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"Penelitian ini bertujuan untuk mengkaji hubungan antara kepemimpinan inklusif dan kesejahteraan karyawan dengan keamanan psikologis sebagai mediator pada karyawan Gen Z. Pemahaman ini penting karena adanya perbedaan karakteristik Gen Z dengan generasi sebelumnya yang menimbulkan tantangan tersendiri bagi organisasi dalam mendukung kesejahteraan mereka. Data penelitian diperoleh dari 154 karyawan Gen Z yang aktif bekerja selama minimal satu tahun pada perusahaan yang memiliki struktur hierarki formal. Hasil analisis menunjukkan bahwa keamanan psikologis tidak memediasi secara signifikan hubungan antara kepemimpinan inklusif dan kesejahteraan karyawan (b = .01, SE = .02, p = .74, 95% CI [-.04, .05]). Meskipun kepemimpinan inklusif berperan signifikan terhadap keamanan psikologis, variabel tersebut tidak berdampak signifikan pada kesejahteraan karyawan. Dengan ini, kepemimpinan inklusif berkontribusi langsung terhadap peningkatan kesejahteraan karyawan pada karyawan Gen Z tanpa melalui keamanan psikologis (b = 0.47, SE = .09, p < .001, 95% CI [.30, .64]). Hasil dari penelitian ini dapat bermanfaat untuk memperkaya literatur terkait variabel kepemimpinan inklusif, keamanan psikologis, dan kesejahteraan karyawan.

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This study aims to examine the relationship between inclusive leadership and employee well-being, with psychological safety as a mediating variable, among Generation Z employees. This is particularly important given the distinct characteristics of Gen Z compared to previous generations, which present unique challenges for organizations in supporting their well-being. Data were collected from 154 Gen Z employees who had been actively working for at least one year in companies with a formal hierarchical structure. The analysis showed that psychological safety does not significantly mediate the relationship between inclusive leadership and employee well-being (b = .01, SE = .02, p = .74, 95% CI [-.04, .05]). Although inclusive leadership plays a significant role in psychological safety, the latter does not have a significant effect on employee well-being. Thus, inclusive leadership directly contributes to improving the well-being of Gen Z employees without mediation through psychological safety (b = 0.47, SE = .09, p < .001, 95% CI [.30, .64]). These findings may contribute to the existing literature on inclusive leadership, psychological safety, and employee well-being."

"Saat ini, generasi Z sudah memasuki dunia kerja dan cenderung memiliki tingkat stres yang lebih tinggi jika tidak diberikan lingkungan kerja yang mendukung. Jadi, penting untuk melihat gaya kepemimpinan atasan yang tepat untuk meningkatkan kesejahteraan subjektif generasi ini, salah satu gaya kepemimpinan yang dinilai cukup efektif adalah gaya kepemimpinan transformasional. Maka dari itu, penelitian ini hendak melihat hubungan antara gaya kepemimpinan atasan yang transformasional dan kesejahteraan subjektif pada pekerja generasi Z. Dengan menggunakan metode kuantitatif korelasional, penelitian ini melibatkan 101 partisipan yang berusia 20-28 tahun di wilayah Jabodetabek. Alat ukur yang digunakan dalam penelitian ini adalah The PERMA-Profiler untuk mengukur kesejahteraan subjektif dan Multifactor Leadership Questionnaire (MLQ) 5X untuk mengukur kepemimpinan transformasional. Hasil penelitian menunjukkan adanya hubungan positif yang signifikan antara gaya kepemimpinan atasan yang transformasional dan kesejahteraan subjektif (r = 0,525; p < 0,001; one-tailed). Temuan ini menekankan pentingnya implementasi gaya kepemimpinan transformasional untuk meningkatkan kesejahteraan pekerja generasi Z.

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Currently, Generation Z has entered the workforce and tends to experience higher stress levels if not provided with a supportive work environment. Therefore, it is important to identify the appropriate leadership style to enhance the subjective well-being of this generation, one leadership style considered effective is transformational leadership. This study investigates the relationship between superiors’ transformational leadership style and subjective well-being in Generation Z workers. Using a quantitative correlational method, this research involved 101 participants aged 20-28 in the Greater Jakarta area. The measurement tools used in this study are The PERMA-Profiler to measure subjective well-being and the Multifactor Leadership Questionnaire (MLQ) 5X to measure transformational leadership. The results showed a significant positive relationship between superiors’ transformational leadership style and subjective well-being (r = 0.525, p < 0.001, one-tailed). These findings highlight the importance of implementing transformational leadership to enhance the well-being of Generation Z employees."

"Di tengah intensnya tekanan dalam mempertahankan daya saing, kemampuan perusahaan untuk berinovasi sangat bergantung pada keterlibatan aktif seluruh tenaga kerjanya, termasuk Generasi Z. Namun, potensi inovatif generasi ini kerap terhambat oleh rasa cemas dan tidak aman di tempat kerja akibat paparan sosial digital yang intens sejak dini. Dalam kondisi tersebut, keamanan psikologis menjadi faktor yang memungkinkan mereka merasa aman untuk menyampaikan ide dan mengambil risiko dalam proses inovasi. Penelitian ini bertujuan untuk menguji peran mediasi keamanan psikologis dalam hubungan antara kepemimpinan inklusif dan perilaku kerja inovatif, guna memahami mekanisme yang mendorong kontribusi inovatif karyawan muda. Menggunakan desain survei kuantitatif cross-sectional, data dikumpulkan melalui kuesioner terstandar yang diadministrasikan secara daring, mencakup alat ukur Inclusive Leadership Scale, Psychological Safety Scale, dan Innovative Work Behavior Scale. Sebanyak 220 karyawan Generasi Z dari berbagai sektor di Indonesia menjadi partisipan dengan menilai perilaku atasan langsung serta melaporkan persepsi keamanan psikologis dan perilaku kerja inovatif mereka. Hasil analisis mediasi menggunakan PROCESS Macro versi 4.2 menunjukkan bahwa keamanan psikologis memediasi secara parsial hubungan antara kepemimpinan inklusif dan perilaku kerja inovatif. Temuan ini menegaskan bahwa penciptaan keamanan psikologis dan pengembangan kepemimpinan inklusif merupakan strategi kunci dalam memobilisasi perilaku kerja inovatif karyawan muda di tengah dinamika transformasi organisasi.

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Amid intensifying pressure to stay competitive, organizations’ ability to innovate increasingly depends on the active engagement of their entire workforce, including Generation Z. However, the innovative potential of this generation is often hindered by anxiety and insecurity at work, stemming from early exposure to digital social environments. In this context, psychological safety becomes a key factor that enables them to express ideas and take risks in the innovation process. This study aims to examine the mediating role of psychological safety in the relationship between inclusive leadership and innovative work behavior, in order to understand the mechanisms that drive young employees' innovative contributions. Employing a cross-sectional quantitative survey design, data were collected through an online questionnaire using the Inclusive Leadership Scale, Psychological Safety Scale, and Innovative Work Behavior Scale. A total of 220 Generation Z employees from various sectors in Indonesia participated by assessing their supervisors' leadership behaviors, their own perceptions of psychological safety, and their innovative work behaviors. Mediation analysis using PROCESS Macro version 4.2 revealed that psychological safety partially mediates the relationship between inclusive leadership and innovative work behavior. These findings highlight the importance of fostering psychological safety through inclusive leadership to support innovation among young employees."

"Laporan Global Innovation Index 2024 dari World Intellectual Property Organization menunjukkan bahwa tingkat inovasi Indonesia tergolong masih minim, yaitu berada di peringkat ke-54 dunia dan termasuk rendah dibandingkan negara-negara Asia lainnya. Sementara itu, karyawan Generasi Z yang akan mendominasi angkatan kerja dikenal mahir teknologi dan memiliki potensi inovatif, tetapi masih memerlukan dukungan untuk mewujudkan perilaku kerja inovatif secara optimal. Oleh karena itu, penelitian ini bertujuan untuk menguji peran mediasi berbagi pengetahuan dalam hubungan antara kepemimpinan inklusif dan perilaku kerja inovatif pada karyawan Generasi Z di Indonesia. Sampel diperoleh melalui teknik convenience sampling dengan menyasar karyawan kelahiran 1997–2012 yang telah bekerja minimal satu tahun dan berada di bawah supervisi atasan langsung selama minimal enam bulan. Alat ukur yang digunakan adalah Inclusive Leadership Scale, Knowledge Sharing Scale, dan Innovative Work Behavior Scale. Analisis mediasi yang dilakukan dengan PROCESS Macro dalam SPSS versi 30 terhadap data 219 partisipan menunjukkan adanya hubungan yang positif dan signifikan antara kepemimpinan inklusif dan perilaku kerja inovatif dengan berbagi pengetahuan berperan sebagai mediator parsial. Dengan demikian, berbagi pengetahuan dapat memperkuat hubungan antara kepemimpinan inklusif dan perilaku inovatif. Guna meningkatkan perilaku kerja inovatif pada karyawan Generasi Z, organisasi disarankan melaksanakan program seperti sharing session dan mentoring untuk membudayakan berbagi pengetahuan serta pelatihan kepemimpinan untuk mendorong kepemimpinan inklusif.

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The Global Innovation Index 2024 report by the World Intellectual Property Organization indicates that Indonesia's innovation level remains relatively low, ranking 54th globally and lagging behind other Asian countries. Meanwhile, Generation Z employees, who are poised to dominate the future workforce, are known for their technological proficiency and innovative potential, yet they still require support to optimally demonstrate innovative work behavior. Therefore, this study aims to examine the mediating role of knowledge sharing in the relationship between inclusive leadership and innovative work behavior among Generation Z employees in Indonesia. A sample was obtained through a convenience sampling technique, targeting employees born between 1997 and 2012 who had been employed for at least one year and supervised directly by a superior for a minimum of six months. The instruments used were the Inclusive Leadership Scale, Knowledge Sharing Scale, and Innovative Work Behavior Scale. Mediation analysis conducted with PROCESS Macro in SPSS version 30 on data from 219 participants revealed a positive and significant relationship between inclusive leadership and innovative work behavior, with knowledge sharing serving as a partial mediator. Thus, knowledge sharing can strengthen the relationship between inclusive leadership and innovative behavior. To enhance innovative work behavior among Generation Z employees, organizations are advised to implement programs such as sharing sessions and mentoring to cultivate a culture of knowledge sharing, alongside leadership training to foster inclusive leadership."

"Transisi angkatan kerja ke generasi Z membuat perusahaan perlu memperhatikan karakteristik unik yang dimiliki generasi Z dibandingkan generasi sebelumnya. Gen Z berani untuk berperilaku sesuai nilai yang diprioritaskannya, salah satunya adalah well-being. Hal ini berkaitan erat dengan fenomena quiet quitting. Quiet quitting merupakan karyawan yang tidak berhenti bekerja secara resmi namun tidak melampaui batas dasar kewajiban mereka. Salah satu faktor yang berhubungan dengan terjadinya quiet quitting adalah employee well-being yang rendah. Kebebasan dan kemandirian melalui job crafting berpotensi menekan perilaku quiet quitting. Penelitian ini bertujuan untuk melihat peran moderasi dari job crafting dalam memperlemah hubungan employee well-being dan quiet quitting. Partisipan penelitian ini berjumlah 268 karyawan generasi Z yang sedang bekerja, sudah melewati tahap probation (3 bulan), dan memiliki atasan. Pengambilan partisipan menggunakan metode convenience sampling dengan menyebarkan kuesioner secara daring. Analisis moderasi dilakukan dengan menggunakan macro process Hayes model 1. Hasil analisis data hipotesis mempunyai nilai (p) 0.170 > 0.05. Hal ini berarti tidak ada efek moderasi job crafting yang memperlemah hubungan employee well-being dan quiet quitting pada karyawan generasi Z. Hasil penelitian ini memberikan inisiatif penting bagi perusahaan untuk meningkatkan employee well-being sebagai upaya mengurangi perilaku quiet quitting.

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The transition of the workforce to generation Z made companies need to pay attention to the unique characteristics that generation Z had compared to previous generations. Gen Z dared to behave according to their prioritized values, one of which was well-being. This was closely related to the phenomenon of quiet quitting. Quiet quitting was an employee who did not officially stop working but did not exceed the basic limits of their obligations. One of the factors associated with quiet quitting was low employee well-being. Freedom and independence through job crafting had the potential to suppress quiet quitting behavior. This study aimed to examine the moderating role of job crafting in weakening the relationship between employee well-being and quiet quitting. The participants of this study amounted to 268 generation Z employees who were currently working, had passed the probation stage (3 months), and had a supervisor. Participants were collected using a convenience sampling method by distributing questionnaires online. Moderation analysis was conducted using macro process Hayes model 1. The results of the hypothesis data analysis had a value (p) of 0.170 > 0.05. This meant that there was no moderating effect of job crafting that weakened the relationship between employee well-being and quiet quitting in generation Z employees. The results of this study provided important initiatives for companies to improve employee well-being as an effort to reduce quiet quitting behavior."

"Tingkat turnover yang tinggi diprediksi akan terus meningkat setiap tahunnya. Saat ini perilaku turnover yang tinggi banyak terjadi pada karyawan Generasi Y dibandingkan dengan generasi lainnya. Peneliti menemukan ada hubungan antara Kesejahteraan Psikologi dan perilaku turnover. Penelitian ini dilakukan untuk melihat perbedaan kesejahteraan psikologis pada karyawan Generasi X dan Generasi Y. Kesejahteraan psikologis terdiri dari 6 dimensi dan diukur dengan menggunakan The Scale of Psychological Well-Being. Hasil penghitungan pada 290 responden karyawan Generasi X dan Generasi Y menunjukkan terdapat perbedaan yang signifikan pada dimensi tujuan dalam hidup (t(288) = -2,854, p<0,05) dan pertumbuhan pribadi (t(288) = -2,589, p<0,05) antara karyawan Generasi X dan Generasi Y serta tidak ada perbedaan yang signifikan dalam dimensi penerimaan diri, hubungan positif dengan orang lain, penguasaan lingkungan, dan otonomi.

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The high rate of turnover is predicted to keep rising every year. This high rate of turnover behavior happens in Generation Y employee compared to other generations. Researcher found correlation beetween psychological well-being and turnover behavior. This study was conducted to look at differences in psychological well-being among Generation X and Generation Y employee. Psychological well-being consists of 6 dimensions and measured using the Scale of Psychological Well-Being. The results of the calculation on 290 respondents Generation X and Generation Y employee shows there are significant differences in the dimensions of purpose in life (t(288) = -2,854, p<0,05), and the personal growth (t(288) = -2,589, p<0,05) and there is no significant differences in the dimensions of positive relationship with others, autonomy, purpose in life, and self acceptance."

"Pada 19 Februari 2024, OECD/G20 Inclusive Framework merilis laporan mengenai Pillar One Amount B, yang menawarkan pendekatan sederhana dalam menganalisis kewajaran transaksi afiliasi, khususnya untuk aktivitas distribusi rutin dan pemasaran. Kebijakan ini memberikan kerangka terstandarisasi dalam penentuan harga wajar guna mengurangi sengketa transfer pricing dan beban administratif. Penelitian ini bertujuan untuk menganalisis peluang dan tantangan yang mungkin muncul jika Indonesia mengadopsi kebijakan tersebut. Teori yang digunakan di dalam penelitian ini adalah Cost and Benefit Analysis (CBA). Penelitian ini menggunakan pendekatan dan metode penelitian kualitatif, serta data diperoleh melalui wawancara mendalam dan studi kepustakaan. Hasil penelitian menunjukkan adanya tiga peluang utama: penyederhanaan administrasi, potensi pengurangan sengketa transfer pricing, dan harmonisasi kebijakan domestik dengan konsensus global. Di sisi lain, terdapat enam tantangan utama, seperti potensi penurunan penerimaan pajak, kebutuhan penyesuaian regulasi, risiko eksploitasi celah hukum, serta permasalahan dalam pricing matrix dan scoping area. Berdasarkan temuan tersebut, penelitian ini merekomendasikan agar pemerintah mempertimbangkan adopsi Amount B dengan strategi mitigasi yang tepat untuk mengoptimalkan manfaat serta meminimalisasi risiko yang mungkin timbul.

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Generation Z employees who start dominating our workplace are often perceived to have low organizational commitment. One of the factors that can influence it is leadership types, particularly inclusive leadership types that are relevant to Generation Z. Inclusive leadership has been found to enhance job crafting and thus improve Generation Z’s employee organizational commitment. This study aims to explain the underlying mechanism using the Job Demands-Resources (JD-R) model proposed by Demerouti et al. (2001). This study uses a cross-sectional design with correlational strategy and involves 374 Generation Z employees with 1 minimum work period under direct supervision in a private or public sector organization. Multiple regression analysis indicates that inclusive leadership and job crafting are significant predictors of organizational commitment among Generation Z employees. Simple mediation analysis also shows that job crafting partially mediates the relationship between inclusive leadership and organizational commitment among Generation Z employees. The findings highlight the need to incorporate inclusive leadership and job crafting into strategies to strengthen Generation Z employees' workplace commitment. "

"Penelitian mengenai peran psychological safety dalam memediasi hubungan antara perceived organizational support dan work engagement masih terbatas pada sektor tertentu dan belum mengeksplorasi secara spesifik karyawan Generasi Z, yang merupakan kelompok demografis terbesar di Indonesia dengan karakteristik dan ekspektasi kerja yang unik. Penelitian ini bertujuan untuk menguji peran psychological safety dalam memediasi hubungan antara perceived organizational support dan work engagement pada karyawan Generasi Z di Indonesia. Studi ini menggunakan pendekatan kuantitatif dengan desain cross-sectional survey. Partisipan dalam penelitian ini adalah karyawan Generasi Z yang berjumlah 171 orang dan dipilih menggunakan teknik convenience sampling. Alat ukur yang digunakan meliputi Survey of Perceived Organizational Support (SPOS), Psychological Safety Scale, dan Utrecht Work Engagement Scale-9 (UWES-9). Analisis data dilakukan menggunakan uji mediasi melalui aplikasi Jamovi. Hasil penelitian ini menunjukkan bahwa psychological safety tidak berperan sebagai mediator dalam hubungan antara perceived organizational support dan work engagement. Studi ini diharapkan dapat memberikan kontribusi terhadap pengembangan literatur mengenai dinamika work engagement pada karyawan Generasi Z di Indonesia.

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Research on the role of psychological safety in mediating the relationship between perceived organizational support and work engagement remains limited to certain sectors and has not specifically explored Generation Z employees, who represent the largest demographic group in Indonesia and possess unique work characteristics and expectations. This study aimed to examine the mediating role of psychological safety in the relationship between perceived organizational support and work engagement among Generation Z employees in Indonesia. A quantitative approach was employed using a cross-sectional survey design. This study was conducted with 171 Generation Z employees using a convenience sampling technique. The variables were measured by the Survey of Perceived Organizational Support (SPOS), the Psychological Safety Scale, and the Utrecht Work Engagement Scale-9 (UWES-9). Data were analyzed using mediation analysis through Jamovi. The findings showed that psychological safety did not mediate the relationship between perceived organizational support and work engagement. The results of this study can be useful to expand the literature related to work engagement dynamics among Generation Z employees in Indonesia."

"Penelitian mengenai peran psychological safety dalam memediasi hubungan antara perceived organizational support dan work engagement masih terbatas pada sektor tertentu dan belum mengeksplorasi secara spesifik karyawan Generasi Z, yang merupakan kelompok demografis terbesar di Indonesia dengan karakteristik dan ekspektasi kerja yang unik. Penelitian ini bertujuan untuk menguji peran psychological safety dalam memediasi hubungan antara perceived organizational support dan work engagement pada karyawan Generasi Z di Indonesia. Studi ini menggunakan pendekatan kuantitatif dengan desain cross-sectional survey. Partisipan dalam penelitian ini adalah karyawan Generasi Z yang berjumlah 171 orang dan dipilih menggunakan teknik convenience sampling. Alat ukur yang digunakan meliputi Survey of Perceived Organizational Support (SPOS), Psychological Safety Scale, dan Utrecht Work Engagement Scale-9 (UWES-9). Analisis data dilakukan menggunakan uji mediasi melalui aplikasi Jamovi. Hasil penelitian ini menunjukkan bahwa psychological safety tidak berperan sebagai mediator dalam hubungan antara perceived organizational support dan work engagement. Studi ini diharapkan dapat memberikan kontribusi terhadap pengembangan literatur mengenai dinamika work engagement pada karyawan Generasi Z di Indonesia.

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Research on the role of psychological safety in mediating the relationship between perceived organizational support and work engagement remains limited to certain sectors and has not specifically explored Generation Z employees, who represent the largest demographic group in Indonesia and possess unique work characteristics and expectations. This study aimed to examine the mediating role of psychological safety in the relationship between perceived organizational support and work engagement among Generation Z employees in Indonesia. A quantitative approach was employed using a cross-sectional survey design. This study was conducted with 171 Generation Z employees using a convenience sampling technique. The variables were measured by the Survey of Perceived Organizational Support (SPOS), the Psychological Safety Scale, and the Utrecht Work Engagement Scale-9 (UWES-9). Data were analyzed using mediation analysis through Jamovi. The findings showed that psychological safety did not mediate the relationship between perceived organizational support and work engagement. The results of this study can be useful to expand the literature related to work engagement dynamics among Generation Z employees in Indonesia."

"Penelitian dilakukan untuk mengetahui pengaruh dari perceived organizational support terhadap psychological well-being pekerja generasi milenial Indonesia dengan employee engagement dan affective commitment sebagai variabel mediasi pada generasi milenial. Responden pada penelitian ini adalah para karyawan yang telah bekerja sekurang-kurangnya 1 tahun pada perusahaan dan merupakan kelahiran antara tahun 1981 hingga 1996. Data kemudian diolah dengan menggunakan SPSS dan Structural Equation Modelling (SEM) LISREL. Penelitian ini mencoba menjelaskan faktor-faktor yang dapat mempengaruhi psychological well-being pada karyawan. Terdapat 247 responden yang berpartisipasi dalam penelitian ini. Hasil penelitian menunjukkan bahwa perceived organizational support, employee engagement dan affective commitment memengaruhi psychological well-being pekerja generasi milenial Indonesia, dan terdapat peran employee engagement dan affective commitment dalam memediasi hubungan antara perceived organizational support terhadap psychological well-being

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The research was conducted to determine the effect of perceived organizational support on the psychological well-being of Indonesian millennial generation workers with employee engagement and affective commitment as mediating variables in the millennial generation. Respondents in this study were employees who had worked for at least 1 year at the company and were born between 1981 and 1996. The data was then processed using SPSS and Structural Equation Modeling (SEM) LISREL. This study tries to explain the factors that can affect psychological well-being of employees. There were 247 respondents who participated in this study. The results of the study show that employee engagement and affective commitment affect the psychological well-being of Indonesian millennial generation workers, and there is a role for perceived organizational support, employee engagement and affective commitment in mediating the relationship between perceived organizational support and psychological well-being."