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"Pada karyawan Generasi Z yang memprioritaskan kesesuaian nilai, stabilitas, dan work-life balance, quiet quitting merupakan suatu fenomena yang marak terjadi. Quiet quitting adalah kondisi ketika karyawan tidak melampaui batas dasar kewajiban mereka tanpa keluar dari organisasi. Rendahnya komitmen organisasi, terutama ketika kebutuhan tersebut tidak terpenuhi, membuat Generasi Z rentan terhadap quiet quitting. Penelitian ini bertujuan untuk melihat pengaruh komitmen organisasi terhadap quiet quitting pada karyawan Generasi Z di Indonesia. Menggunakan pendekatan kuantitatif, dengan desain korelasional, melalui metode convenience sampling, didapatkan 371 partisipan karyawan Generasi Z di Indonesia. Penelitian ini menggunakan Organizational Commitment Scale untuk mengukur komitmen organisasi dan Quiet Quitting Scale untuk mengukur quiet quitting, hasil analisis regresi berganda menunjukkan ketiga komponen komitmen organisasi—afektif, berkelanjutan, dan normatif—bersama-sama memengaruhi quiet quitting pada karyawan Generasi Z di Indonesia secara signifikan. Komitmen afektif dan komitmen normatif berpengaruh negatif signifikan, sedangkan komitmen berkelanjutan berpengaruh positif signifikan terhadap quiet quitting pada karyawan Generasi Z di Indonesia. Di antara ketiganya, komitmen afektif ditemukan paling kuat dalam memengaruhi quiet quitting pada karyawan Generasi Z di Indonesia. Temuan ini mendorong organisasi untuk menyusun strategi memperkuat ketiga komitmen secara seimbang guna mengurangi risiko quiet quitting di kalangan karyawan Generasi Z di Indonesia.

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Among Generation Z employees who prioritize value alignment, stability, and work-life balance, quiet quitting has become a prevalent phenomenon. Quiet quitting refers to a condition where employees do not go beyond the minimum requirements of their job responsibilities without actually leaving the organization. Low organizational commitment—especially when those needs are unmet—makes Generation Z vulnerable to quiet quitting. This study aims to examine the influence of organizational commitment on quiet quitting among Generation Z employees in Indonesia. Using a quantitative approach with a correlational design and a convenience sampling method, a total of 371 Generation Z employees in Indonesia participated in the study. The Organizational Commitment Scale was used to measure organizational commitment, and the Quiet Quitting Scale was used to measure quiet quitting. The results of multiple regression analysis showed that the three components of organizational commitment—affective, continuance, and normative commitment—jointly have a significant influence on quiet quitting among Generation Z employees in Indonesia. Affective and normative commitment were found to have a significant negative influence, while continuance commitment had a significant positive influence on quiet quitting. Among the three, affective commitment was found to have the strongest influence on quiet quitting. These findings encourage organizations to develop strategies that strengthen all three components of commitment in a balanced manner in order to reduce the risk of quiet quitting among Generation Z employees in Indonesia."

"Salah satu kecenderungan generasi Z yang mulai memasuki dunia kerja adalah job-hopping, yaitu berpindah perusahaan dalam waktu singkat, yang dapat dijelaskan oleh rendahnya komitmen organisasi. Beberapa penelitian sebelumnya menemukan adanya hubungan positif antara komitmen organisasi dengan modal psikologis dan kreasi kerja. Penelitian ini bertujuan untuk melihat hubungan antara ketiga variabel tersebut serta mengeksplorasi peran kreasi kerja sebagai mediator dalam hubungan antara modal psikologis dan komitmen organisasi pada karyawan generasi Z di Indonesia. Studi kuantitatif ini melibatkan 159 karyawan generasi Z di Indonesia dengan pengalaman minimal satu tahun. Penelitian ini menggunakan metode korelasional dengan alat ukur Organizational Commitment Questionnaire (OCQ), Psychological Capital Questionnaire-12 (PCQ-12), dan Job Crafting Scale (JCS). Hasil penelitian ini menunjukkan adanya korelasi positif antara ketiga variabel dan kreasi kerja memediasi sebagian hubungan antara modal psikologis dan komitmen organisasi. Penelitian ini dapat menjadi dasar organisasi untuk meningkatkan komitmen organisasi karyawan dengan mengadakan pelatihan serta intervensi.

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One of the tendencies of Generation Z entering the workforce is job-hopping, or switching companies in a short period of time, that can be explained by low organisational commitment. Previous studies have found positive relationship between organisational commitment, psychological capital, and job crafting. This study aims to examine the relationship between these three variables and explore the role of job crafting as a mediator in the relationship between psychological capital and organisational commitment among Generation Z employees in Indonesia. This quantitative study involved 159 generation Z employees in Indonesia. This study used correlational method with the Organizational Commitment Questionnaire (OCQ), Psychological Capital Questionnaire-12 (PCQ-12), and Job Crafting Scale (JCS). Results showed a positive correlation between the three variables and job crafting partially mediated the relationship between psychological capital and organisational commitment. The research is expected to be a reference for employees to improve organisational commitment by conducting training and interventions."

"Sebanyak 40% karyawan generasi Z hanya memiliki rencana untuk bekerja di suatu perusahaan selama tidak lebih dari dua tahun (Deloitte, 2022), sehingga komitmen kerja generasi ini perlu menjadi perhatian bagi organisasi. Penelitian ini bertujuan untuk melihat hubungan psychological capital dan dukungan supervisor terhadap komitmen organisasi generasi Z. Penelitian dilakukan dengan metode kuantitatif, dengan analisis data korelasi dan regresi berganda pada 130 karyawan yang berusia 20–30 tahun, memiliki atasan langsung, dan telah bekerja selama minimal satu tahun sebagai karyawan tetap. Alat ukur yang digunakan adalah Psychological Capital Questionnaire, Survey of Perceived Organizational Support, dan Organizational Commitment Scale. Hasil penelitian menunjukkan, psychological capital dan dukungan supervisor berkorelasi positif secara signifikan dengan komitmen organisasi. Selain itu, terbukti bahwa psychological capital memiliki efek yang lebih besar dibandingkan dukungan supervisor. Dengan demikian psychological capital dan dukungan supervisor penting untuk dimiliki karyawan generasi Z dalam membentuk komitmen organisasi. Berdasarkan hasil penelitian, organisasi dapat meningkatkan psychological capital karyawan melalui pelatihan dan program program coaching agar meningkatkan komitmen pada organisasi.

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Approximately 40% of Generation Z employees only plan to work at a company for no more than two years (Deloitte, 2022), highlighting the need for organizations to pay attention to the work commitment of this generation. This study aims to examine the relationship between psychological capital and supervisor support with the organizational commitment of Generation Z employees. The research used a quantitative approach, using correlation and multiple regression analyses on data collected from 130 Indonesian employees aged 20–30 years who had a direct supervisor and had been working as permanent employees for at least one year. The measuring instruments used are the Psychological Capital Questionnaire, the Survey of Perceived Organizational Support, and the Organizational Commitment Scale. The results indicated that psychological capital and supervisor support were both positively and significantly correlated with organizational commitment. Moreover, psychological capital was found to have a greater effect than supervisor support. Thus, psychological capital and supervisor support are essential for Generation Z employees in shaping their organizational commitment. Based on these findings, organizations can enhance employees' psychological capital through training and coaching programs to strengthen their commitment to the organization."

"Generasi milenial dikenal dengan generasi yang tidak ragu untuk keluar dari organisasinya ketika mereka tidak terikat dengan organisasi tersebut. Kebermaknaan kerja disebut-sebut sebagai salah satu faktor penyebab bertahannya generasi milenial pada suatu organisasi. Kebermaknaan pekerjaan memiliki dimensi positive meaning in work, meaning making through work, dan greater good motivation. Selain itu, dikatakan juga bahwa faktor pengikat generasi milenial di suatu organisasi adalah keterikatan kerja. Tujuan penelitian ini adalah untuk mengetahui pengaruh kebermakaan kerja terhadap komitmen organisasi baik dimediasi oleh keterikatan kerja atau tidak. Responden dalam penelitian ini berjumlah 350 orang yang dipilih dengan metode puroposive sampling. Selain itu, analisis data ini menggunakan Structural Equation Modelling. Hasil penelitian ini menunjukkan bahwa makna pekerjaan memengaruhi keterikatan kerja dengan koefisien pengaruh sebesar 0,829, makna pekerjaan memengaruhi variabel komitmen organisasional dengan koefisien pengaruh sebesar 0,361 dan variabel makna pekerjaan memiliki pengaruh tidak langsung terhadap variabel komitmen organisasional dengan koefisien pengaruh sebesar 0,334.

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Millennials generation do not hesitate to leave the company when they do not feel attached to the company. Meaning of work is one way that can make employees survive in the company. Meaning of work which consists of positive meaning of work, meaning making through work, and greater good motivation is known to have a positive effect towards employee organizational commitment. Moreover, another factor that can improve organizational commitment is job engagement. The objective of this study is to determine the effect of meaning of work towards employee organizational commitment on millennial generation employees. The respondents in this study were 350 employees. The sampling technique in this study was purposive sampling.. The analysis of research data was by using Structural Equation Modelling (SEM). The results state that there is a postive effect of meaning of work around 0,829 towards employee job engagement while there is also a positive effect of meaning of work towards organizational commitment around 0,361. Lastly, there is an indirect effect of meaning of work mediated by job engagement towards organizational commitment which has 0,334 effect."

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Quiet quitting atau "Quiet quitting atau "berhenti secara diam-diam" merupakan suatu konsep atau fenomena di mana karyawan menurunkan dedikasi, antusiasme, komitmen, dan partisipasi mereka di tempat kerja atau organisasi secara diam-diam tanpa sepengetahuan pihak perusahaan/organisasi dan tanpa melakukan pengunduran diri. Terdapat faktor-faktor utama yang dapat mendorong keinginan karyawan untuk melakukan quiet quitting, yaitu kompensasi dan benefit, dan toxic workplace environment. Faktor-faktor ini menjadi faktor yang membuat karyawan melakukan quiet quitting dengan adanya pengaruh mediasi oleh variabel employee well-being pada hubungan relasi antara faktor-faktor quiet quitting terhadap employee engagement. Data sebanyak 459 sampel berupa karyawan sektor perbankan Indonesia berhasil dikumpulkan, dan data akhir sebanyak 429 sampel diolah lebih lanjut untuk melihat pengaruh mediasi employee engagement dan employee engagement. Kompensasi dan benefit merupakan faktor kuat yang menyebabkan timbulnya quiet quitting, hal ini ditunjukan dari hasil kompensasi dan benefit yang berpengaruh langsung terhadap setiap variabel mediasi nya, yaitu employee engagement dan employee well-being terhadap quiet quitting. Employee engagement dan employee well-being bertindak sebagai mediasi partial dalam tiap hubungan antar variabel yang diuji. Penelitian ini memberikan kontribusi di bidang manajemen sumber daya manusia terkait faktor-faktor yang perlu diperhatikan oleh perusahaan sektor perbankan dalam mencegah atau memitigasi quiet quitting.

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Quiet quitting or “silent quitting" refers to a concept or phenomenon where employee disengage from their work or organizations by lowering dedication, enthusiasm, commitment, and participation without formally resigning. There are main factors that drive quiet quitting: compensation and benefits, and toxic workplace environment. These main factors are the factors that make employees engage in quiet quitting with the mediating influence of employee well-being variable on the relationship between quiet quitting factors and employee engagement. Data from 459 samples of Indonesian banking sector employees were collected, and the final data of 429 samples were further processed to see the mediating effect of employee engagement and employee engagement. Compensation and benefits are strong factors that cause quiet quitting, this is shown from the results of compensation and benefits that have a direct effect on each mediating variable, namely employee engagement and employee well-being on quiet quitting. Employee engagement and employee well-being act as partial mediation in each relationship between the variables tested. This research contributes to the field of human resource management related to factors that need to be considered by banking sector companies in preventing or mitigating quiet quitting."

"Penelitian terdahulu menemukan penurunan kesejahteraan subjektif pada Generasi-Z lebih besar dibandingkan generasi sebelumnya. Seiring masuknya Generasi-Z ke dunia kerja, tercatat karyawan Generasi-Z dari berbagai negara cenderung "pindah-pindah pekerjaan" yang menandakan rendahnya komitmen organisasi. Oleh karena itu, penting untuk meneliti hubungan antara kesejahteraan subjektif dan komitmen organisasi karyawan Generasi-Z di Indonesia. Penelitian ini menggunakan metode kuantitatif korelasional dengan 113 partisipan karyawan Generasi-Z berusia 20-28 tahun. The PERMA-Profiler digunakan untuk mengukur kesejahteraan subjektif dan Organizational Commitment Questionnaire (OCQ) untuk mengukur komitmen organisasi. Hasil penelitian menunjukkan korelasi positif signifikan antara kesejahteraan subjektif dan dua dimensi komitmen organisasi yaitu komitmen afektif, r = 0,278, p <,001 (one-tailed) dan komitmen normatif r(113) = 0,368, p <,001 (one-tailed). Namun, tidak ditemukan hubungan antara kesejahteraan subjektif dan komitmen berkelanjutan r(113) = 0,124, p >,001 (one-tailed). Temuan ini mengimplikasikan pentingnya bagi perusahaan untuk mengambil langkah konkret seperti memberikan apresiasi yang setimpal dan membangun lingkungan kerja sehat guna memperkuat komitmen organisasi karyawan Generasi-Z di Indonesia, yang pada gilirannya akan berdampak positif terhadap produktivitas dan efektivitas organisasi.

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Previous studies found a greater decline in subjective well-being among Generation Z compared to previous generations. As Generation Z enters the workforce, employees from this generation across various countries show a tendency to "job-hopping," indicating low organizational commitment. Therefore, it is essential to examine the relationship between subjective well-being and organizational commitment among Generation Z employees in Indonesia. This study used a quantitative correlational method with 113 Generation Z employee participants aged 20-28. The PERMA-Profiler was used to measure subjective well-being, and the Organizational Commitment Questionnaire (OCQ) was used to measure organizational commitment. The results showed a significant positive correlation between subjective well-being and two dimensions of organizational commitment: affective commitment, r = 0.278, p < .001 (one-tailed), and normative commitment, r(113) = 0.368, p < .001 (one-tailed). However, there was no significant relationship between subjective well-being and continuance commitment, r(113) = 0.124, p > .001 (one-tailed). These findings imply the importance for companies to take concrete steps such as providing appropriate recognition and creating a healthy work environment to strengthen the organizational commitment of Generation Z employees in Indonesia, which in turn will positively impact overall organizational productivity and effectiveness."

"Kehadiran artificial intelligence (AI) merubah cara orang bekerja secara global dan bahkan dapat mengungguli manusia dalam banyak tugas manual dan konseptual sehingga diperkirakan satu pertiga dari pekerjaan yang ada pada hari ini dapat di diambil alih oleh AI di masa depan. Generasi Milenial dan Z saat ini mulai menjadi mayoritas angkatan kerja dunia, sebagian besar dari mereka khawatir pekerjaan mereka saat ini akan dapat tergantikan oleh AI di masa depan. Penelitian ini bertujuan untuk menganalisis pengaruh Artificial Intelligence Awareness terhadap Career Competency dan Job Burnout dengan Organizational Commitment sebagai Variabel Mediasi, khususnya pada karyawan Generasi Milenial dan Z. Melalui pendekatan kuantitatif, data dikumpulkan melalui kuesioner online yang disebarkan kepada karyawan tetap yang menggunakan AI pada pekerjaannya, data responden yang terkumpul sebanyak 194. Analisis penelitian ini dilakukan dengan perangkat lunak SPSS dan SmartPLS. Hasil penelitian menunjukkan bahwa Artificial Intelligence Awareness tidak memiliki pengaruh signifikan terhadap Career Competency secara langsung, namun berpengaruh melalui mediasi Organizational Commitment. Lalu, Job Burnout dipengaruhi oleh Artificial Intelligence Awareness secara langsung maupun melalui mediasi. Temuan ini menggarisbawahi pentingnya perusahaan atau HR untuk memerhatikan akibat buruk AI pada sumber daya manusia.

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The presence of artificial intelligence (AI) is transforming the way people work globally and can even surpass humans in many manual and conceptual tasks. It is estimated that one-third of today’s jobs could be taken over by AI in the future. Millennials and Generation Z are now becoming the majority of the global workforce, with many of them concerned that their current jobs could be replaced by AI in the future. This study aims to analyze the effect of Artificial Intelligence Awareness on Career Competency and Job Burnout, with Organizational Commitment as a mediating variable, particularly among Millennial and Generation Z employees. Using a quantitative approach, data were collected through an online questionnaire distributed to permanent employees who use AI in their work, resulting in 194 respondents. The analysis was conducted using SPSS and SmartPLS software. The findings reveal that Artificial Intelligence Awareness does not have a direct significant effect on Career Competency, but it does have an impact through the mediation of Organizational Commitment. Additionally, Job Burnout is directly influenced by Artificial Intelligence Awareness, as well as through mediation. These findings highlight the importance for companies or HR departments to address the negative impacts of AI on human capital."

"Penelitian ini bertujuan untuk meneliti pengaruh work-life balance dan work overload terhadap organizational commitment yang dimediasi oleh job engagement dan dimoderasi oleh perceived organizational support. Data yang diperoleh pada penelitian ini berasal dari 240 responden yang merupakan pegawai swasta generasi milenial dan Z di DKI Jakarta. Pengolahan data pada penelitian ini menggunakan metode structural equation modelling (SEM) pada aplikasi AMOS 24. Hasil pengujian menunjukkan bahwa Work-life balance tidak berpengaruh terhadap organizational commitment, work overload memiliki pengaruh negatif terhadap organizational commitment, work-life balance memiliki pengaruh positif terhadap job engagement, job engagement memiliki pengaruh positif terhadap organizational commitment job engagement memediasi hubungan work-life balance dan organizational commitment secara penuh, serta perceived organizational support tidak memoderasi hubungan antara work life balance dan organizational support. Pada bagian akhir tulisan dalam penelitian ini, diberikan rekomendasi sebagai bahan pertimbangan manajerial untuk mengatasi masalah komitmen organisasi berdasarkan temuan penelitian ini.

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This study aims to examine the effect of work-life balance and work overload on organizational commitment mediated by job engagement and moderated by perceived organizational support. The data obtained in this study came from 240 respondents who are millennial and Z-generation private employees in DKI Jakarta. Data processing in this study uses the structural equation modeling (SEM) method of AMOS 24. The research results prove that work-life balance has no effect on organizational commitment, work overload has a negative effect on organizational commitment, work-life balance has a positive effect on jobs engagement, job engagement has a positive effect on organizational commitment, job engagement fully mediated the relationship between work-life balance and organizational commitment, and perceived organizational support does not moderate the relationship between work-life balance and organizational support. At the end of this study, recommendations are given as a basis for managerial consideration to overcome the problem of organizational commitment based on the findings."

"Penelitian ini bertujuan untuk melihat pengaruh organizational mobility preferences dan perceived organizational support terhadap affective commitment karyawan. Penelitian ini merupakan penelitian kuantitatif dengan menggunakan alat ukur Affective Commitment Scale yang telah direvisi dan dikembangkan oleh Meyer, Allen, dan Smith (dalam Meyer & Allen, 2004) untuk mengukur komitmen afektif karyawan sebagai variabel terikat, Boundaryless Career Attitudes Scale (Briscoe, Hall, & DeMuth, 2006) untuk mengukur organizational mobility preferences dan Survey of Perceived Organizational Support (Eisenberger et al., 1997). Penelitian ini dilakukan pada 143 responden yang pernah bekerja selama minimal satu tahun. Penelitian ini menunjukkan hasil bahwa organizational mobility preferences (β = -0,30, p = 0,000) memiliki pengaruh negatif terhadap komitmen afektif dan perceived organizational support (β = 0,51, p = 0,000) memiliki pengaruh positif terhadap komitmen afektif karyawan, Lebih lanjut lagi diketahui bahwa variabel organizational mobility preferences dan perceived organizational support memiliki kontribusi varian yang unik pada komitmen afektif karyawan setelah mengontrol usia, tahun lulus pendidikan terakhir, tahun mulai kerja, lama kerja saat ini, dan waktu paling lama kerja karyawan.

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The aim of this research is to examine the influence of organizational mobility preferences and perceived organizational support on affective commitment. This study is a quantitative study using Affective Commitment Scale developed by Meyer, Allen, dan Smith (in Meyer & Allen, 2004) to measure employee's affective commitment towards organization as the dependent variable (DV), Boundaryless Career Attitudes Scale developed by Briscoe, Hall, and DeMuth (2006) to measure the dimension of organizational mobility preferences and Survey of Perceived Organizational Support developed by Eisenberger et al. (1997) to measure employee?s perceived organizational support. The sample of this study is a total of 143 respondents who have worked in a company for at least a year.

Results indicated that organizational mobility preferences (β = -0,30, p = 0,000) negatively influenced employee?s affective commitment while perceived organizational support (β = 0,51, p = 0,000) positively influenced employee?s affective commitment. Furthermore, organizational mobility preferences and perceived organizational support explained a unique variance in affective commitment above age, year graduated from latest education, year first started a job, employee's tenure (current tenure and longest tenure)."

"Masuknya generasi Z sebagai salah satu angkatan kerja di Indonesia membuat jumlah angkatan kerja bertambah banyak variasinya karena terdiri dari berbagai macam generasi. Adapun karakteristik dari generasi Z adalah mereka menyukai apabila diberikan kesempatan untuk mengungkapkan ide atau pendapat mereka serta diterimanya umpan balik atas pekerjaan yang telah dilakukan. Dengan begitu, diperlukan gaya kepemimpinan yang sesuai dengan karakteristik karyawan generasi Z. Pemimpin yang menyesuaikan gaya kepemimpinannya dengan karakteristik generasi Z dapat memberikan karyawannya pengalaman kerja yang positif sehingga karyawan pun memiliki komitmen untuk bekerja di suatu organisasi dalam rentang waktu yang lama. Penelitian ini memiliki tipe korelasional dengan menggunakan metode kuantitatif. Penelitian ini melibatkan 187 partisipan karyawan generasi Z yang sedang bekerja minimal enam bulan dan memiliki atasan langsung. Instrumen yang digunakan adalah alat ukur kepemimpinan pemberdayaan (Empowering Leadership Scale) dan komitmen organisasi (Organizational Commitment Questionnaire). Teknik analisis yang digunakan yaitu analisis korelasional karena data yang diperoleh tidak terdistribusi secara normal. Hasil penelitian menunjukkan bahwa dimensi dukungan otonomi (r = 0.654, p < 0.01) dan dukungan pengembangan (r = 0.455, p < 0.01) memiliki hubungan yang signifikan dengan komitmen organisasi pada karyawan generasi Z. 

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The entry of Generation Z as one of the workforce in Indonesia has made the number of the workforce increase in variety because it consists of various generations. The characteristics of the Z generation are that they like to be given the opportunity to express their ideas or opinions and receive feedback on the work that has been done. That way, a leadership style is needed that is in accordance with the characteristics of generation Z employees. Leaders who adapt their leadership style to the characteristics of generation Z can provide their employees with positive work experiences so that employees also have a commitment to work in an organization for a long time. This research has a correlational type using quantitative methods. This research involved 187 Generation Z employee participants who were working for at least six months and had a direct supervisor. The instruments used are measuring leadership empowerment (Empowering Leadership Scale) and commitment to the organization (Organizational Commitment Questionnaire). The analysis technique used is correlational analysis because the data obtained is not normally distributed. The results showed that the dimensions of autonomy support (r = 0.654, p < 0.01) and development support (r = 0.455, p < 0.01) had a significant relationship with organizational commitment among Generation Z employees."