A comprehensive empirical validation of employee engagement antecedents and consequences among Generation Y in Indian public sector banks: A gender-moderated analysis

Adapting retention strategies is essential to balancing Generation Z’s unique work values and preferences so that organizations can reduce turnover, enhance loyalty, and thrive in hybrid work environments. Therefore, this study aimed to investigate the role of transformational leadership, work-life balance, and employee engagement in Generation Z’s organizational work commitment. Using a cross-sectional quantitative method, the investigation adopted purposive sampling and partial least square structural equation modeling (PLS-SEM). The quantitative data were collected through an online survey of 130 Jakarta Generation Z employees of creative industry firms. In addition, the qualitative validation interview was conducted to support the quantitative data analysis, including group heads of employees from the creative agencies. The results showed that transformational leadership significantly impacted employee engagement and affective organizational commitment. The work-life balance had only significant relationships with employee engagement without affecting organizational commitment. Employee engagement fully mediated the relationship between work-life balance and affective organizational commitment. Generation Z employees considered engagement a critical factor affecting commitment to exert a more substantial influence than transformational leadership and work-life balance. The results emphasized the need for organizations to focus on enhancing employee engagement to improve commitment among Generation Z employees in the hybrid work environment.

Acknowledgment
Authors acknowledge with gratitude the financial, moral, and academic support extended by Universitas Multimedia Nusantara [Multimedia Nusantara University]. The institution’s commitment to excellence continues to motivate us in our endeavors.

This study analyzes the effect of gender diversity, board size, and environmental, social, and governance (ESG) disclosures on firm performance and risk management in the consumer goods sector in Indonesia, targeting companies listed on the Indonesia Stock Exchange from 2020 to 2022. Based on 273 cases and using partial least squares-structural equation modeling (PLS-SEM), this paper tests eight direct and moderating hypotheses. The results reveal that both gender diversity and board size positively impact firm value, while board size successfully reduces firm risk. However, gender diversity does not mitigate risks. The findings indicate that increasing board gender diversity and size are positively related to performance, while only board size contributes effectively to risk reduction. ESG disclosures play a moderating role, enhancing the synergy between gender diversity and performance but showing mixed effects on risk reduction. Overall, the study highlights the importance of integrating gender diversity and strong ESG practices to achieve better performance outcomes, improve transparency, and develop a more competitive corporate strategy.

Acknowledgment
The author would like to thank the Higher Education Service Institute of Region VII of the Ministry of Education, Culture, Research and Technology and the Directorate of Research, Technology and Community Service, Directorate General of Higher Education, Research and Technology for funding this research with research contract number 076/SP2H/PT/LL7/2024.

Given the organizational positive outcomes of human resource development (HRD) practices like organizational effectiveness, sustainable competitive advantage, and organizational commitment, the current study was designed to detect the impact of HRD practices (employee training, employee empowerment, employee promotion) as independent variables on employee engagement and employee performance as dependent variables and to notify those who are interested. A quantitative descriptive-analytical method was adopted for the current research paper. Data were collected conveniently via a questionnaire from employees of family restaurants. Usable responses were analyzed using IBM SPSS and AMOS on the strength of structural equation modeling (SEM).
The current data identified employee training, employee empowerment, and employee promotion as key predictors of both employee engagement and employee performance. Employee empowerment has the highest impact on employee engagement, followed by employee promotion, while employee training has the highest effect on employee performance. Furthermore, employee engagement is positively related to employee performance.