions obtained from interviews with millennial employees with high potential and performance. The survey was filled by 366 millennial talent employees. The survey results were processed and analysed using the Importance Performance Analysis (IPA) method. Results related to priority EVP attributes for development (quadrant 1 IPA results) were obtained, namely: Career development, performance appraisal, workload, work-life balance, technological innovation, annual leave and performance-based remuneration. Based on the findings obtained, a model has been built which consists of three priority areas for EVP development, namely Leader's Future Development, Design of Organization, and Remuneration for Human Capital Sustainability (abbreviated to LDR – Leadership Development Remuneration Model), with four strategic program designs consisting of: (1) performance assessments that prioritize the principle of fairness,(2) acceleration of levels digital-based career and competency development, (3) workload analysis and job design that supports the future of work, and (4) development of competitive compensation with equitable principles.

Understanding The Productivity and Loyalty of Millennial Employees in The Hotel Business: Preliminary Evidence

The company's ability to survive in a highly competitive environment relies heavily on employee productivity and loyalty. Contemporary millennial culture in the hotel industry is a topic of current societal discussion. Therefore, researchers have a keen interest in this area. The population for this study consists of all the employees belonging to the millennial generation working in the Front Office department of a 4-star hotel in Jakarta. The approach employs a combination of two distinct variables using both quantitative and qualitative methodologies. A total of 18 millennial employees from the front office department were surveyed, along with three interviewees consisting of the front office manager, assistant front office manager, and front office supervisor. Based on data collected through interviews, observations, and surveys, researchers have discovered that the millennial generation's front office department exhibits excellent employee productivity, characterised by a strong sense of enthusiasm and ambitious goals. However, the loyalty of the millennial generation towards their work is distinct. These employees frequently switch companies not due to a dislike for corporations, declining performance, or a poor work environment, but rather because they seek to gain extensive experience, build strong professional networks, and aspire to attain higher positions at a faster pace.

Psychological Ownership and Organizational Commitment of Millennial Employees in the COVID-19 Pandemic: An Analysis of the Mediating Role of Job Satisfaction

This study investigates the relationship between psychological ownership and organizational commitment of millennial employees working from home during the COVID-19 pandemic. The study also examines the mediating role of job satisfaction in the effect of psychological ownership on organizational commitment. Using a data set of 255 Vietnamese millennial employees, the partial least squares-structural equation model results indicated that millennial employees had a positive perception of psychological ownership and organizational commitment during this crisis. The impact of psychological ownership on organizational commitment through the mediating role of job satisfaction is demonstrated. This study serves as a scientific reference for operational and managerial decisions in organizations with millennial employees.

Understanding the drivers of innovative work behaviour among millennial employees in India’s IT sector: some exploratory research findings

Purpose The study aims to develop a hierarchical model for innovative work behaviour (IWB) that can capture the complex associations among the factors contributing to IWB within the information technology (IT) sector. To accomplish this, the authors rely on an abductive approach using a graph theoretic model, often called interpretive structural modelling (ISM). Design/methodology/approach After conducting an in-depth literature review and using the Delphi method, the authors identified 12 factors (11 enablers and IWB as an outcome). The authors collected data through the Delphi approach by sending the questionnaire to 11 experts from academia and the IT sector who have extensive experience and knowledge relevant to the study. The authors then used the ISM method to analyse the relationships among these factors and understand their driving forces. Findings Based on the ISM model and the Matrice d'Impacts Croisés Multiplication Appliquée à un Classement analysis, the authors have identified that inclusive leadership, proactive personality and knowledge creation ability are the variables with strong driving power but weak dependence. Conversely, IWB has strong dependence but weak driving power. These findings suggest that to foster IWB, the organisation should prioritise inclusive leadership, proactive personality and knowledge-creation ability to succeed in challenging times. The study’s findings contribute to the social exchange theory, which explains IWB in a dynamic setting. Additionally, the study helps address the significant concerns that most IT companies face during times of crisis. Practical implications The study provides valuable guidance for managers and policymakers who are grappling with the challenges of improving IWB in the IT sector. This study is particularly relevant as the industry is currently navigating an economic recession and facing intense competition from other tech companies launching new products and services. Originality/value This research holds great significance for top executives, line managers and policymakers in the IT industry. It sheds light on the relevance and importance of various factors facilitating millennials' IWB.

Confucian leadership and millennial employee loyalty: The mediating role of supervisor–subordinate guanxi

Extensive research has been conducted to scrutinize employee loyalty, but scant attention has been directed toward understanding this phenomenon within the context of the millennial workforce in China. To address this research gap, in this study we investigated the association between Confucian leadership and employee loyalty among millennials in China, incorporating the mediating role of supervisor–subordinate guanxi in this relationship. Participants were 250 employees of 15 firms, who completed a self-administered survey. We found a positive relationship between Confucian leadership and millennial employee loyalty. Moreover, supervisor–subordinate guanxi was a significant and partial mediator of this relationship. These findings suggest that it is important to adopt Confucian leadership as well as building quality supervisor–subordinate guanxi when enhancing millennial employee loyalty.

MILLENNIALS' PERCEPTION OF START-UP COMPANY CULTURE: ENGAGEMENT, MOTIVATION AND LOYALTY MODERATED TERMINATION

This study examines the impact of corporate culture, work engagement, and work motivation on the loyalty of millennial employees in startup companies. Additionally, the research investigates how termination of employment (layoffs) can influence the relationship between these factors and employee loyalty. Data was collected from 250 millennial employees working in middle-level positions at startup companies in Jakarta. The results show that a positive corporate culture, high work engagement, and strong work motivation contribute to increased employee loyalty. However, layoffs can diminish the positive effects of work engagement and work motivation on loyalty. This research provides valuable insights for startup companies to develop strategies for enhancing millennial employee loyalty, especially in the face of challenges like layoffs.

Counterproductive work behavior reviewed by organizational culture in millennial employees

Purpose: Counterproductive work behavior is deviant behavior carried out by individuals that causes losses to the company and its members. One of the generations working as employees in the current era is the millennial generation or commonly known as generation Y. This research aims to examine the influence of organizational culture on counterproductive work behavior among millennial employees. Method: This research method is quantitative using a research instrument in the form of a questionnaire using a Likert scale. In this study, the researcher determined using a cluster sampling technique to obtain a sample of 130 respondents from six companies. The analytical tests used are Confirmatory Factor Analysis (CFA) and multiple regression. Result: The results of the multiple linear regression test show that there is a significant influence on organizational culture variables (innovation and risk taking, attention to detail), results orientation, people orientation, team orientation, aggressiveness, stability) on counterproductive work behavior among millennial employees. Organizational culture has a significant influence on counterproductive work behavior, namely innovation and risk taking variables have a positive influence and contribute 11.4%, then results orientation has a negative influence and contributes 56.5%, then people orientation has a negative influence and contributes 23 .1%. %. Team orientation also has a positive influence and contributes 14.3%, while aggressiveness has a positive influence and contributes 20.9%, while other variables that have no influence on counterproductive work behavior are the variables attention to detail and stability. Conclusion: In the future this research can become a reference for further research by paying attention to other variables such as personality, job characteristics, work group characteristics, and organizational injustice.

Persepsi Cantik di Kalangan Karyawan Milenial (Analisis AISAS atas Pengaruh Terpaan Iklan Kecantikan di Kalangan Karyawati Pabrik Cikarang Selatan Kabupaten Bekasi Jawa Barat)

The concept of beauty always changes from time to time. One of the main factor determine is the rapid development of the advertising media industry, which led to the perception of beauty in society. This study aims to describe advertisment element exposure of Wardah “Feel the beauty” version and perceptions of beauty among millennial employees and explain the effect of Wardah advertisement elements exposure that formed the perceptions of beauty among factory employees in South Cikarang, Bekasi, West Java.This research uses AISAS theoretical framework that shows Attata, Attention, Interest, and the desire to search (Search), to decide (Action) and finally encourage customers to share (Share). The concept develop by tow theories with indicators of Frekuensi, duration, visual and audio and perception theory involving sensation, attention, expectations, motivation and memory.This study use positvism paradigm with quantitative approach and causal explanatory research design. The data collected by survey conducted for millennial employees who working in the factory area in South Cikarang District Bekasi West Java. About 381 respondent involved as sample of this research that defined using cluster sampling in the industrial area, i.e.: BIIE Hyundai, Delta Silicon, EJIP, and Jababeka II.

Ambidextrous Leadership: Mitigating Turnover Intentions in Millennial Workforce

Introduction/Main Objectives: This study aims to decrease the intention of millennial employees to leave startup companies in Indonesia through the roles of Ambidextrous Leadership, Work-Life Balance, Career Development, and job satisfaction. Background Problems: The startup industry in Indonesia is rapidly growing alongside advancements in information and communication technology, yet still faces high turnover rates. Novelty: The uniqueness of this research lies in its focus on Ambidextrous Leadership, which combines exploration, exploitation, and flexibility, aligning well with the millennial generation's penchant for change and the development of new ideas in startup companies. Research Methods: This research adopts a quantitative method with a causal research design. A sample of 300 respondents is chosen through the snowball sampling technique. Data analysis involves utilizing SEM-PLS to examine the research hypotheses. Finding/Results: In the context of startup companies, Ambidextrous Leadership, Work-Life Balance, and Career Development play crucial roles in enhancing job satisfaction and reducing employee Turnover Intention. Conclusion: The managerial implication is that startup company leaders need to adopt an Ambidextrous Leadership approach, prioritize Work-Life Balance, and provide clear Career Development opportunities to retain talent and improve employee satisfaction.

Innovative Behavior and Creativity: Its Influence on Millennial Employees Performance

Innovative Behavior and Creativity: Its Influence on Millennial Employees Performance

Millennial Employee Turnover: Contributive Factors and Retention Strategies in the Indonesian Industry

Millennial Employee Turnover: Contributive Factors and Retention Strategies in the Indonesian Industry

The Influence Of Career Growth And Perceived Organizational Support On Turnover Intention: The Role Of Organizational Commitment Among Indonesian Millennial Employees

The Millennial generation, which dominates the world’s current population, can be both an opportunity and a challenge due to its characteristic of being unable to stay in a company for a long period of time like previous generations. This research aims to measure the influence of career growth and perceived organizational support on turnover intention among millennial employees, mediated by organizational commitment. Empirical data were collected from 316 respondents using an online survey assessed through a 7-point Likert scale. The respondents are millennial employees (born between 1980 and 1996) in Indonesia who are currently working in a company with a minimum tenure of 2 years. The data were analyzed using Structural Equation Modeling (SEM) with Lisrel 8.8 software. The results show that career growth and perceived organizational support can increase commitment and reduce employees' intention to leave. It was additionally discovered that organizational commitment significantly serves as a mediating factor in the relationship between career growth and perceived organizational support regarding turnover intention

Factors influencing millennial employees’ turnover intention in multinational corporations in Penang, Malaysia

This quantitative study explores the influence of organizational culture on the turnover intentions of millennial employees within multinational corporations (MNCs) in Penang, Malaysia. As millennials increasingly comprise a substantial portion of the workforce, their turnover rates have significant implications for organizational efficacy. The research examined the relationship between key elements of organizational culture—namely employee empowerment, work-life balance, and reward systems—and millennials’ decisions to stay with or leave their employers. Data were gathered through a questionnaire distributed to 183 millennial employees in the Penang MNC sector, employing a random sampling approach and utilizing Google Forms for submission. The survey instruments were based on established scales from prior research to ensure robustness and relevance. The findings indicate that all the studied variables significantly affect turnover intentions, with employee empowerment emerging as the strongest predictor, followed by work-life balance, and then reward systems. These results underscore the critical role of organizational culture in shaping millennial turnover intentions. The study’s insights can guide MNCs in Penang to implement strategic initiatives aimed at fostering a positive work environment that emphasizes empowerment, balance, and appropriate rewards, thereby enhancing employee retention within this pivotal demographic. While this study provides detailed insights specific to the Malaysian context, its findings may serve as a preliminary reference point for MNCs in similar regional contexts, suggesting further research to explore the applicability of these insights globally.

Organizational Commitment of the Millennial Generation Workforce in Indonesian Higher Education: Systematic Literature Review

This paper aims to offer a thorough review of research on the factors influencing organizational commitment among the millennial workforce in Indonesian higher education. The review specifically addresses the key questions of identifying the main factors affecting organizational commitment in the millennial workforce in Indonesian higher education and examining how knowledge sharing relates to organizational commitment among these millennial employees. The criteria for selecting the 50 research articles included a requirement that they be peer-reviewed and published in either English or Indonesian. Exclusion criteria were applied to filter out non-peer-reviewed sources and articles not focused on the specified demographic. The articles were sourced from electronic scientific databases, including Google Scholar, Scopus, and Web of Science, using search terms such as "organizational commitment," "millennial workforce," "Indonesian higher education," and "knowledge sharing." The review process involved a systematic analysis of the articles to assess their relevance and quality. Criteria for assessment included the robustness of the research methodology, the significance of the findings, and their contribution to understanding organizational commitment and knowledge sharing. Empirical evidence from the review highlights specific aspects of organizational commitment linked to knowledge sharing, such as the influence of leadership styles, workplace culture, and individual motivation. The paper presents a conceptual framework connecting organizational commitment and knowledge sharing, providing a basis for further research in this field. The findings underscore the need for more research on the impact of organizational commitment on knowledge sharing, particularly within the higher education sector. Enhancing organizational commitment is crucial for fostering knowledge sharing behavior and workplace spirituality, which can lead to improved effectiveness and performance in universities.

Factors Contributing to Millennial Employees’ Turnover Rates

Millennial employees in the bakeshop industry exhibited high turnover rates primarily due to the need for a safe work environment, recognition, and opportunities for promotion. The study focused on the factors contributing to millennial employees’ turnover rates. This study employed a quantitative, non-experimental, correlational design to investigate turnover intention among millennial employees in the bakeshop industry in Cebu Province. Data were collected via a researcher-made questionnaire from 34 randomly selected millennial employees. Analysis through descriptive statistics, chi-square tests, and weighted means revealed that millennials, who formed a significant portion of the working class, tended to leave their jobs if their specific needs were not met. The primary factor driving their turnover was self-preservation, with employees prioritizing a safe and healthy work environment. A workplace free from injuries and accidents not only attracted but also retained employees, leading to reduced absences and increased productivity. Consequently, a commitment to health and safety by employers enhanced employee retention and reduced business disruptions. Additionally, recognition and opportunities for promotion were crucial for retaining millennial employees. They were likely to leave if they felt undervalued or saw limited promotion opportunities. Training and development were less significant than promotions in influencing their decision to stay. The study also found that changes in management or internal talent management practices had minimal impact on retention, provided the work environment remained stable and employees were treated well. Overall, addressing millennials’ needs for safety, recognition, and career growth was vital for reducing turnover rates in the bakeshop industry.

How does organizational commitment in employees relate to work engagement in millennial employees in the era of the Fourth Industrial Revolution?

How does organizational commitment in employees relate to work engagement in millennial employees in the era of the Fourth Industrial Revolution?