Exploring Gen Z Engagement: Work–Life Balance and Flexibility in Creative Programming Work

This study aims to analyze the influence of self-efficacy, perceived organizational support, and work environment on employee engagement among millennial employees in DKI Jakarta, with work-life balance serving as both an intervening and moderating variable. The phenomenon of low employee engagement among millennials has become a major concern, as this generation is characterized by unique traits such as a preference for flexibility, work-life balance, and high expectations of organizational support. To address this issue, the study investigates how internal factors like self-efficacy, as well as external factors such as organizational support and the work environment, can enhance employee engagement through the mediating role of work-life balance. The research employs a quantitative method using the Structural Equation Modeling-Partial Least Squares (SEM-PLS) approach with SmartPLS 4.0 software. Data were collected from 120 millennial respondents working in various industrial sectors in DKI Jakarta through an online questionnaire. The analysis involved validity and reliability tests, structural model evaluation, and hypothesis testing. The results reveal that self-efficacy and perceived organizational support have a positive and significant effect on employee engagement, whereas work environment does not show a significant impact. Furthermore, work-life balance acts as both a mediator and moderator, strengthening the relationship between perceived organizational support, work environment, and employee engagement. These findings highlight the importance of fostering an organizational culture that not only promotes employee involvement but also supports a healthy work-life balance, while simultaneously developing self-efficacy to improve millennial engagement in the workplace.

The rapid growth of the Information Technology (IT) industry in Shenzhen, China, has intensified the need for continuous innovation to maintain competitive advantage. Flexible work arrangements and employee engagement have emerged as potential drivers of innovative work behavior, especially in high-demand sectors like IT. This study aims to explore the combined impact of FWAs and employee engagement on IWB within Shenzhen’s IT industry, with a focus on understanding how employee engagement mediates the relationship between flexible work options and innovation. Using a quantitative research design, data were collected from 400 IT professionals in Shenzhen through a structured questionnaire, and analyzed using Structural Equation Modeling (SEM). The findings indicate that FWAs have a direct positive effect on IWB, while also indirectly fostering innovation by enhancing employee engagement. Additionally, the mediation analysis reveals that employee engagement significantly amplifies the impact of FWAs on innovative work behavior. This study contributes to the literature by providing empirical evidence on the dual pathway through which FWAs influence innovation, suggesting that companies can enhance their innovative capabilities by implementing flexible work policies that also prioritize employee engagement. These insights are valuable for HR practices and management strategies in the IT sector, highlighting the strategic benefits of fostering both flexibility and engagement to drive innovation.

This study aims to investigate the role of flexible working arrangement, perceived organizational support, work-life balance, and job satisfaction in increasing employee engagement in switching service provider companies. The research method used the Variance-based SEM approach with the Partial Least Squares (PLS) technique through SmartPLS software, and sample determination using the Slovin method. The results showed that flexible working arrangement, perceived organizational support, and job satisfaction had a positive and significant effect on employee engagement, while work-life balance had no direct effect. However, job satisfaction has been proven to mediate the relationship between the three independent variables (flexible working arrangement, perceived organizational support, and work-life balance) and employee engagement. These findings indicate that although work-life balance does not have a direct effect, it plays an important role through increasing job satisfaction first. The implications of this study provide insight for switching service provider companies in developing effective human resource management strategies, with an emphasis on increasing job satisfaction as a key factor in building optimal employee engagement.

Meaningful work and employee engagement have been the subject of increasing interest in organizational research and practice over recent years. Both constructs have been shown to influence important organizational outcomes, such as job satisfaction, wellbeing, and performance. Only a limited amount of empirical research has focused on understanding the relationship within existing theoretical frameworks. For this study, meaningful work is proposed as a critical psychological state within the job demands-resources (JD-R) model that can therefore, in part, explain the relationship between job resources and employee engagement. Survey data collected from 1415 employees working in a range of organizations, across a number of industries, were analyzed with confirmatory factor analysis (CFA) and structural equation modelling (SEM). In support of expectations, job variety, development opportunities, and autonomy, each had a significant and positive direct association with meaningful work. These job resources also had a significant and positive indirect effect on employee engagement via meaningful work. Although job variety, development opportunities, autonomy, and feedback had significant positive direct associations with engagement, contrary to expectations, supervisor support had a negative association with engagement. The final model explained a sizable proportion of variance in both meaningful work (49%) and employee engagement (65%). Relative weights analyses showed that job variety was the strongest job resource predictor of meaningful work, and that meaningful work was more strongly associated with employee engagement than the job resources. Overall, the results show that meaningful work plays an important role in enhancing employee engagement and that providing employees with skill and task variety is important to achieving that goal. Practical implications, study limitations, and future research opportunities are discussed.

This study reviews the literature to find relationships between flexible work arrangements, psychological empowerment, and employee engagement in modern organizations. With increasing flexible arrangements, there are pertinent questions on what such arrangements mean to the employees. The Justification of the study based on Social Exchange Theory caters towards examining how flexibility in working time, work-life balance, and a culture of trust translate into a sense of empowerment on the part of employees, inherently determining engagement. Adopting a quantitative research strategy, the research will develop a standardized questionnaire adapted from validated instruments. The targeted population will consist of employees in firms implementing flexible working arrangements determined with statistical formulas that provide assurance of sample size robustness. In evaluating the relationships among the variables and testing the proposed hypotheses, various advanced analytical techniques including Structural Equation Modeling (SEM) using Partial Least Squares (PLS), and SPSS will be applied. The findings are anticipated to demonstrate the empirical verification of flexible work arrangements impacting positively on psychological empowerment and employee engagement. This research serves to enhance the existing literature with more practical insights on how contemporary work arrangements raise employee satisfaction and retention levels. On the other hand, the implications of the study will reach academia and industry. Academically, the study will augment the knowledge pool of organizational behavior and human resource management while practically, it will guide organizations in formulating policies on flexible work that enhance committed productivity. Thus, the study will give a holistic overview of the dynamics between flexible work arrangements and employee engagement and provide meaningful insights for organizations in the transformation of work.

PurposeThis study examines the influence of HR policies on millennial employee engagement, with a specific focus on AI and digital orientation. Given that millennials constitute a significant portion of the workforce, understanding their engagement drivers is crucial for organizational success. The research explores the role of employee training, flexible work practices, and digital orientation in shaping engagement levels.MethodologyA structured questionnaire was distributed among millennial employees working in private organizations in Delhi NCR, using purposive sampling. Exploratory Factor Analysis (EFA) and regression analysis were conducted to determine the relationships between HR practices and employee engagement. The study analyzed key factors such as AI-driven training, flexible work arrangements, and digital orientation in influencing employee engagement levels.FindingsThe results indicate that AI and digital orientation significantly enhance employee engagement (ß = .276, p < .001), emphasizing the growing role of technology in modern workplaces. Flexible work practices also contribute positively (ß = .142, p = .004), supporting millennials’ preference for work-life balance. Employee training (ß = 0.268, p < .001) demonstrated a positive relationship, suggesting that technology-driven training methods align with millennial learning preferences. Reliability analysis conrmed strong internal consistency, with Cronbach’s alpha values exceeding .80 for all constructs.Originality/ValueThis study highlights the need for organizations to adopt AI-driven training programs and flexible work arrangements to optimize millennial engagement. The findings provide valuable insights for HR professionals, organizational leaders, and researchers interested in enhancing employee engagement through digital transformation and modern HR practices.

Traditional medicine is a form of health service that has existed for a long time in Indonesia. Traditional medicine is still used by some people, especially people in rural areas. This research aims to examine the sociological aspects of traditional medicine in rural communities in West Java, Indonesia. This research uses a qualitative method with a case study approach. The research informants consisted of 10 people who were traditional medicine practitioners and people who used traditional medicine. Data was collected through in-depth interviews and observations. The results of the research show that traditional medicine in rural communities in West Java, Indonesia, has an important role in people's lives. Traditional medicine is used to treat various diseases, both physical and non-physical. Traditional medicine is also used to maintain health and improve people's quality of life. The discussion shows that traditional medicine has important social values for the people of inland West Java, Indonesia. These social values include the value of togetherness, the value of local wisdom, and the value of solidarity. Traditional medicine also plays a role in strengthening the cultural identity of the people of inland West Java, Indonesia. The research conclusion shows that traditional medicine is an inseparable part of the lives of the people in the interior of West Java, Indonesia. Traditional medicine has an important role in social, cultural, and public health aspects.

Employee engagement is influenced by multiple individual and organizational factors. This study examines the relationship between flexible working arrangements (FWAs) and employee engagement (EE) across countries with different levels of development through a systematic mini-review and meta-analysis. Given that flexible working arrangements are embedded in distinct institutional, economic, and organizational contexts, and that labor market regulations, technological infrastructure, and managerial practices vary substantially across countries, this study conceptualizes countries’ levels of development as a key contextual factor shaping the strength of the FWA–EE relationship. The review followed the PRISMA framework, and data were analyzed using the PICOS model. Inclusion and exclusion criteria were established and applied by the researchers, with the screening process presented in the PRISMA flow diagram. Meta-analytic computations were conducted using the Comprehensive Meta-Analysis (CMA) 3.0 software. A total of 10 studies from 9 countries, involving 2,970 participants, met the inclusion criteria. Using a random-effects model, a large and statistically significant positive relationship was found between flexible working arrangements (FWA) and employee engagement (EE) in developing countries (effect size = 0.509; r = 0.469). Additionally, the sector variable was analyzed as a subgroup in the relationship between flexible working arrangements and employee engagement. The service sector (r=0.60, and p<.05), private and public sector (r=0.51, and p<.05), and IT sector (r=0.38, and p<.05) have a significant relationship between flexible working arrangements and employee engagement. Various sectors (r=0.26, and p>.05) do not have a significant relationship.These findings suggest that flexible working arrangements positively influence employee engagement, with important implications for organizations and policy-makers, particularly in developing countries.

In an era of rapid business change and intensifying global competition, effective human resource management is critical for sustaining organizational performance. Understanding factors that influence employee well-being, engagement, and retention has therefore become a key managerial concern. This study examines the effects of employee burnout and work–life balance on employee engagement and turnover intention, with a particular focus on the mediating role of employee engagement. The research was conducted at PT Ulun Danu Beratan Lestari, a hospitality organization in Bali, Indonesia. Using a quantitative approach, data were collected from 100 employees selected through purposive sampling from a population of 130 employees. Primary data were obtained via structured questionnaires, complemented by secondary data from organizational documents and relevant literature. The findings indicate that burnout has a positive relationship with employee engagement, while work–life balance also positively influences employee engagement. Burnout is found to significantly affect turnover intention, whereas work–life balance does not show a significant relationship with turnover intention. Furthermore, employee engagement does not have a significant effect on turnover intention and does not mediate the relationship between burnout and turnover intention, nor between work–life balance and turnover intention. These results suggest that employee engagement alone may not sufficiently explain turnover intentions in this organizational context. The study contributes to the literature by highlighting the complex relationships among burnout, work–life balance, and turnover intention, and suggests that future research should consider additional psychological or organizational factors to better explain employee turnover behavior.

<p><em>The success of an organization is influenced by employee performance, so every company will try to improve the performance of its employees in achieving the organizational goals that have been set. During the Covid-19 pandemic, there are several factors that can support employee performance, one of which is flexible work arrangements. However, not only work methods are needed to improve employee performance, the work environment and aspects of work-life balance are expected to improve employee performance. This study aims to determine the effect of flexible work arrangements and work environment on employee performance directly or indirectly through work-life balances as an intervening variable.</em></p><p><em>The data in this study were collected by distributing online questionnaires. This research on employees of PT. Telkom Indonesia, tbk in West Java (S=193), where S is the sample of employees at Telkom West Java. The method used in this research is PLS-SEM which is processed using SmartPLS 3 software. The results showed that there was a direct influence between flexible work arrangements and work environment on employee performance. In addition, the results of other studies also show that there is an indirect effect between flexible work arrangements and work environment on employee performance through work-life balance as an intervening variable.</em></p>

Flexible Work Arrangements (FWAs) have become attractive aspects of working models, in response to the changing needs of the modern workforce and advancement in digital technologies especially after the Covid 19 Pandemic. FWAs promote achieving work-life balance (WLB) among workers that limits stress and permits family care. FWAs are consistent with several goals of Sustainable Development Goals (SDG) in achieving gender equality, good health and well-being, decent work and economic growth. International Labour Organization (ILO) also promotes productive work, decent working time and combining work, family and personal life. Hence, this qualitative study which can be considered as action research-based will study the the implementation of (FWAs) in resolving the issue of lower rate of female labor force in employment, challenges encountered by female led households to secure jobs, and accommodate the women in professional occupation. The data is collected from previous studies and reports with regard to the issue of women participation in the workforce and work-life balance. The objective of this research is to examine Malaysian women’s participation trend in the workforce and the extent the FWAs and WLB influence the trend. Additionally, it explores some practices of FWAs in promoting WLB at workplaces both in public and private sectors. Finally, the paper is aimed to investigate the Malaysian existing policies on FWAs in supporting WLB. This research found that Malaysia shows a consistent low participation of women in employment compared to men. Some prevalent reasons resulting in the trend are marriage status, female led households who had difficulty to be in employment, and higher involvement of women in informal sectors. All these reasons are closely associated with difficulty to balance work and life. The implementation of FWAs at selected workplaces either in public or private sectors is positively accepted by both employers and employees but with lack of evidence to confirm the implementation is truly motivated by WLB ideology. Lastly, the Malaysian approach is to remain the implementation of FWAs on a voluntary basis supported by general provisions in the Employment Act 1955 regarding the right to request for FWAs and internal workplace policies to manage the requests.

The emergence of workplace flexibility as an alternative approach to traditional and rigid work structures has gained prominence in literature on management. Although this concept has been extensively explored and established to foster productivity and performance, there is still limited focus on understanding the specific contributions of its dimensions to psychological and individual outcomes, such as employee engagement. It is therefore important to understand how workplace flexibility dimensions (functional, operational and working time) affect employee engagement, and to further investigate the moderating effect of self-efficacy on the relationship. A total of 140 employees from a food, tobacco and beverage manufacturing plant in southwest Nigeria participated in the study. This study employed variance-based structural equation modelling to examine the relationship between three dimensions of workplace flexibility and employee engagement, and to test the moderating effect of self-efficacy. The results indicated that functional flexibility, operational flexibility and working time flexibility enhance employee engagement. However, self-efficacy only moderates the relationship between functional flexibility and employee engagement, with no effect on operational and working-time flexibility. The study discussed the implications of the study in relation to moving beyond symbolic flexibility and creating supportive cultures for flexibility.

<p>The demand for workplace flexibility is growing in New Zealand. The increasing and fragmented employment participation of women has given rise to growing complexity within family lives and higher demand for flexible work. Flexible work arrangements (FWAs) are intended to assist parents in managing care responsibilities, while discouraging unemployment among women in particular. Evidence linking FWA usage with positive work outcomes and reduced work-family conflict has grown in recent years. However, research also suggests a darker side to FWAs. For some, research shows that FWAs may exacerbate work-life balance (WLB) issues and negatively affect career advancement, with indications that attempts to promote WLB can come at the expense of positive work outcomes, and vice versa. As a result, less is known about the factors that shape outcomes for flexibly working parents, or indeed, the individual strategies that parents employ to promote positive outcomes while working flexibly. The complex way in which FWAs can either promote or hinder positive employee outcomes necessitates concurrent examination of the tensions between WLB and career outlooks for users of FWAs. Drawing on the experiences of 21 professional, flexibly working parents across public service organisations, this thesis finds parents navigate the tensions of flexible work using a variety of WLB, work organisation, and career-promoting strategies, with varying effects. Work intensification and efficiency strategies are shown to be commonly used by flexibly working parents for promoting positive work outcomes. However, while work efficiency appears to also promote WLB, work intensification is seen to negatively impact WLB. This research provides valuable insight into flexibly working employee strategies, hitherto largely neglected within the literature, and highlights the need for applying the life course perspective to FWA research.</p>

Millennials and Generation Z, as the largest demographics entering the workforce, were anticipated to drive national progress. However, despite their significant numbers, many of them are experiencing high turnover rates. This study investigates the role of flexible work arrangements, job embeddedness, and work-life balance in suppressing turnover intention among millennials and Generation Z in multifinance companies at Jakarta headquarters. This research is quantitative research with non-probability sampling. The questionnaire was distributed to 280 respondents. The data analysis technique uses Partial Least Square (PLS) analysis tools. The results indicate that (1) flexible work arrangement has a significant negative impact on turnover intention; (2) flexible work arrangement has a significant positive impact on job embeddedness and work-life balance; and (3) flexible work arrangement has a significant negative impact on turnover intention which is partially intervened by job embeddedness and work-life balance. It is suggested for multi-finance companies to optimize flexible work arrangement practices by implementing work-life balance and job embeddedness to reduce turnover intention among millennials and Generation Z

In the context of Generation Z is increasingly accounting for a larger proportion of the workforce in small and medium-sized enterprises (SMEs) in Hanoi, enhancing employee engagement has become a critical concern for managers. This study aims to examine the factors influencing employee engagement among Generation Z employees within SME settings. Data were collected from 259 valid survey responses and analyzed using Ordinary Least Squares (OLS) linear regression. The findings indicate that six factors—supportive leadership, career development opportunities, a positive working environment, recognition and rewards, person–organization value fit, and work–life balance—have significant positive effects on employee engagement. Based on these results, several managerial implications are proposed to enhance engagement levels and retain young talent in small and medium-sized enterprises.