Rudi

Type of the article: Research Article

Abstract
The wave of layoffs in Indonesia’s startups has increased employees’ concerns about job insecurity, raising the need for a deeper understanding of its determinants. This study examines the associations between work stress, self-efficacy, and job insecurity in Indonesia’s startup ecosystem. Specifically, it investigates direct and indirect effects of work stress on job insecurity through self-efficacy. Data were collected from 262 digital startup employees in Jakarta using an online survey at the beginning of 2024 and analyzed using covariance-based structural equation modeling with LISREL software. The findings suggest that work stress does not directly influence job insecurity (T-value of 0.79 < 1.967), indicating that startup employees may perceive stress as a regular aspect of their dynamic and high-pressure work environment. However, work stress significantly and positively impacts self-efficacy (T-value of 11.32> 1.967), implying that stress can enhance employees’ confidence in their abilities when managed effectively. Self-efficacy has a significant and positive effect on job insecurity (T-value of 9.98 > 1.967), highlighting its pivotal role in shaping perceptions of job stability. Furthermore, work stress indirectly influences job insecurity through self-efficacy (Indirect effect 0.7392 > direct effect 0.045), emphasizing the mediating role of self-belief in mitigating the adverse effects of workplace stress. The findings emphasize the importance of fostering self-efficacy through supportive management, training programs, and clear communication to lessen job insecurity and promote resilience. These insights provide practical implications for enhancing employee well-being and organizational sustainability in the rapidly evolving startup environment.

Type of the article: Research Article

Abstract
As the global workforce undergoes significant demographic change, organizations in Indonesia face increasing challenges in maintaining organizational commitment among Generation Z employees during shifting work values and high labor mobility. This study examines the effect of organizational culture on organizational commitment and investigates the mediating role of employee engagement. Based on job demands–resources theory and social exchange theory, a quantitative cross-sectional survey was conducted. Data were collected in 2025 through purposive sampling from 271 Generation Z employees working in organizations located in Jakarta, Indonesia. Data were analyzed using partial least squares structural equation modeling (PLS-SEM) in SmartPLS using a two-stage approach for higher-order constructs. The findings show that organizational culture is strongly positively associated with employee engagement (β = 0.793; t = 34.590; p < 0.001), explaining 62.9% of the variance in engagement (R2 = 0.629). Employee engagement significantly affects organizational commitment (β = 0.524; t = 4.847; p < 0.001) and demonstrates a significant indirect mediating role in the relationship between organizational culture and organizational commitment (β = 0.416; t = 4.685; p < 0.001). However, the direct association between organizational culture and organizational commitment is not statistically significant (β = 0.168; p = 0.092). These results suggest that organizational commitment is shaped mainly by engagement experiences rather than by organizational culture alone, highlighting engagement as an important instrument for sustaining workplace bonds.