Employee Well-Being and Organizational Commitment among Generation Z Workers
DOI:
https://doi.org/10.38035/gijea.v4i4.978Keywords:
Generation Z, Employee Well-Being, Organizational Commitment, Work Engagement, PLS-SEMAbstract
This study examines the structural relationships determining organizational commitment among Generation Z workers in Ambon, specifically analyzing the roles of Employee Well-Being (EP) and Work Engagement (ME), with an additional structural predictor (RFQ). Utilizing a quantitative approach, a survey was administered to a targeted sample of 120 Generation Z employees across key sectors in Ambon. Data analysis was executed using Partial Least Squares Structural Equation Modeling (PLS-SEM) through SmartPLS. The empirical findings demonstrate high construct reliability and validity across all variables (>0.70). The structural model evaluation reveals exceptionally strong predictive power, with the model explaining 94.5% of the variance in Organizational Commitment (R2=0.945). Path coefficients indicate that the structural predictor (RFQ) exerts a highly potent direct effect on Employee Well-Being (β=0.976), which subsequently acts as a dominant driver for both Work Engagement (β=0.967) and directly onto Organizational Commitment (β=0.858). Specific indirect effect analysis via bootstrapping confirms that Employee Well-Being serves as a powerful and significant mediator between the structural predictor (RFQ) and Organizational Commitment (Confidence Interval: 0.686 to 0.945, excluding zero). Conversely, the indirect paths routed through Work Engagement (ME) as a mediator toward commitment were statistically non-significant, as their confidence intervals encompassed zero. The study concludes that directly fostering robust employee well-being is the most critical and effective mechanism for organizations in Ambon to secure the long-term loyalty and organizational commitment of their Generation Z workforce.
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Copyright (c) 2026 Ferdy Leuhery, Venezia Thalia Metekohy, Antonius Ary Setyawan
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