Se yaning um, Re no Pu wani e al.
A icle
G een human esou ce managemen and millennial
e en ion in Indonesian ech s a ups: media ing oles o
job expec a ions and sel -e icacy
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Se yaning um, Re no Pu wani e al. (2024) : G een human esou ce managemen
and millennial e en ion in Indonesian ech s a ups: media ing oles o job expec a ions and sel -
e icacy, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol. 11, Iss.
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G een human esou ce managemen and
millennial e en ion in Indonesian ech s a ups:
media ing oles o job expec a ions and sel -
efficacy
Re no Pu wani Se yaning um, S i Langgeng Ra nasa i, Djoko Soelis ya, Ti ik
Pu wa i, E a Desemb iani a & Mochammad Fahle i
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Ti ik Pu wa i, E a Desemb iani a & Mochammad Fahle i (2024) G een human esou ce
managemen and millennial e en ion in Indonesian ech s a ups: media ing oles o
job expec a ions and sel -efficacy, Cogen Business & Managemen , 11:1, 2348718, DOI:
10.1080/23311975.2024.2348718
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ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2348718
G een human esou ce managemen and millennial e en ion in
Indonesian ech s a ups: media ing oles o job expec a ions and
sel -e icacy
Re no Pu wani se yaning uma , s i langgeng Ra nasa ib , Djoko soelis yac ,
i ik Pu wa id , e a Desemb iani ac and Mochammad Fahle ie
aMagis e o Managemen , uni e si as Peli a Bangsa, Bekasi, indonesia; buni e si as Riau Kepulauan, Ba am, indonesia;
cuni e si as Muhammadiyah g esik, indonesia; duni e si as insan Budi u omo, Malang, indonesia; eManagemen Depa men ,
Binus online, Bina nusan a a uni e si y, Jaka a, indonesia
ABSTRACT
his s udy examines he e ec o g een human Resou ce Managemen (ghRM)
p ac ices on he e en ion o millennial employees in indonesian echnology s a ups,
wi h an emphasis on he in e ening oles o job expec a ions and sel -e icacy. U ilizing
social exchange heo y (se ) as i s heo e ical ounda ion, his s udy explo es how
ghRM ini ia i es in luence pe cep ions o employees’ job expec a ions and sel -e icacy,
which in u n a ec hei in en ion o emain wi h he o ganiza ion. he s udy’s
me hodology in ol ed a quan i a i e analysis o 292 millennial employees’ esponses
using s uc u al equa ion modeling (seM) o examine da a om a ious indonesian
echnology s a ups. he indings indica ed a s ong posi i e ela ionship be ween
ghRM p ac ices and sel -e icacy. addi ionally, a medium-s eng h ela ionship was
obse ed be ween ghRM p ac ices and bo h job expec a ions and employee e en ion.
con a y o expec a ions, his s udy inds ha job expec a ions and sel -e icacy do no
signi ican ly media e he ela ionship be ween ghRM p ac ices and employee e en ion,
indica ing a mo e complex ela ionship be ween ac o s in luencing e en ion decisions
among millennial employees in his con ex . his s udy ecommends a nuanced s a egy
o indonesian echnology s a ups o e ain millennial alen h ough he implemen a ion
o ghRM p ac ices.
1. In oduc ion
indonesia is he ou h mos populous coun y globally (sukmayadi & Yahya, 2020), wi h an es ima ed
popula ion o app oxima ely 270 million indi iduals (Wo ldome e , 2024). he g owing u ban popula ion
in indonesia sugges s ha public awa eness o he need o educa ion and mode niza ion is inc easing.
acco ding o he Wo ld Bank (2024), he u ban popula ion is p ojec ed o each 67% o indonesia’s o al
popula ion by 2050, an inc ease om 54% in 2010. indonesia’s median age is 29.9 yea s, as es ima ed o
2024 (Wo ldome e , 2024). hese da a indica e ha oughly hal o he popula ion is o e 29.9 yea s old
and he o he hal is unde ha age. hus, i can be in e ed ha a signi ican po ion o he popula ion
is in hei p oduc i e yea s. indonesia’s middle economic class is expanding apidly (Da an o e al., 2020),
making i he la ges in sou heas asia.
he da a sugges ha indonesia will be cha ac e ized by a wo k o ce in he u u e ha will demand
di e se and a ied o ms o employmen compa ed wi h p e ious gene a ions. i is impe a i e o e e y
o ganiza ion o ini ia e measu es o adap o hese changing equi emen s and e ec i ely assimila e a
skilled wo k o ce om his eme ging gene a ion. acco ding o Mo ell and abs on (2018), millennials
exhibi dis inc i e a i udes owa ds wo k in con as o o he gene a ions. as a esul , o ganiza ions mus
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Djoko soelis ya [email p o ec ed].id uni e si as Muhammadiyah g esik, indonesia.
h ps://doi.o g/10.1080/23311975.2024.2348718
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 10 Decembe
2023
Re ised 23 ap il 2024
accep ed 23 ap il 2024
SUBJECTS
en i onmen al
Psychology; Wo k &
O ganiza ional
Psychology; Business,
Managemen and
accoun ing;
O ganiza ional s udies
KEYWORDS
g een human esou ce
managemen ; millennial
employees; employee
e en ion; social exchange
heo y; job expec a ions;
sel -e icacy
REVIEWING EDITOR
e ic liguo i, Flo ida s a e
Uni e si y, Uni ed s a es
2 R. P. se YaningRUM e al.
adop ailo ed compensa ion and bene i p ac ices o os e mo i a ion and engagemen in his demo-
g aphic. Deloi e (2017) ound ha 66% o millennials in end o lea e hei companies wi hin i e yea s,
and he inancial cos o millennials is es ima ed o be o e $30 billion pe yea (adkins, 2016).
o mi iga e he high u no e a es among millennials, i is c ucial o o ganiza ions o p io i ize job
sa is ac ion (cha adi e al., 2022), wo k-li e balance (Baha e al., 2022; nabawanuka & ekmekcioglu,
2021), and ca ee ad ancemen oppo uni ies (i ano ic & i ance ic, 2018). addi ionally, p o iding leade -
ship p ospec s and os e ing an inclusi e and suppo i e wo k en i onmen is essen ial (geo ge & Wallio,
2017). By concen a ing on hese ac o s, o ganiza ions can enhance millennial employee e en ion and
unlock hei capaci y o inc ease pe o mance and p oduc i i y. Due o he g owing emphasis on sus-
ainabili y and en i onmen al esponsibili y, o ganiza ions a e inc easingly adop ing g een human
esou ce managemen (ghRM) as a s a egic app oach o ul ill hei needs (am u ha & gee ha, 2020;
Paillé e al., 2020) and p e e ences o millennial employees, while also p omo ing en i onmen al sus ain-
abili y (islam e al., 2023). ghRM in ol es inco po a ing en i onmen al conside a ions in o a ious human
esou ce unc ions including ec ui men , aining, and pe o mance managemen .
ghRM has become a s a egic esponse o hese expec a ions and is inc easingly being adop ed by
o ganiza ions commi ed o en i onmen al sus ainabili y (haddock-Milla e al., 2016; Masku oh e al.,
2023). ghRM p ac ices, including g een aining and de elopmen , pe o mance app aisal, and ewa ds,
a e belie ed o os e bo h o ganiza ional sus ainabili y and employee e en ion, pa icula ly among mil-
lennial employees (islam e al., 2023; Piwowa -sulej, 2021). howe e , he ela ionship be ween ghRM and
millennial e en ion is complex and mul i- ace ed (islam e al., 2021; Qad i e al., 2022). some s udies
sugges ha no all ghRM p ac ices di ec ly in luence millennial e en ion (hassan e al., 2021; islam
e al., 2021, 2023; Qad i e al., 2022). he e icacy o hese p ac ices may depend on how well hey align
wi h millennials’ psychological and physiological job sa is ac ion. his p esen s a no able esea ch gap,
pa icula ly in unde s anding he complex in luence o job expec a ions and sel -e icacy on he in e ac-
ion be ween ghRM p ac ices and employee e en ion.
his s udy, g ounded in social exchange heo y (se ) (Blau, 1964; cook e al., 2013), explo es he
impac ghRM p ac ices on he e en ion o millennial employees in indonesian echnology s a ups. se
posi s ha ela ionships in he wo kplace a e buil on mu ual exchanges o ewa ds and bene i s, p o-
iding a heo e ical ounda ion o unde s anding how ghRM p ac ices in luence employee beha io and
a i udes (Masku oh e al., 2023). g owing e idence sugges s ha well-managed ghRM p ac ices no only
os e en i onmen al esponsibili y bu also enhance employee sel -e icacy (nisa e al., 2024). his
enhancemen , as indica ed by Fa ooq e al. (2022), is essen ial o empowe employees o e ec i ely
engage in complex en i onmen al challenges. he millennial gene a ion, known o i s i ali y and adap -
abili y, o en b ings abou inno a i e app oaches o ca ee cul u e (liu e al., 2019; san os, 2018). hese
a ibu es make millennials pa icula ly esponsi e o ghRM ini ia i es aligned wi h hei alues and
aspi a ions.
he e ec i eness o ghRM p ac ices in e aining millennial employees in he indonesian con ex , pa -
icula ly in he g owing sec o o echnology s a ups, emains an a ea ipe o explo a ion. his backd op
aises a pi o al ques ion ha lies a he hea o his s udy.
RQ1: how do ghRM p ac ices in luence job expec a ions, sel -e icacy, and employee e en ion among millen-
nial employees in indonesian echnology s a ups?
RQ2: how do job expec a ions and sel -e icacy indi idually con ibu e o millennial employee e en ion in
indonesian echnology s a ups?
RQ3: how do job expec a ions and sel -e icacy media e he ela ionship be ween ghRM p ac ices and
employee e en ion among millennials in indonesian echnology s a ups?
By examining ghRM h ough he lens o se , his s udy aims o b idge he esea ch gap by unde -
s anding how ghRM in luences millennial employee e en ion, speci ically in he dynamic con ex o
indonesian echnology s a ups. his s udy in es iga ed he po en ial oles o job expec a ions and
sel -e icacy as media o s in his ela ionship. his app oach p o ides aluable insigh s in o he in e ac-
ion o hese ac o s and hei collec i e impac on employee e en ion, a c ucial aspec o he sus ain-
abili y and success o o ganiza ions in oday’s wo k o ce
cOgen BUsiness & ManageMen 3
in he second sec ion, we explo e he heo e ical ounda ion, speci ically ocusing on se , and he
de elopmen o hypo heses o each aspec o he esea ch. his sec ion connec s he unde lying he-
o e ical p inciples wi h he speci ic hypo heses ha guide he empi ical in es iga ion. he hi d sec ion
o he esea ch p o ides a de ailed desc ip ion o he s udy’s design, encompassing he me hodology
employed o in es iga e he hypo heses. his sec ion is c ucial because i ou lines he app oach aken
o collec and analyze da a, ensu ing ha he esea ch is conduc ed sys ema ically and igo ously. in
he ou h sec ion, we p esen an in-dep h s a is ical analysis using he sma Pls 4. his analysis is
c i ical o es ing he hypo heses and d awing conclusions based on he empi ical da a. his sec ion
p esen s a comp ehensi e examina ion o he esul s and p o ides insigh s in o he ela ionships and
e ec s iden i ied in his s udy. he i h sec ion encompasses a discussion on each o he hypo hesis.
his sec ion in e p e s he indings and connec s hem o he heo e ical amewo k and he exis ing
li e a u e. he concluding sec ion summa izes he key indings, implica ions, and limi a ions o
his s udy.
2. Li e a u e e iew
2.1. Social exchange heo y (SET)
se is a concep widely used in o ganiza ional beha io and human esou ce managemen (Blau, 1964),
and posi s ha ela ionships a e buil on he ecip ocal exchange o ewa ds and bene i s. in he con ex
o ou model, his heo y p o ides a aluable lens h ough which o iew he in e ac ions be ween
employe s and employees (che nyak-hai & Rabenu, 2018), pa icula ly in e ms o ghRM p ac ices. Unde
se , ghRM implemen a ion can be seen as an o ganiza ional e o ha goes beyond me e compliance
wi h en i onmen al s anda ds o egula o y equi emen s (abo amadan e al., 2021). his ep esen s a
signi ican in es men in employee wel a e and he global good, which can be pe cei ed by employees
as a bene icial and aluable ini ia i e. in e u n, employees can ecip oca e wi h inc eased loyal y, com-
mi men , and desi e o emain wi h he o ganiza ion, he eby enhancing e en ion a es (ekowa i e al.,
2023). his ecip ocal exchange is cen al o unde s anding why ghRM may posi i ely impac employee
e en ion (Masku oh e al., 2023).
se can also explain he media ing ole o job expec a ions and sel -e icacy in his model. When an
o ganiza ion in es s in ghRM p ac ices (Khali a alhi mi e al., 2023), i se s ce ain expec a ions among
employees ega ding hei ole and he company’s commi men o sus ainabili y. Ful illing hese expec-
a ions can lead o a posi i e exchange ela ionship in which employees eel ha hei needs and alues
a e espec ed and me (a sa e al., 2020). simila ly, enhancing employees’ sel -e icacy h ough ghRM
ini ia i es can be iewed as an in es men in hei pe sonal and p o essional de elopmen ( ang e al.,
2018), leading o a ecip ocal inc ease in hei engagemen and commi men o he o ganiza ion. se
p o ides a obus heo e ical baseline o ou model, explaining how he ecip ocal na u e o
employe -employee ela ionships shaped by ghRM p ac ices, job expec a ions, and sel -e icacy can lead
o enhanced employee e en ion, pa icula ly wi hin he millennial coho . his heo y emphasizes he
impo ance o mu ual bene i s and ecip oci y in o ganiza ional p ac ices and employee esponses (Mei a
& hance , 2021).
2.2. Hypo hesis de elopmen
2.2.1. The e ec o GHRM on employee e en ion
Resea ch has inc easingly emphasized ha he millennial wo k o ce, cha ac e ized by i s unique alues
and p e e ences in he wo kplace, displays a p onounced inclina ion owa ds o ganiza ions ha p io i ize
sus ainabili y and en i onmen al esponsibili y (hassan e al., 2021; islam e al., 2023; Qad i e al., 2022).
he in luence o gene a ional change is essen ial in assessing he e iciency o ghRM in e aining millen-
nial employees. Millennials, compa ed o p e ious gene a ions, ha e consis en ly demons a ed a s ong
p e e ence o wo kplaces ha p o ide oppo uni ies o g ow h and de elopmen while also aligning
wi h hei e hical and en i onmen al alues (he sha e & eps ein, 2010; Webe , 2017). his gene a ion is
cha ac e ized by a heigh ened awa eness o global issues, such as clima e change and sus ainabili y,
4 R. P. se YaningRUM e al.
which impac hei choices and loyal y owa ds employe s. ghRM p ac ices, including ini ia i es such as
g een aining, de elopmen p og ams ha ocus on sus ainabili y, and he implemen a ion o en i on-
men ally iendly policies and p ac ices in he wo kplace esona e wi h hese alues (islam e al., 2023;
Masku oh e al., 2023). hese p ac ices a e no jus supe icial addi ions, bu a e deeply in eg a ed in o
he s a egic implemen a ion o business ope a ions, signaling a genuine commi men o en i onmen al
s ewa dship. he emphasis on g een p ac ices wi hin an o ganiza ion os e s a sense o pu pose and
ul illmen among millennial employees (aboobake e al., 2020). When hey see hei employe s ac i ely
con ibu ing o en i onmen al sus ainabili y, hey ein o ce hei belie in he o ganiza ion’s ole in soci-
e al be e men (ca ano & hines, 2016). his alignmen o pe sonal and o ganiza ional alues is c ucial
o enhancing job sa is ac ion and loyal y among millennials, he eby educing hei p opensi y o seek
employmen oppo uni ies. he adop ion o ghRM p ac ices, he e o e, has become a s a egic ool no
only in a ac ing millennial alen , bu also in e aining hem by ul illing hei desi e o meaning ul and
esponsible wo k.
se e al s udies ha e in es iga ed he in luence o ghRM p ac ices on employee e en ion, pa icula ly
among he millennial gene a ions. acco ding o islam e al. (2021), g een ewa ds and aining signi i-
can ly impac millennial e en ion in he ho el indus y. simila ly, al-haj i (2020) epo s a posi i e asso-
cia ion be ween ghRM p ac ices and employee e en ion in he pha maceu ical indus y. howe e , islam
e al. (2023) disco e ed ha he impac o ghRM p ac ices on millennial u no e in en ion in he ou -
ism indus y is mode a ed by he wo k en i onmen . hese s udies indica e ha ghRM p ac ices can
signi ican ly enhance employee e en ion, pa icula ly among millennial employees. howe e , he speci ic
mechanisms and con ex ual ac o s in luencing his ela ionship wa an u he in es iga ion. his leads
o he ollowing hypo hesis:
h1: ghRM posi i ely in luences employee e en ion.
2.2.2. The e ec o GHRM on job expec a ions
he in eg a ion o g een p ac ices wi hin an o ganiza ion’s managemen sys em is seen no jus as a
commi men o en i onmen al s ewa dship, bu also as a s a egic app oach o enhancing employee
engagemen and sa is ac ion. Ku ia and Mose (2019), along wi h B e o-Manuh e al. (2017), highligh ha
when o ganiza ions adop g een p ac ices, hey signal a commi men o b oade socie al and en i on-
men al goals. commi men s a e belie ed o signi ican ly impac employees’ a i udes and belie s ega d-
ing hei wo k en i onmen s. Wo ke s a e inc easingly looking o employe s who demons a e no only
inancial and ope a ional success bu also social and en i onmen al esponsibili y. acco ding o ha e
(2022), implemen ing ghRM p ac ices can inc ease employee mo i a ion and job sa is ac ion. g een
p ac ices o en in ol e ini ia i es ha c ea e a mo e engaging and ul illing wo k en i onmen . employees
who obse e angible e o s made by hei o ganiza ion o posi i ely impac he en i onmen a e o en
mo e mo i a ed and p oude o pa icipa e in such an o ganiza ion.
Resea ch on ghRM and i s impac on job expec a ions ha e yielded se e al signi ican indings.
acco ding o chaudha y (2018), ghRM has a signi ican in luence on job pu sui in en ion, wi h o gani-
za ional p es ige media ing his ela ionship. his indica es ha ghRM can a ac young alen , especially
hose wi h s ong en i onmen al o ien a ion. Be i e al. (2020) u he expansion on his by iden i ying a
ange o ghRM ac i i ies wi hin hRM's unc ions, highligh ing he po en ial o ghRM o enhance en i-
onmen al e iciency. abo amadan e al. (2021) also ound ha ghRM boos s employees’ pe cep ions o
g een o ganiza ional suppo , which in u n enhances job pe o mance and o ganiza ional ci izenship
beha io . ahuja (2015) also emphasized he need o a comp ehensi e amewo k o ghRM, which can
lead o dec eased cos s, highe e iciency, and be e managemen o employees. collec i ely, hese s ud-
ies sugges ha ghRM can posi i ely in luence job expec a ions by a ac ing alen , enhancing en i on-
men al e iciency, and imp o ing job pe o mance. Based on hese indings, he second hypo hesis was
as ollows:
h2: ghRM posi i ely in luences job expec a ions.
cOgen BUsiness & ManageMen 5
2.2.3. The e ec o job expec a ions and employee e en ion
Millennials, known o hei unique alues and wo kplace p e e ences, place high alue on ac o s such
as wo k/li e balance, lexibili y, and oppo uni ies o p o essional de elopmen . hese p e e ences signi i-
can ly impac job sa is ac ion and, consequen ly, loyal y and e en ion in an o ganiza ion. s udies ha e
shown ha millennials app oach job sa is ac ion di e en ly han do p e ious gene a ions. linden (2015)
indica ed ha millennials seek mo e han jus a paycheck om hei jobs; hey look o oles ha p o ide
hem wi h a sense o pu pose and oppo uni ies o pe sonal and p o essional g ow h. Ku on e al.
(2015) u he elabo a e ha millennials alue employe s who o e lexibili y in wo k a angemen s, sup-
po o pe sonal de elopmen , and a wo kplace cul u e ha aligns wi h hei own alues. hese expec-
a ions a e no jus ancilla y bene i s o millennials, bu a e cen al o hei decision o emain wi h an
employe . Unde s anding and mee ing hese job expec a ions is, he e o e, key o e aining millennial
alen . When o ganiza ions align hei policies and p ac ices wi h he aspi a ions o he millennial wo k-
o ce, hey c ea e a mo e engaging and sa is ying wo k en i onmen . his alignmen leads o inc eased
job sa is ac ion among millennials, making hem mo e likely o s ay wi h he o ganiza ion in he
long e m.
Fac o s such as job sa is ac ion (sabbagha e al., 2018), o ganiza ional cul u e (W igh , 2021), ben-
e i s, and sala y (K yscynski, 2021) ha e been shown o in luence employee e en ion. Bashi and gani
(2020) emphasized he posi i e impac o compensa ion and o ganiza ional commi men on job sa -
is ac ion and e en ion. employe b anding can also in luence s a e en ion and compensa ion
expec a ions, as sugges ed by Bussin and Mou on (2019). oge he , hese indings indica e ha a
combina ion o job sa is ac ion, o ganiza ional cul u e, compensa ion, and he wo kplace en i onmen
can signi ican ly impac employee e en ion. Based on hese indings, ou hi d hypo hesis is as
ollows:
h3: Job expec a ion posi i ely in luences employee e en ion.
2.2.4. The e ec o GHRM on sel -e icacy
ghRM p ac ices se e he dual pu pose o implemen ing en i onmen ally iendly policies and
empowe ing employees by boos ing hei con idence and abili y o e ec i ely con ibu e o en i on-
men al sus ainabili y. Resea ch indica es ha when o ganiza ions engage in ghRM p ac ices, hey
os e a wo k en i onmen in which employees eel capable and equipped o unde ake g een ini-
ia i es. s udies by Ku ia and Mose (2019) and Fa ooq e al. (2022) all highligh he posi i e impac
o ghRM on employees’ sel -e icacy. his is pa icula ly c ucial in en i onmen al ma e s, whe e
employees o en ace challenges ha equi e no only echnical skills, bu also a belie in hei abil-
i y o make a di e ence. ghRM p ac ices, such as g een aining, en i onmen al awa eness p og ams,
and he inco po a ion o sus ainabili y goals in o employee pe o mance me ics con ibu e o de el-
oping a sense o e icacy among employees. When employees ecei e he necessa y aining and
esou ces o implemen g een p ac ices, hey de elop s onge belie s in hei capabili ies. his
enhanced sel -e icacy mo i a es hem o ake ini ia i e and engage mo e p oac i ely in en i on-
men al ac i i ies wi hin he o ganiza ion.
Resea ch shows a posi i e associa ion be ween ghRM and sel -e icacy. Fa ooq e al. (2022) ound ha
ghRM is posi i ely associa ed wi h g een c ea i i y, and g een sel -e icacy media es his ela ionship.
his sugges s ha ghRM can enhance employees’ belie s in hei abili y o con ibu e o en i onmen al
sus ainabili y. addi ionally, ahuja (2015) and sa hyap iya e al. (2013) highligh ed he ole o ghRM in
p omo ing sus ainable p ac ices and inc easing employee awa eness and commi men o sus ainabili y,
which can con ibu e o he de elopmen o sel -e icacy. simila ly, al eahi e al. (2023) emphasized he
impo ance o ghRM in he ho el indus y, whe e i can enhance employees’ en i onmen al awa eness
and esponsibili y, po en ially leading o inc eased sel -e icacy in his a ea. Based on hese indings, ou
ou h hypo hesis was as ollows:
h4: ghRM posi i ely in luences sel -e icacy.
6 R. P. se YaningRUM e al.
2.2.5. The e ec o sel -e icacy on employee e en ion
sel -e icacy, which e e s o an indi idual’s con idence in hei abili y o accomplish asks and o e come
obs acles, is a c ucial ac o in de e mining an employee’s engagemen (lu hans & Pe e son, 2002), sa is-
ac ion (can inus e al., 2012), and he ul ima e decision o emain wi h an o ganiza ion (chami-Malaeb,
2021). his is pa icula ly ue o he millennial gene a ion, who o en p io i ize en i onmen s ha allow
hem o e ec i ely u ilize and de elop hei skills. s udies ha e shown ha indi iduals wi h high sel -e icacy
a e mo e likely o emb ace challenges, iew demanding asks as oppo uni ies o lea ning and g ow h,
and expe ience a sense o accomplishmen a wo k. chami-Malaeb (2021) and Falla ah e al. (2017) demon-
s a ed he posi i e impac o sel -e icacy on employees’ a i udes owa ds hei jobs and hei likelihood
o emaining wi h hei employe . his is pa icula ly ele an o millennials, who end o p io i ize pe -
sonal and p o essional de elopmen in hei ca ee choices. Millennials wi h high sel -e icacy a e mo e
likely o eel compe en and e ec i e in hei oles, leading o highe job sa is ac ion and educed likeli-
hood o seeking employmen elsewhe e. hey a e also be e equipped o handle he complexi y and
apid changes in oday’s wo k en i onmen , making hem aluable asse s o any o ganiza ion.
Resea ch has also demons a ed a s ong associa ion be ween sel -e icacy and employee e en ion.
acco ding o Po gie e and Mawande (2017), sel -e icacy and o he employabili y a ibu es such as
sel -es eem signi ican ly p edic job e en ion in he inancial sec o . Mcna and Judge (2008) also
e ealed ha sel -e icacy in e en ion can enhance job a i udes and dec ease u no e , pa icula ly
among ecen employees. Pe e son (2009) emphasized he ole o ca ee decision-making sel -e icacy in
manage ial e en ion, sugges ing ha i can be imp o ed h ough ca ee de elopmen p og ams.
Yu chisin and Pa k (2010) u he highligh ed he impo ance o sel -e alua ed job pe o mance, likely
in luenced by sel -e icacy, in inc easing employee e en ion in e ail se ings. collec i ely, hese s udies
emphasize he signi icance o sel -e icacy in p omo ing employee e en ion ac oss a ious indus ies,
leading o ou i h hypo hesis:
h5: sel -e icacy posi i ely in luences employee e en ion.
2.2.6. The media ing ole o job expec a ions in GHRM on employee e en ion
ghRM plays a c ucial ole in os e ing eco- iendly beha io s and a i udes in he wo kplace. he e icacy
o ghRM in e aining employees is la gely con ingen on how hese p ac ices align wi h hei job expec-
a ions. Resea ch has demons a ed ha implemen ing ghRM p ac ices can lead o changes in he wo k
en i onmen , which in u n impac s employees’ pe cep ions and expec a ions abou hei jobs. s udies
by islam e al. (2021), Qad i e al. (2022), leidne e al. (2019), and hameed e al. (2020) sugges ha
when employees pe cei e hei o ganiza ion’s ghRM e o s as aligning wi h hei own alues and ca ee
aspi a ions, hei sa is ac ion and commi men o he o ganiza ion inc ease. his alignmen is pa icula ly
signi ican in he con ex o job expec a ions, which encompasses no only he na u e o he wo k and
compensa ion, bu also he wo k en i onmen and he o ganiza ion’s alues. Job expec a ions ac as a
media ing ac o in his con ex . hese ac o s in luence how employees in e p e and espond o ghRM
p ac ices. i hese p ac ices mee o exceed employees’ expec a ions ega ding en i onmen al s ewa d-
ship and co po a e social esponsibili y, hey enhance hei job sa is ac ion and commi men , he eby
inc easing hei likelihood o s aying wi h he o ganiza ion. con e sely, i ghRM p ac ices all sho o
employee expec a ions, he po en ial bene i s o e en ion canno be ully ealized.
explo ing he complexi ies o millennial wo k- ela ed expec a ions and objec i es, his s udy p o ides a
comp ehensi e unde s anding o he unique cha ac e is ics o ca ee goals and daily wo k expec a ions
wi hin his demog aphic (luscombe e al., 2013; Vui-Yee & Paggy, 2020). his dis inc ion is essen ial
because i emphasizes he impo ance o aligning o ganiza ional p ac ices, including ghRM, wi h he
in insic and ex insic mo i a ions o millennial employees (B oadb idge e al., 2007; luscombe e al.,
2013). acco ding o luscombe e al. (2013), while millennials’ ca ee goals could encompass b oade ambi-
ions and a "wish lis " o hei p o essional li es, hei daily ca ee expec a ions a e mo e closely ied o
he p ac icali ies o hei wo k en i onmen s and he na u e o hei job oles (lindquis , 2008). his dis-
inc ion be ween goals and expec a ions among millennial wo ke s p o ides a undamen al pe spec i e
o comp ehending how job expec a ions media e he ela ionship be ween ghRM p ac ices and employee
cOgen BUsiness & ManageMen 7
e en ion. conside ing ha ghRM p ac ices aim o align o ganiza ional objec i es wi h en i onmen al sus-
ainabili y and employee well-being, he in eg a ion o hese p ac ices mus esona e wi h millennial
employees’ daily ca ee expec a ions o e ec i ely impac hei e en ion. Fo example, he emphasis ha
millennials place on collabo a i e wo k en i onmen s, o ganiza ional ai ness, and oppo uni ies o ain-
ing and de elopmen a e aspec s o daily wo k expec a ions ha ghRM p ac ices can di ec ly in luence
(Jain & lima, 2018). Based on hese obse a ions, we p opose he ollowing hypo heses:
h6: Job expec a ion media es he e ec o ghRM on employee e en ion.
2.2.7. The media ing ole o sel -e icacy in GHRM on employee e en ion
sel -e icacy, which e e s o an indi idual’s belie in hei abili y o execu e beha io s necessa y o
achie ing speci ic pe o mance ou comes, plays a c ucial ole in how employees pe cei e and engage in
ghRM ini ia i es. he idea is ha ghRM p ac ices enhance sel -e icacy, which, in u n, posi i ely a ec s
employee e en ion. Resea ch by ca e e al. (2018) and Judeh and abou-Moghli (2019) p o ides insigh s
in o his ela ionship. hese s udies indica e ha when employees eel capable and empowe ed h ough
ghRM p ac ices such as aining in sus ainabili y and in ol emen in g een ini ia i es, hey boos hei
sel -e icacy. his heigh ened sense o sel -e icacy can lead o a g ea e sense o owne ship and commi -
men owa ds he o ganiza ion, in luencing hei decision o emain wi h he company. in his con ex ,
sel -e icacy ac s as a media ing ac o be ween he implemen a ion o ghRM p ac ices and employee
e en ion. his sugges s ha he di ec impac o ghRM on e en ion is signi ican ly enhanced when
employees eel ha hey e ec i ely con ibu e o he o ganiza ion’s en i onmen al goals. his sense o
e icacy and accomplishmen in g een ini ia i es can be pa icula ly mo i a ing, leading o inc eased job
sa is ac ion and lowe likelihood o seeking employmen elsewhe e.
acco ding o Judeh and abou-Moghli (2019), sel -e icacy media es he ela ionship be ween ans o -
ma ional leade ship and in en o s ay. he esea ch demons a es ha sel -e icacy does no me ely
co ela e wi h ans o ma ional leade ship bu also se es as a pa ial media o , indica ing ha he e ec
o ans o ma ional leade ship on e en ion is bo h di ec and indi ec ia sel -e icacy. in he con ex o
ghRM and employee e en ion, Judeh and abou-Moghli (2019) esea ch can be a gued o p o ide a
compelling a gumen o conside ing sel -e icacy as a media ing ac o . ghRM p ac ices ha ocus on
inco po a ing en i onmen al sus ainabili y in o hR unc ions can be mo e e ec i e when hey also aim
o enhance employees’ sel -e icacy. Fa ooq e al. (2022) u he expanded his discussion by examining
he ole o sel -e icacy in media ing he ela ionship be ween ghRM and g een c ea i i y in luxu y ho els
and eso s. Based on hese obse a ions, we p opose he ollowing hypo heses:
h7: sel -e icacy media es he e ec o ghRM on employee e en ion.
Following he de elopmen o ou hypo heses, i is essen ial o ou line a esea ch amewo k ha
guides he empi ical in es iga ion o hese hypo heses. his amewo k se es as a oadmap o examin-
ing he in e ela ionships among ghRM, job expec a ions, sel -e icacy, and employee e en ion, pa icu-
la ly wi hin he con ex o he millennial wo k o ce. i aims o p o ide a s uc u ed app oach o
unde s anding how hese elemen s in e ac and in luence one ano he . he esea ch model is illus a ed
in Figu e 1.
he p oposed esea ch amewo k is s uc u ed a ound he cen al heme o ghRM and i s impac on
millennial employee e en ion media ed h ough job expec a ions and sel -e icacy. he amewo k begins
wi h ghRM p ac ices, which a e posi ed o di ec ly in luence bo h job expec a ions and employee
sel -e icacy. hese wo ac o s Job expec a ions and sel -e icacy a e hypo hesized o media e he ela-
ionship be ween ghRM p ac ices and employee e en ion.
3. Me hodology
he me hodology sec ion o his pape ou lines he app oach used o in es iga e he ela ionship
be ween ghRM, job expec a ions, sel -e icacy, and employee e en ion among millennial employees in
indonesian echnology s a ups.
14 R. P. se YaningRUM e al.
boos employees’ con idence in hei abili y o con ibu e o hese g een goals. his empowe men is
pa icula ly impo an o millennials, who alue meaning ul wo k and he oppo uni y o make a posi-
i e impac (he sha e & eps ein, 2010). in he con ex o indonesian echnology s a ups, whe e agili y
and inno a ion a e essen ial, enhancing sel -e icacy h ough ghRM could be a s a egic mo e o a ac
and e ain millennial alen by aligning wi h aspi a ions o impac ul wo k (h1 is accep ed), in his case
ghRM is in a leading posi ion, employees c a e o be app ecia ed and e ec i e in hei du ies (J. Pu cell
& hu chinson, 2007), (Kowalski & lo e o, 2017). ghRM s imula es he need o g een employee beha io
and commi men (Rubel e al., 2020). employee g een wo k engagemen a ec s employee beha io
(Pham e al., 2020); (shahzad, 2020), in which employees ha e job expec a ions ha hey can su i e in
a company i hey eel sel -e icacy (abun e al., 2021); (consiglio e al., 2016). his s udy s a es ha
ghRM has a posi i e and signi ican e ec on job expec a ions (Yoon e al., 2012); (Ryan & Wessel, 2015)
(h2 is accep ed).
he ghRM di e si y policy ocuses on eligibili y o suppo equal oppo uni ies o all employees, and
employees highly expec job expec a ions (Jo dan e al., 2019). g een hRM is a ool o de elop g een
skills among employees, such as awa eness and mo i a ion, in o de o encou age hem o pa icipa e
in impo an ini ia i es (shen e al., 2018), which is e y in e es ing o millennial gene a ions who a e
e y p one o e en ion o s ay. Millennials do no like wo king in one place o a long ime (san os,
2018). On he o he hand, when he u no e a e is educed by any ac i i y, i will inc ease he e en ion
a e, which means hRM p ac ices help inc ease employee e en ion (Deshwal, 2015); (Yada , 2017). his
s udy s a es ha gRhM has a posi i e and signi ican e ec on employee e en ion (h3 is accep ed).
ghRM p ac ices such as compensa ion a e e y suppo i e in employee e en ion e iews, showing ha
ghRM p ac ices help inc ease employee e en ion.
employee e en ion is bene icial o bo h he company and employees, and he leade is he mos
esponsible o employee e en ion. a supe io leade mus be able o a ac and e ain he bes alen
om his employees; howe e , employees will su i e in he company wi h some expec a ions ha
employees wan (Mule, 2022). companies ind i di icul o ind and e ain employees wi h ex ao dina y
alen because o he compe i ion and sca ci y o skilled employees (Kuldeep e al., 2021). companies
whose employees s ay wi h hem in he long e m can sa e bo h ime and money. Re aining he bes
alen is key o d i ing o ganiza ional g ow h. Millennials a e ca ee -o ien ed and eady o change jobs
i he e is a misma ch in skills and job equi emen s; he e o e, i is e y impo an o e ain employees
by p o iding expec a ions in hei wo k acco ding o hei alen (cha adi e al., 2022; Mule, 2022). his
s udy ound ha employee e en ion has a posi i e and signi ican e ec on job expec a ions (h4 is
accep ed). employee e en ion plays an impo an ole in b idging he gap be ween mac o-s a egy and
mic o-beha io in o ganiza ions. O ganiza ions ha a e unable o e ain alen ed employees a e consid-
e ed o ha e e en ion p oblems (hee y & noon, 2008). in ac , many leade s eel insecu e i hey a e
unable o main ain aluable s a . sel -e icacy de e mines beha io and changes in employee beha io .
Muhangi (2017) s a es ha eache s a e equi ed o be success ul and able o handle se e al hings, no
e en because hey a e less skilled o lack knowledge, bu because hey lack sel -con idence, which shows
ha sel -e icacy is e y impo an , bu no di ec ly ela ed o employee e en ion. his s udy ound no
di ec ela ionship be ween sel -e icacy and employee e en ion (h5 is accep ed).
he s udy’s esul s con adic con en ional knowledge by e ealing ha job expec a ions and
sel -e icacy ail o signi ican ly media e he ela ionship be ween ghRM and employee e en ion. his
ou come uns coun e o heo e ical amewo ks based on se and p e ious empi ical e idence, leading
o a mo e nuanced unde s anding o he ac o s ha con ibu e o employee e en ion in he s a up
con ex (h6 is ejec ed) and (h7 is ejec ed) o media e he impac o ghRM on employee e en ion can
be a ibu ed o se e al ac o s. Fi s , conside ing he esponden p o ile, which p edominan ly includes
millennial employees in echnology s a ups, i is possible ha hese demog aphic alues di ec and
angible aspec s o employmen (such as wo kplace cul u e, immedia e job bene i s, and ca ee g ow h
oppo uni ies) o e abs ac cons uc s, such as job expec a ions o sel -e icacy. Millennials, known o
hei desi e o immedia e g a i ica ion and quick ca ee p og ession, migh espond mo e signi ican ly
o di ec ghRM ini ia i es impac ing hei day- o-day wo k li e a he han he b oade , long- e m con-
s uc s o job expec a ions o sel -e icacy. Mo eo e , in he as -paced and inno a ion-d i en en i on-
men o echnology s a ups, millennial employees may p io i ize di ec engagemen and ecogni ion o
cOgen BUsiness & ManageMen 15
he indi ec bene i s o sel -e icacy o job expec a ions. he implica ion is ha while ghRM p ac ices
enhance job expec a ions and sel -e icacy, hey may no di ec ly lead o g ea e e en ion among mil-
lennial employees. his inding could be indica i e o he b oade landscape in which indonesian s a -
ups unc ion, whe e apid change and he appeal o en ep eneu ial oppo uni ies could o e shadow he
impac o job expec a ions and sel -e icacy on e en ion decisions.
6. Conclusion, implica ion, and limi a ion
his s udy ound ha ghRM signi ican ly a ec s sel -e icacy and job expec a ions; howe e , con a y o
he ini ial hypo heses, hese ac o s do no media e he ela ionship be ween ghRM and employee
e en ion. ins ead, he impac o ghRM on e en ion was mo e di ec . hese indings ha e p ac ical impli-
ca ions o hR p ac i ione s and o ganiza ional leade s in echnology s a ups, sugges ing ha while os-
e ing sel -e icacy and aligning job expec a ions wi h o ganiza ional goals a e impo an , hese ac o s
alone may no be su icien o e ain millennial alen . ins ead, ocusing on di ec ghRM p ac ices ha
enhance he wo k en i onmen and p o ide immedia e bene i s could be mo e e ec i e in e aining he
s a . his s udy ecommends a nuanced s a egy o indonesian echnology s a ups o e ain millennial
alen h ough he implemen a ion o ghRM p ac ices. al hough such ini ia i es ha e a posi i e impac
on sel -e icacy and a e gene ally well ecei ed wi h espec o job expec a ions, s a ups may need o
inco po a e hese p ac ices wi hin a b oade s a egic amewo k ha akes in o accoun he di e se
mo i a ions o millennial employees. By in eg a ing en i onmen al sus ainabili y in o he co e business
model and inno a ion s a egies, s a ups can make g een p ac ices a na u al and in insic aspec o hei
o ganiza ional cul u e.
Ou esea ch expands he applicabili y o se o he domain o ghRM and millennial employee e en-
ion, o e ing aluable heo e ical and p ac ical pe spec i es. By comp ehending and applying hese pe -
spec i es, echnology s a ups in indonesia and o he coun ies can implemen mo e e ec i e hR
s a egies ha no only suppo en i onmen al sus ainabili y bu also cul i a e a dedica ed, in ol ed, and
p oduc i e wo k o ce. a limi a ion o his s udy is i s speci ic ocus on he millennial coho o indonesian
echnology s a ups, which may limi he gene alizabili y o he indings o o he indus ies o gene a-
ional g oups. addi ionally, eliance on sel - epo ed measu es may in oduce esponse bias. Fu u e
esea ch could explo e he impac o ghRM in di e en o ganiza ional con ex s and examine o he
po en ial media ing a iables ha may in luence he ela ionship be ween ghRM and employee e en ion.
Au ho con ibu ions
concep ualiza ion, se yaning um and soelis ya; me hodology, Fahle i.; so wa e, Pu wa i.; alida ion, Desemb iani a;
o mal analysis, Ra nasa i; in es iga ion, Fahle i.; esou ces, se yaning um and soelis ya; da a cu a ion, Ra nasa i; w i -
ing—o iginal d a p epa a ion, se yaning um and soelis ya; w i ing— e iew and edi ing, Fahle i, Pu wa i, Ra nasa i,
& Desemb iani a.; isualiza ion, Pu wa i; supe ision, Ra nasa i & Desemb iani a; p ojec adminis a ion, Fahle i; und-
ing acquisi ion, se yaning um, soelis ya, Ra nasa i, Pu wa i, Desemb iani a. all au ho s ha e ead and ag eed o he
published e sion o he manusc ip .
Disclosu e s a emen
he au ho s decla e ha he esea ch was conduc ed in he absence o any comme cial o inancial ela ionships
ha could be cons ued as a po en ial con lic o in e es .
Funding
his esea ch ecei ed no ex e nal unding.
Abou he au ho s
Re no Pu wani Se yaning um, P o esso in Managemen a he Magis e Managemen P og am a he Uni e si as
Peli a Bangsa, indonesia wi h addi ional du ies as sena e o he Uni e si as Peli a Bangsa. Resea ch ocus in he ields
o human Resou ce Managemen , leade ship, O ganiza ional Beha io , s a egic Managemen , and en ep eneu ship.
16 R. P. se YaningRUM e al.
S i Langgeng Ra nasa i, P o esso in Managemen a he Pos g adua e P og am a he Uni e si as Riau Kepulauan,
Ba am, indonesia wi h addi ional du ies as chancello o he Uni e si as Riau Kepulauan. Resea ch ocus in he ields
o human Resou ce Managemen , O ganiza ional Beha io , s a egic Managemen , and educa ional Managemen .
Djoko Soelis ya is a p ac i ione bo n in su abaya on sep embe 8, 1967. he began his ca ee in he business
wo ld in 1989. Upon ob aining a Mas e ’s deg ee in Managemen , he emba ked on ano he se ice pa h by
s a ing o each in he ield o educa ion as a lec u e in he Mas e o Managemen P og am a he g adua e
school o Muhammadiyah Uni e si y o g esik. he is ac i ely engaged in schola ly wo k, ha ing au ho ed se -
e al ex books, e e ence books, monog aphs, and published epu able a icles in na ional and in e na ional
jou nals.
Ti ik Pu wa i is a lec u e a P og amme o economic educa ion, o Uni e si as insan Budi U omo, Malang. she
ob ained he Bachelo ’s deg ees in economic educa ion in Uni e si as nege i Malang, indonesia. hen he Mas e ’s
deg ee in Managemen , o Uni e si as B awijaya and Doc o al P og amme in economic science, Me deka Uni e si y,
Malang. addi ional du ies as chie o lP P M in Uni e si as insan Budi U omo. Resea ch ocus in he ield o human
Resou ce Managemen , Medium, small and Mic o Business, and en ep eneu ship.
E a Desemb iani a is an lec u e a Uni e si as Muhammadiyah g esik, she specializes in managemen s udies. e a
se es as a pe manen acul y membe , ac i ely con ibu ing o he academic communi y a Uni e si as
Muhammadiyah g esik. he commi men o educa ion and he academic ole a e e iden in he dedica ion o he
s uden s and he schola ly pu sui s. e a is highly espec ed bo h as a schola and an educa o in he ield.
Mochammad Fahle i, he Founde o P i ie lab Resea ch cen e , is a dis inguished academic and esea che enowned
o his expe ise in managemen , business economics, co po a e go e nance, and heal h managemen . cu en ly
wo king as a acul y membe a Bina nusan a a Uni e si y, one o he leading uni e si ies in indonesia.
Da a a ailabili y s a emen
he aw da a suppo ing he conclusions o his a icle will be made by eques o he co esponding au ho s.
ORCID
Re no Pu wani se yaning um h p://o cid.o g/0000-0001-9622-5746
s i langgeng Ra nasa i h p://o cid.o g/0000-0003-1183-2817
Djoko soelis ya h p://o cid.o g/0000-0001-8085-2614
i ik Pu wa i h p://o cid.o g/0000-0002-9918-1336
e a Desemb iani a h p://o cid.o g/0000-0003-2351-8550
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