Green human resource management and millennial retention in Indonesian tech startups: mediating roles of job expectations and self-efficacy

Setyaningrum, Retno Purwani et al. Article Green human resource management and millennial retention in Indonesian tech startups: mediating roles of job expectations and self-efficacy Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Setyaningrum, Retno Purwani et al. (2024) : Green human resource management and millennial retention in Indonesian tech startups: mediating roles of job expectations and selfefficacy, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-20, https://doi.org/10.1080/23311975.2024.2348718 This Version is available at: https://hdl.handle.net/10419/326260 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in EconStor may be saved and copied for your personal and scholarly purposes. You are not to copy documents for public or commercial purposes, to exhibit the documents publicly, to make them publicly available on the internet, or to distribute or otherwise use the documents in public. If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Green human resource management and millennial retention in Indonesian tech startups: mediating roles of job expectations and selfefficacy Retno Purwani Setyaningrum, Sri Langgeng Ratnasari, Djoko Soelistya, Titik Purwati, Eva Desembrianita & Mochammad Fahlevi To cite this article: Retno Purwani Setyaningrum, Sri Langgeng Ratnasari, Djoko Soelistya, Titik Purwati, Eva Desembrianita & Mochammad Fahlevi (2024) Green human resource management and millennial retention in Indonesian tech startups: mediating roles of job expectations and self-efficacy, Cogent Business & Management, 11:1, 2348718, DOI: 10.1080/23311975.2024.2348718 To link to this article: https://doi.org/10.1080/23311975.2024.2348718 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 07 May 2024. Submit your article to this journal Article views: 3608 View related articles View Crossmark data Citing articles: 5 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2348718 Green human resource management and millennial retention in Indonesian tech startups: mediating roles of job expectations and self-efficacy Retno Purwani setyaningruma , sri langgeng Ratnasarib , Djoko soelistyac , titik Purwatid , eva Desembrianitac and Mochammad Fahlevie aMagister of Management, universitas Pelita Bangsa, Bekasi, indonesia; buniversitas Riau Kepulauan, Batam, indonesia; cuniversitas Muhammadiyah gresik, indonesia; duniversitas insan Budi utomo, Malang, indonesia; eManagement Department, Binus online, Bina nusantara university, Jakarta, indonesia ABSTRACT this study examines the effect of green human Resource Management (ghRM) practices on the retention of millennial employees in indonesian technology startups, with an emphasis on the intervening roles of job expectations and self-efficacy. Utilizing social exchange theory (set) as its theoretical foundation, this study explores how ghRM initiatives influence perceptions of employees’ job expectations and self-efficacy, which in turn affect their intention to remain with the organization. the study’s methodology involved a quantitative analysis of 292 millennial employees’ responses using structural equation modeling (seM) to examine data from various indonesian technology startups. the findings indicated a strong positive relationship between ghRM practices and self-efficacy. additionally, a medium-strength relationship was observed between ghRM practices and both job expectations and employee retention. contrary to expectations, this study finds that job expectations and self-efficacy do not significantly mediate the relationship between ghRM practices and employee retention, indicating a more complex relationship between factors influencing retention decisions among millennial employees in this context. this study recommends a nuanced strategy for indonesian technology startups to retain millennial talent through the implementation of ghRM practices. 1. Introduction indonesia is the fourth most populous country globally (sukmayadi & Yahya, 2020), with an estimated population of approximately 270 million individuals (Worldometer, 2024). the growing urban population in indonesia suggests that public awareness of the need for education and modernization is increasing. according to the World Bank (2024), the urban population is projected to reach 67% of indonesia’s total population by 2050, an increase from 54% in 2010. indonesia’s median age is 29.9 years, as estimated for 2024 (Worldometer, 2024). these data indicate that roughly half of the population is over 29.9 years old and the other half is under that age. thus, it can be inferred that a significant portion of the population is in their productive years. indonesia’s middle economic class is expanding rapidly (Dartanto etal., 2020), making it the largest in southeast asia. the data suggest that indonesia will be characterized by a workforce in the future that will demand diverse and varied forms of employment compared with previous generations. it is imperative for every organization to initiate measures to adapt to these changing requirements and effectively assimilate a skilled workforce from this emerging generation. according to Morrell and abston (2018), millennials exhibit distinctive attitudes towards work in contrast to other generations. as a result, organizations must © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT Djoko soelistya [email protected].id universitas Muhammadiyah gresik, indonesia. https://doi.org/10.1080/23311975.2024.2348718 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 10 December 2023 Revised 23 april 2024 accepted 23 april 2024 SUBJECTS environmental Psychology; Work & Organizational Psychology; Business, Management and accounting; Organizational studies KEYWORDS green human resource management; millennial employees; employee retention; social exchange theory; job expectations; self-efficacy REVIEWING EDITOR eric liguori, Florida state University, United states 2 R. P. setYaningRUM etal. adopt tailored compensation and benefit practices to foster motivation and engagement in this demographic. Deloitte (2017) found that 66% of millennials intend to leave their companies within five years, and the financial cost of millennials is estimated to be over $30 billion per year (adkins, 2016). to mitigate the high turnover rates among millennials, it is crucial for organizations to prioritize job satisfaction (chavadi et al., 2022), work-life balance (Bahar et al., 2022; nabawanuka & ekmekcioglu, 2021), and career advancement opportunities (ivanovic & ivancevic, 2018). additionally, providing leadership prospects and fostering an inclusive and supportive work environment is essential (george & Wallio, 2017). By concentrating on these factors, organizations can enhance millennial employee retention and unlock their capacity to increase performance and productivity. Due to the growing emphasis on sustainability and environmental responsibility, organizations are increasingly adopting green human resource management (ghRM) as a strategic approach to fulfill their needs (amrutha & geetha, 2020; Paillé et al., 2020) and preferences of millennial employees, while also promoting environmental sustainability (islam etal., 2023). ghRM involves incorporating environmental considerations into various human resource functions including recruitment, training, and performance management. ghRM has become a strategic response to these expectations and is increasingly being adopted by organizations committed to environmental sustainability (haddock-Millar et al., 2016; Maskuroh et al., 2023). ghRM practices, including green training and development, performance appraisal, and rewards, are believed to foster both organizational sustainability and employee retention, particularly among millennial employees (islam etal., 2023; Piwowar-sulej, 2021). however, the relationship between ghRM and millennial retention is complex and multi-faceted (islam et al., 2021; Qadri et al., 2022). some studies suggest that not all ghRM practices directly influence millennial retention (hassan et al., 2021; islam etal., 2021, 2023; Qadri etal., 2022). the efficacy of these practices may depend on how well they align with millennials’ psychological and physiological job satisfaction. this presents a notable research gap, particularly in understanding the complex influence of job expectations and self-efficacy on the interaction between ghRM practices and employee retention. this study, grounded in social exchange theory (set) (Blau, 1964; cook et al., 2013), explores the impact ghRM practices on the retention of millennial employees in indonesian technology startups. set posits that relationships in the workplace are built on mutual exchanges of rewards and benefits, providing a theoretical foundation for understanding how ghRM practices influence employee behavior and attitudes (Maskuroh etal., 2023). growing evidence suggests that well-managed ghRM practices not only foster environmental responsibility but also enhance employee self-efficacy (nisar et al., 2024). this enhancement, as indicated by Farooq et al. (2022), is essential to empower employees to effectively engage in complex environmental challenges. the millennial generation, known for its vitality and adaptability, often brings about innovative approaches to career culture (liu et al., 2019; santos, 2018). these attributes make millennials particularly responsive to ghRM initiatives aligned with their values and aspirations. the effectiveness of ghRM practices in retaining millennial employees in the indonesian context, particularly in the growing sector of technology startups, remains an area ripe for exploration. this backdrop raises a pivotal question that lies at the heart of this study. RQ1: how do ghRM practices influence job expectations, self-efficacy, and employee retention among millennial employees in indonesian technology startups? RQ2: how do job expectations and self-efficacy individually contribute to millennial employee retention in indonesian technology startups? RQ3: how do job expectations and self-efficacy mediate the relationship between ghRM practices and employee retention among millennials in indonesian technology startups? By examining ghRM through the lens of set, this study aims to bridge the research gap by understanding how ghRM influences millennial employee retention, specifically in the dynamic context of indonesian technology startups. this study investigated the potential roles of job expectations and self-efficacy as mediators in this relationship. this approach provides valuable insights into the interaction of these factors and their collective impact on employee retention, a crucial aspect for the sustainability and success of organizations in today’s workforce cOgent BUsiness & ManageMent 3 in the second section, we explore the theoretical foundation, specifically focusing on set, and the development of hypotheses for each aspect of the research. this section connects the underlying theoretical principles with the specific hypotheses that guide the empirical investigation. the third section of the research provides a detailed description of the study’s design, encompassing the methodology employed to investigate the hypotheses. this section is crucial because it outlines the approach taken to collect and analyze data, ensuring that the research is conducted systematically and rigorously. in the fourth section, we present an in-depth statistical analysis using the smartPls 4. this analysis is critical for testing the hypotheses and drawing conclusions based on the empirical data. this section presents a comprehensive examination of the results and provides insights into the relationships and effects identified in this study. the fifth section encompasses a discussion on each of the hypothesis. this section interprets the findings and connects them to the theoretical framework and the existing literature. the concluding section summarizes the key findings, implications, and limitations of this study. 2. Literature review 2.1. Social exchange theory (SET) set is a concept widely used in organizational behavior and human resource management (Blau, 1964), and posits that relationships are built on the reciprocal exchange of rewards and benefits. in the context of our model, this theory provides a valuable lens through which to view the interactions between employers and employees (chernyak-hai & Rabenu, 2018), particularly in terms of ghRM practices. Under set, ghRM implementation can be seen as an organizational effort that goes beyond mere compliance with environmental standards or regulatory requirements (aboramadan et al., 2021). this represents a significant investment in employee welfare and the global good, which can be perceived by employees as a beneficial and valuable initiative. in return, employees can reciprocate with increased loyalty, commitment, and desire to remain with the organization, thereby enhancing retention rates (ekowati et al., 2023). this reciprocal exchange is central to understanding why ghRM may positively impact employee retention (Maskuroh et al., 2023). set can also explain the mediating role of job expectations and self-efficacy in this model. When an organization invests in ghRM practices (Khalifa alhitmi et al., 2023), it sets certain expectations among employees regarding their role and the company’s commitment to sustainability. Fulfilling these expectations can lead to a positive exchange relationship in which employees feel that their needs and values are respected and met (afsar et al., 2020). similarly, enhancing employees’ self-efficacy through ghRM initiatives can be viewed as an investment in their personal and professional development (tang et al., 2018), leading to a reciprocal increase in their engagement and commitment to the organization. set provides a robust theoretical baseline for our model, explaining how the reciprocal nature of employer-employee relationships shaped by ghRM practices, job expectations, and self-efficacy can lead to enhanced employee retention, particularly within the millennial cohort. this theory emphasizes the importance of mutual benefits and reciprocity in organizational practices and employee responses (Meira & hancer, 2021). 2.2. Hypothesis development 2.2.1. The effect of GHRM on employee retention Research has increasingly emphasized that the millennial workforce, characterized by its unique values and preferences in the workplace, displays a pronounced inclination towards organizations that prioritize sustainability and environmental responsibility (hassan et al., 2021; islam et al., 2023; Qadri et al., 2022). the influence of generational change is essential in assessing the efficiency of ghRM in retaining millennial employees. Millennials, compared to previous generations, have consistently demonstrated a strong preference for workplaces that provide opportunities for growth and development while also aligning with their ethical and environmental values (hershatter & epstein, 2010; Weber, 2017). this generation is characterized by a heightened awareness of global issues, such as climate change and sustainability, 4 R. P. setYaningRUM etal. which impact their choices and loyalty towards employers. ghRM practices, including initiatives such as green training, development programs that focus on sustainability, and the implementation of environmentally friendly policies and practices in the workplace resonate with these values (islam et al., 2023; Maskuroh et al., 2023). these practices are not just superficial additions, but are deeply integrated into the strategic implementation of business operations, signaling a genuine commitment to environmental stewardship. the emphasis on green practices within an organization fosters a sense of purpose and fulfillment among millennial employees (aboobaker etal., 2020). When they see their employers actively contributing to environmental sustainability, they reinforce their belief in the organization’s role in societal betterment (catano & hines, 2016). this alignment of personal and organizational values is crucial for enhancing job satisfaction and loyalty among millennials, thereby reducing their propensity to seek employment opportunities. the adoption of ghRM practices, therefore, has become a strategic tool not only in attracting millennial talent, but also in retaining them by fulfilling their desire for meaningful and responsible work. several studies have investigated the influence of ghRM practices on employee retention, particularly among the millennial generations. according to islam et al. (2021), green rewards and training significantly impact millennial retention in the hotel industry. similarly, al-hajri (2020) reports a positive association between ghRM practices and employee retention in the pharmaceutical industry. however, islam et al. (2023) discovered that the impact of ghRM practices on millennial turnover intention in the tourism industry is moderated by the work environment. these studies indicate that ghRM practices can significantly enhance employee retention, particularly among millennial employees. however, the specific mechanisms and contextual factors influencing this relationship warrant further investigation. this leads to the following hypothesis: h1: ghRM positively influences employee retention. 2.2.2. The effect of GHRM on job expectations the integration of green practices within an organization’s management system is seen not just as a commitment to environmental stewardship, but also as a strategic approach to enhancing employee engagement and satisfaction. Kuria and Mose (2019), along with Brefo-Manuh etal. (2017), highlight that when organizations adopt green practices, they signal a commitment to broader societal and environmental goals. commitments are believed to significantly impact employees’ attitudes and beliefs regarding their work environments. Workers are increasingly looking for employers who demonstrate not only financial and operational success but also social and environmental responsibility. according to harter (2022), implementing ghRM practices can increase employee motivation and job satisfaction. green practices often involve initiatives that create a more engaging and fulfilling work environment. employees who observe tangible efforts made by their organization to positively impact the environment are often more motivated and prouder to participate in such an organization. Research on ghRM and its impact on job expectations have yielded several significant findings. according to chaudhary (2018), ghRM has a significant influence on job pursuit intention, with organizational prestige mediating this relationship. this indicates that ghRM can attract young talent, especially those with strong environmental orientation. Beri etal. (2020) further expansion on this by identifying a range of ghRM activities within hRM's functions, highlighting the potential for ghRM to enhance environmental efficiency. aboramadan et al. (2021) also found that ghRM boosts employees’ perceptions of green organizational support, which in turn enhances job performance and organizational citizenship behavior. ahuja (2015) also emphasized the need for a comprehensive framework for ghRM, which can lead to decreased costs, higher efficiency, and better management of employees. collectively, these studies suggest that ghRM can positively influence job expectations by attracting talent, enhancing environmental efficiency, and improving job performance. Based on these findings, the second hypothesis was as follows: h2: ghRM positively influences job expectations. cOgent BUsiness & ManageMent 5 2.2.3. The effect of job expectations and employee retention Millennials, known for their unique values and workplace preferences, place high value on factors such as work/life balance, flexibility, and opportunities for professional development. these preferences significantly impact job satisfaction and, consequently, loyalty and retention in an organization. studies have shown that millennials approach job satisfaction differently than do previous generations. linden (2015) indicated that millennials seek more than just a paycheck from their jobs; they look for roles that provide them with a sense of purpose and opportunities for personal and professional growth. Kuron et al. (2015) further elaborate that millennials value employers who offer flexibility in work arrangements, support for personal development, and a workplace culture that aligns with their own values. these expectations are not just ancillary benefits for millennials, but are central to their decision to remain with an employer. Understanding and meeting these job expectations is, therefore, key to retaining millennial talent. When organizations align their policies and practices with the aspirations of the millennial workforce, they create a more engaging and satisfying work environment. this alignment leads to increased job satisfaction among millennials, making them more likely to stay with the organization in the long term. Factors such as job satisfaction (sabbagha et al., 2018), organizational culture (Wright, 2021), benefits, and salary (Kryscynski, 2021) have been shown to influence employee retention. Bashir and gani (2020) emphasized the positive impact of compensation and organizational commitment on job satisfaction and retention. employer branding can also influence staff retention and compensation expectations, as suggested by Bussin and Mouton (2019). together, these findings indicate that a combination of job satisfaction, organizational culture, compensation, and the workplace environment can significantly impact employee retention. Based on these findings, our third hypothesis is as follows: h3: Job expectation positively influences employee retention. 2.2.4. The effect of GHRM on self-efficacy ghRM practices serve the dual purpose of implementing environmentally friendly policies and empowering employees by boosting their confidence and ability to effectively contribute to environmental sustainability. Research indicates that when organizations engage in ghRM practices, they foster a work environment in which employees feel capable and equipped to undertake green initiatives. studies by Kuria and Mose (2019) and Farooq et al. (2022) all highlight the positive impact of ghRM on employees’ self-efficacy. this is particularly crucial in environmental matters, where employees often face challenges that require not only technical skills, but also a belief in their ability to make a difference. ghRM practices, such as green training, environmental awareness programs, and the incorporation of sustainability goals into employee performance metrics contribute to developing a sense of efficacy among employees. When employees receive the necessary training and resources to implement green practices, they develop stronger beliefs in their capabilities. this enhanced self-efficacy motivates them to take initiative and engage more proactively in environmental activities within the organization. Research shows a positive association between ghRM and self-efficacy. Farooq etal. (2022) found that ghRM is positively associated with green creativity, and green self-efficacy mediates this relationship. this suggests that ghRM can enhance employees’ beliefs in their ability to contribute to environmental sustainability. additionally, ahuja (2015) and sathyapriya et al. (2013) highlighted the role of ghRM in promoting sustainable practices and increasing employee awareness and commitment to sustainability, which can contribute to the development of self-efficacy. similarly, alreahi et al. (2023) emphasized the importance of ghRM in the hotel industry, where it can enhance employees’ environmental awareness and responsibility, potentially leading to increased self-efficacy in this area. Based on these findings, our fourth hypothesis was as follows: h4: ghRM positively influences self-efficacy. 6 R. P. setYaningRUM etal. 2.2.5. The effect of self-efficacy on employee retention self-efficacy, which refers to an individual’s confidence in their ability to accomplish tasks and overcome obstacles, is a crucial factor in determining an employee’s engagement (luthans & Peterson, 2002), satisfaction (canrinus et al., 2012), and the ultimate decision to remain with an organization (chami-Malaeb, 2021). this is particularly true for the millennial generation, who often prioritize environments that allow them to effectively utilize and develop their skills. studies have shown that individuals with high self-efficacy are more likely to embrace challenges, view demanding tasks as opportunities for learning and growth, and experience a sense of accomplishment at work. chami-Malaeb (2021) and Fallatah etal. (2017) demonstrated the positive impact of self-efficacy on employees’ attitudes towards their jobs and their likelihood of remaining with their employer. this is particularly relevant for millennials, who tend to prioritize personal and professional development in their career choices. Millennials with high self-efficacy are more likely to feel competent and effective in their roles, leading to higher job satisfaction and reduced likelihood of seeking employment elsewhere. they are also better equipped to handle the complexity and rapid changes in today’s work environment, making them valuable assets for any organization. Research has also demonstrated a strong association between self-efficacy and employee retention. according to Potgieter and Mawande (2017), self-efficacy and other employability attributes such as self-esteem significantly predict job retention in the financial sector. Mcnatt and Judge (2008) also revealed that self-efficacy intervention can enhance job attitudes and decrease turnover, particularly among recent employees. Peterson (2009) emphasized the role of career decision-making self-efficacy in managerial retention, suggesting that it can be improved through career development programs. Yurchisin and Park (2010) further highlighted the importance of self-evaluated job performance, likely influenced by self-efficacy, in increasing employee retention in retail settings. collectively, these studies emphasize the significance of self-efficacy in promoting employee retention across various industries, leading to our fifth hypothesis: h5: self-efficacy positively influences employee retention. 2.2.6. The mediating role of job expectations in GHRM on employee retention ghRM plays a crucial role in fostering eco-friendly behaviors and attitudes in the workplace. the efficacy of ghRM in retaining employees is largely contingent on how these practices align with their job expectations. Research has demonstrated that implementing ghRM practices can lead to changes in the work environment, which in turn impacts employees’ perceptions and expectations about their jobs. studies by islam et al. (2021), Qadri et al. (2022), leidner et al. (2019), and hameed et al. (2020) suggest that when employees perceive their organization’s ghRM efforts as aligning with their own values and career aspirations, their satisfaction and commitment to the organization increase. this alignment is particularly significant in the context of job expectations, which encompasses not only the nature of the work and compensation, but also the work environment and the organization’s values. Job expectations act as a mediating factor in this context. these factors influence how employees interpret and respond to ghRM practices. if these practices meet or exceed employees’ expectations regarding environmental stewardship and corporate social responsibility, they enhance their job satisfaction and commitment, thereby increasing their likelihood of staying with the organization. conversely, if ghRM practices fall short of employee expectations, the potential benefits of retention cannot be fully realized. exploring the complexities of millennial work-related expectations and objectives, this study provides a comprehensive understanding of the unique characteristics of career goals and daily work expectations within this demographic (luscombe et al., 2013; Vui-Yee & Paggy, 2020). this distinction is essential because it emphasizes the importance of aligning organizational practices, including ghRM, with the intrinsic and extrinsic motivations of millennial employees (Broadbridge et al., 2007; luscombe et al., 2013). according to luscombe etal. (2013), while millennials’ career goals could encompass broader ambitions and a "wish list" for their professional lives, their daily career expectations are more closely tied to the practicalities of their work environments and the nature of their job roles (lindquist, 2008). this distinction between goals and expectations among millennial workers provides a fundamental perspective for comprehending how job expectations mediate the relationship between ghRM practices and employee cOgent BUsiness & ManageMent 7 retention. considering that ghRM practices aim to align organizational objectives with environmental sustainability and employee well-being, the integration of these practices must resonate with millennial employees’ daily career expectations to effectively impact their retention. For example, the emphasis that millennials place on collaborative work environments, organizational fairness, and opportunities for training and development are aspects of daily work expectations that ghRM practices can directly influence (Jain & lima, 2018). Based on these observations, we propose the following hypotheses: h6: Job expectation mediates the effect of ghRM on employee retention. 2.2.7. The mediating role of self-efficacy in GHRM on employee retention self-efficacy, which refers to an individual’s belief in their ability to execute behaviors necessary for achieving specific performance outcomes, plays a crucial role in how employees perceive and engage in ghRM initiatives. the idea is that ghRM practices enhance self-efficacy, which, in turn, positively affects employee retention. Research by carter etal. (2018) and Judeh and abou-Moghli (2019) provides insights into this relationship. these studies indicate that when employees feel capable and empowered through ghRM practices such as training in sustainability and involvement in green initiatives, they boost their self-efficacy. this heightened sense of self-efficacy can lead to a greater sense of ownership and commitment towards the organization, influencing their decision to remain with the company. in this context, self-efficacy acts as a mediating factor between the implementation of ghRM practices and employee retention. this suggests that the direct impact of ghRM on retention is significantly enhanced when employees feel that they effectively contribute to the organization’s environmental goals. this sense of efficacy and accomplishment in green initiatives can be particularly motivating, leading to increased job satisfaction and lower likelihood of seeking employment elsewhere. according to Judeh and abou-Moghli (2019), self-efficacy mediates the relationship between transformational leadership and intent to stay. the research demonstrates that self-efficacy does not merely correlate with transformational leadership but also serves as a partial mediator, indicating that the effect of transformational leadership on retention is both direct and indirect via self-efficacy. in the context of ghRM and employee retention, Judeh and abou-Moghli (2019) research can be argued to provide a compelling argument for considering self-efficacy as a mediating factor. ghRM practices that focus on incorporating environmental sustainability into hR functions can be more effective when they also aim to enhance employees’ self-efficacy. Farooq et al. (2022) further expanded this discussion by examining the role of self-efficacy in mediating the relationship between ghRM and green creativity in luxury hotels and resorts. Based on these observations, we propose the following hypotheses: h7: self-efficacy mediates the effect of ghRM on employee retention. Following the development of our hypotheses, it is essential to outline a research framework that guides the empirical investigation of these hypotheses. this framework serves as a roadmap for examining the interrelationships among ghRM, job expectations, self-efficacy, and employee retention, particularly within the context of the millennial workforce. it aims to provide a structured approach to understanding how these elements interact and influence one another. the research model is illustrated in Figure 1. the proposed research framework is structured around the central theme of ghRM and its impact on millennial employee retention mediated through job expectations and self-efficacy. the framework begins with ghRM practices, which are posited to directly influence both job expectations and employee self-efficacy. these two factors Job expectations and self-efficacy are hypothesized to mediate the relationship between ghRM practices and employee retention. 3. Methodology the methodology section of this paper outlines the approach used to investigate the relationship between ghRM, job expectations, self-efficacy, and employee retention among millennial employees in indonesian technology startups. 14 R. P. setYaningRUM etal. boost employees’ confidence in their ability to contribute to these green goals. this empowerment is particularly important for millennials, who value meaningful work and the opportunity to make a positive impact (hershatter & epstein, 2010). in the context of indonesian technology startups, where agility and innovation are essential, enhancing self-efficacy through ghRM could be a strategic move to attract and retain millennial talent by aligning with aspirations for impactful work (h1 is accepted), in this case ghRM is in a leading position, employees crave to be appreciated and effective in their duties (J. Purcell & hutchinson, 2007), (Kowalski & loretto, 2017). ghRM stimulates the need for green employee behavior and commitment (Rubel et al., 2020). employee green work engagement affects employee behavior (Pham et al., 2020); (shahzad, 2020), in which employees have job expectations that they can survive in a company if they feel self-efficacy (abun et al., 2021); (consiglio et al., 2016). this study states that ghRM has a positive and significant effect on job expectations (Yoon etal., 2012); (Ryan & Wessel, 2015) (h2 is accepted). the ghRM diversity policy focuses on eligibility to support equal opportunities for all employees, and employees highly expect job expectations (Jordan et al., 2019). green hRM is a tool to develop green skills among employees, such as awareness and motivation, in order to encourage them to participate in important initiatives (shen et al., 2018), which is very interesting for millennial generations who are very prone to retention to stay. Millennials do not like working in one place for a long time (santos, 2018). On the other hand, when the turnover rate is reduced by any activity, it will increase the retention rate, which means hRM practices help increase employee retention (Deshwal, 2015); (Yadav, 2017). this study states that gRhM has a positive and significant effect on employee retention (h3 is accepted). ghRM practices such as compensation are very supportive in employee retention reviews, showing that ghRM practices help increase employee retention. employee retention is beneficial for both the company and employees, and the leader is the most responsible for employee retention. a superior leader must be able to attract and retain the best talent from his employees; however, employees will survive in the company with some expectations that employees want (Mule, 2022). companies find it difficult to find and retain employees with extraordinary talent because of the competition and scarcity of skilled employees (Kuldeep et al., 2021). companies whose employees stay with them in the long term can save both time and money. Retaining the best talent is key to driving organizational growth. Millennials are career-oriented and ready to change jobs if there is a mismatch in skills and job requirements; therefore, it is very important to retain employees by providing expectations in their work according to their talent (chavadi et al., 2022; Mule, 2022). this study found that employee retention has a positive and significant effect on job expectations (h4 is accepted). employee retention plays an important role in bridging the gap between macro-strategy and micro-behavior in organizations. Organizations that are unable to retain talented employees are considered to have retention problems (heery & noon, 2008). in fact, many leaders feel insecure if they are unable to maintain valuable staff. self-efficacy determines behavior and changes in employee behavior. Muhangi (2017) states that teachers are required to be successful and able to handle several things, not even because they are less skilled or lack knowledge, but because they lack self-confidence, which shows that self-efficacy is very important, but not directly related to employee retention. this study found no direct relationship between self-efficacy and employee retention (h5 is accepted). the study’s results contradict conventional knowledge by revealing that job expectations and self-efficacy fail to significantly mediate the relationship between ghRM and employee retention. this outcome runs counter to theoretical frameworks based on set and previous empirical evidence, leading to a more nuanced understanding of the factors that contribute to employee retention in the startup context (h6 is rejected) and (h7 is rejected) to mediate the impact of ghRM on employee retention can be attributed to several factors. First, considering the respondent profile, which predominantly includes millennial employees in technology startups, it is possible that these demographic values direct and tangible aspects of employment (such as workplace culture, immediate job benefits, and career growth opportunities) over abstract constructs, such as job expectations or self-efficacy. Millennials, known for their desire for immediate gratification and quick career progression, might respond more significantly to direct ghRM initiatives impacting their day-to-day work life rather than the broader, long-term constructs of job expectations or self-efficacy. Moreover, in the fast-paced and innovation-driven environment of technology startups, millennial employees may prioritize direct engagement and recognition of cOgent BUsiness & ManageMent 15 the indirect benefits of self-efficacy or job expectations. the implication is that while ghRM practices enhance job expectations and self-efficacy, they may not directly lead to greater retention among millennial employees. this finding could be indicative of the broader landscape in which indonesian startups function, where rapid change and the appeal of entrepreneurial opportunities could overshadow the impact of job expectations and self-efficacy on retention decisions. 6. Conclusion, implication, and limitation this study found that ghRM significantly affects self-efficacy and job expectations; however, contrary to the initial hypotheses, these factors do not mediate the relationship between ghRM and employee retention. instead, the impact of ghRM on retention was more direct. these findings have practical implications for hR practitioners and organizational leaders in technology startups, suggesting that while fostering self-efficacy and aligning job expectations with organizational goals are important, these factors alone may not be sufficient to retain millennial talent. instead, focusing on direct ghRM practices that enhance the work environment and provide immediate benefits could be more effective in retaining the staff. this study recommends a nuanced strategy for indonesian technology startups to retain millennial talent through the implementation of ghRM practices. although such initiatives have a positive impact on self-efficacy and are generally well received with respect to job expectations, startups may need to incorporate these practices within a broader strategic framework that takes into account the diverse motivations of millennial employees. By integrating environmental sustainability into the core business model and innovation strategies, startups can make green practices a natural and intrinsic aspect of their organizational culture. Our research expands the applicability of set to the domain of ghRM and millennial employee retention, offering valuable theoretical and practical perspectives. By comprehending and applying these perspectives, technology startups in indonesia and other countries can implement more effective hR strategies that not only support environmental sustainability but also cultivate a dedicated, involved, and productive workforce. a limitation of this study is its specific focus on the millennial cohort of indonesian technology startups, which may limit the generalizability of the findings to other industries or generational groups. additionally, reliance on self-reported measures may introduce response bias. Future research could explore the impact of ghRM in different organizational contexts and examine other potential mediating variables that may influence the relationship between ghRM and employee retention. Author contributions conceptualization, setyaningrum and soelistya; methodology, Fahlevi.; software, Purwati.; validation, Desembrianita; formal analysis, Ratnasari; investigation, Fahlevi.; resources, setyaningrum and soelistya; data curation, Ratnasari; writing—original draft preparation, setyaningrum and soelistya; writing—review and editing, Fahlevi, Purwati, Ratnasari, & Desembrianita.; visualization, Purwati; supervision, Ratnasari & Desembrianita; project administration, Fahlevi; funding acquisition, setyaningrum, soelistya, Ratnasari, Purwati, Desembrianita. all authors have read and agreed to the published version of the manuscript. Disclosure statement the authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. Funding this research received no external funding. About the authors Retno Purwani Setyaningrum, Professor in Management at the Magister Management Program at the Universitas Pelita Bangsa, indonesia with additional duties as senate of the Universitas Pelita Bangsa. Research focus in the fields of human Resource Management, leadership, Organizational Behavior, strategic Management, and entrepreneurship. 16 R. P. setYaningRUM etal. Sri Langgeng Ratnasari, Professor in Management at the Postgraduate Program at the Universitas Riau Kepulauan, Batam, indonesia with additional duties as chancellor of the Universitas Riau Kepulauan. Research focus in the fields of human Resource Management, Organizational Behavior, strategic Management, and educational Management. Djoko Soelistya is a practitioner born in surabaya on september 8, 1967. he began his career in the business world in 1989. Upon obtaining a Master’s degree in Management, he embarked on another service path by starting to teach in the field of education as a lecturer in the Master of Management Program at the graduate school of Muhammadiyah University of gresik. he is actively engaged in scholarly work, having authored several textbooks, reference books, monographs, and published reputable articles in national and international journals. Titik Purwati is a lecturer at Programme of economic education, of Universitas insan Budi Utomo, Malang. she obtained her Bachelor’s degrees in economic education in Universitas negeri Malang, indonesia. then her Master’s degree in Management, of Universitas Brawijaya and Doctoral Programme in economic science, Merdeka University, Malang. additional duties as chief of lP P M in Universitas insan Budi Utomo. Research focus in the field of human Resource Management, Medium, small and Micro Business, and entrepreneurship. Eva Desembrianita is an lecturer at Universitas Muhammadiyah gresik, she specializes in management studies. eva serves as a permanent faculty member, actively contributing to the academic community at Universitas Muhammadiyah gresik. her commitment to education and her academic role are evident in her dedication to her students and her scholarly pursuits. eva is highly respected both as a scholar and an educator in her field. Mochammad Fahlevi, the Founder of Privietlab Research center, is a distinguished academic and researcher renowned for his expertise in management, business economics, corporate governance, and health management. currently working as a faculty member at Bina nusantara University, one of the leading universities in indonesia. Data availability statement the raw data supporting the conclusions of this article will be made by request to the corresponding authors. ORCID Retno Purwani setyaningrum http://orcid.org/0000-0001-9622-5746 sri langgeng Ratnasari http://orcid.org/0000-0003-1183-2817 Djoko soelistya http://orcid.org/0000-0001-8085-2614 titik Purwati http://orcid.org/0000-0002-9918-1336 eva Desembrianita http://orcid.org/0000-0003-2351-8550 References abbas, a., ekowati, D., suhariadi, F., Fenitra, R. M., & Fahlevi, M. (2022a). human capital development in youth inspires us with a valuable lesson: self-care and wellbeing. in Self-Care and Stress manage for academic well-being (pp. 80–101). igi global. https://doi.org/10.4018/978-1-6684-2334-9.ch006 abbas, a., ekowati, D., suhariadi, F., Fenitra, R. M., & Fahlevi, M. (2022b). integrating cycle of prochaska and diclemente with ethically responsible behavior theory for social change management: Post-covid-19 social cognitive perspective for change. in Handb. Of Res. On Global Networking Post COVID-19 (pp. 130–155). igi global; scopus. https://doi.org/10.4018/978-1-7998-8856-7.ch007 aboobaker, n., edward, M., & K.a, Z. (2020). Workplace spirituality and employee loyalty: an empirical investigation among millennials in india. Journal of Asia Business Studies, 14(2), 211–225. https://doi.org/10.1108/ JaBs-03-2018-0089 aboramadan, M., Kundi, Y. M., & Becker, a. (2021). green human resource management in nonprofit organizations: effects on employee green behavior and the role of perceived green organizational support. Personnel Review, 51(7), 1788–1806. https://doi.org/10.1108/PR-02-2021-0078 abun, D., nicolas, M. t., apollo, e. P., Magallanes, t., & encarnacion, M. J. (2021). Research in business & social science employees ‘ self -efficacy and work performance of employees as mediated by work environment. International Journal of Research in Business and Social Science, 10(7), 1–15. adkins, a. (2016). Millennials: The Job-Hopping Generation. gallup.com. https://www.gallup.com/workplace/231587/ millennials-job-hopping-generation.aspx afridi, s. a., shahjehan, a., Zaheer, s., Khan, W., & gohar, a. (2023). Bridging generative leadership and green creativity: Unpacking the role of psychological green climate and green commitment in the hospitality industry. SAGE Open, 13(3), 21582440231185759. https://doi.org/10.1177/21582440231185759 cOgent BUsiness & ManageMent 17 afsar, B., Bibi, a., & Umrani, W. a. (2020). ethical leadership and service innovative behaviour of hotel employees: the role of organisational identification and proactive personality. International Journal of Management Practice, 13(5), 503–520. https://doi.org/10.1504/iJMP.2020.110003 ahuja, D. (2015). green hRM: Management of people through commitment towards environmental sustainability. International Journal of Research in Finance and Marketing, 5(7), 50–54. al-hajri, s. a. (2020). employee retention in light of green hRM practices through the intervening role of work engagement. Annals of Contemporary Developments in Management & HR,)2(4), 10–19. https://doi.org/10.33166/ acDMhR.2020.04.002 alreahi, M., Bujdosó, Z., Kabil, M., akaak, a., Benkó, K. F., setioningtyas, W. P., & Dávid, l. D. (2023). green human resources management in the hotel industry: a systematic review. Sustainability, 15(7), 5622. https://doi.org/10.3390/ su15010099 amrutha, V. n., & geetha, s. n. (2020). a systematic review on green human resource management: implications for social sustainability. Journal of Cleaner Production, 247, 119131. https://doi.org/10.1016/j.jclepro.2019.119131 Bahar, a. K. M. M., islam, M. a., hamzah, a., islam, s. n., & Reaz, M. d (2022). the efficacy of work-life balance for young employee retention: a validated retention model for small private industries. International Journal of Process Management and Benchmarking, 12(3), 367–394. https://doi.org/10.1504/iJPMB.2022.122202 Bashir, B., & gani, a. (2020). testing the effects of job satisfaction on organizational commitment. Journal of Management Development, 39(4), 525–542. https://doi.org/10.1108/JMD-07-2018-0210 Beri, K., thakur, P., & gupta, g. (2020). green human resource management review on methodology. Journal of Critical Reviews, 7(9), 1340–1343. Blau, P. M. (1964). Justice in social exchange. Sociological Inquiry, 34(2), 193–206. https://doi.org/10.1111/j.1475-682X.1964. tb00583.x Brefo-Manuh, a. B., Bonsu, c. a., anlesinya, a., & Odoi, a. a. s. (2017). evaluating the relationship between performance appraisal and organizational effectiveness in ghana: a comparative analysis of public and private organizations. International Journal of Economics, Commerce and Management, 5(7), 532–552. Broadbridge, a. M., Maxwell, g. a., & Ogden, s. M. (2007). students’ views of retail employment: Key findings from generation Ys. International Journal of Retail & Distribution Management, 35(12), 982–992. https://doi.org/10.1108/09590550710835210 Bussin, M., & Mouton, h. (2019). effectiveness of employer branding on staff retention and compensation expectations. South African Journal of Economic and Management Sciences, 22(1). https://doi.org/10.4102/sajems.v22i1.2412 canrinus, e. t., helms-lorenz, M., Beijaard, D., Buitink, J., & hofman, a. (2012). self-efficacy, job satisfaction, motivation and commitment: exploring the relationships between indicators of teachers’ professional identity. European Journal of Psychology of Education, 27(1), 115–132. https://doi.org/10.1007/s10212-011-0069-2 carter, W. R., nesbit, P. l., Badham, R. J., Parker, s. K., & sung, l.-K. (2018). the effects of employee engagement and self-efficacy on job performance: a longitudinal field study. The International Journal of Human Resource Management, 29(17), 2483–2502. https://doi.org/10.1080/09585192.2016.1244096 catano, V. M., & hines, h. M. (2016). the influence of corporate social responsibility, psychologically healthy workplaces, and individual values in attracting millennial job applicants. Canadian Journal of Behavioural Science / Revue Canadienne Des Sciences du Comportement, 48(2), 142–154. https://doi.org/10.1037/cbs0000036 chami-Malaeb, R. (2021). Relationship of perceived supervisor support, self-efficacy and turnover intention, the mediating role of burnout. Personnel Review, 51(3), 1003–1019. https://doi.org/10.1108/PR-11-2019-0642 chaudhary, R. (2018). can green human resource management attract young talent? an empirical analysis. Evidence-Based HRM: a Global Forum for Empirical Scholarship, 6(3), 305–319. https://doi.org/10.1108/eBhRM-11-2017-0058 chavadi, c. a., sirothiya, M., & M R, V. (2022). Mediating role of job satisfaction on turnover intentions and job mismatch among millennial employees in Bengaluru. Business Perspectives and Research, 10(1), 79–100. https://doi. org/10.1177/2278533721994712 chernyak-hai, l., & Rabenu, e. (2018). the new era workplace relationships: is social exchange theory still relevant? Industrial and Organizational Psychology, 11(3), 456–481. https://doi.org/10.1017/iop.2018.5 consiglio, c., Borgogni, l., Di tecco, c., & schaufeli, W. B. (2016). What makes employees engaged with their work? the role of self-efficacy and employee’s perceptions of social context over time. Career Development International, 21(2), 125–143. https://doi.org/10.1108/cDi-03-2015-0045 cook, K. s., cheshire, c., Rice, e. R., & nakagawa, s. (2013). social exchange theory. in Handbook of social psychology (pp. 61–88). springer. Dartanto, t., Moeis, F. R., & Otsubo, s. (2020). intragenerational economic mobility in indonesia: a transition from poverty to the middle class in 1993–2014. Bulletin of Indonesian Economic Studies, 56(2), 193–224. https://doi.org/ 10.1080/00074918.2019.1657795 Deloitte. (2017). The 2017 Deloitte Millennial Survey—Apprehensive Millennials: Seeking stability and opportunities in an uncertain world. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/about-Deloitte/gx-deloitt e-millennial-survey-2017-executive-summary.pdf Deshwal, s. (2015). leadership styles and retention of teachers in private primary schools in bushenyi-ishaka municipality, Uganda. International Journal of Applied Research, 1, 344–345. Dries, n., Pepermans, R., & De Kerpel, e. (2008). exploring four generations’ beliefs about career: is “satisfied” the new “successful? Journal of Managerial Psychology, 23(8), 907–928. https://doi.org/10.1108/02683940810904394 18 R. P. setYaningRUM etal. ekowati, D., abbas, a., anwar, a., suhariadi, F., & Fahlevi, M. (2023). engagement and flexibility: an empirical discussion about consultative leadership intent for productivity from Pakistan. Cogent Business & Management, 10(1). https://doi.org/10.1080/23311975.2023.2196041 Fahlevi, M., aljuaid, M., & saniuk, s. (2022). leadership style and hospital performance: empirical evidence from indonesia. Frontiers in Psychology, 13(911640), 911640. https://doi.org/10.3389/fpsyg.2022.911640 Fallatah, F., laschinger, h. K. s., & Read, e. a. (2017). the effects of authentic leadership, organizational identification, and occupational coping self-efficacy on new graduate nurses’ job turnover intentions in canada. Nursing Outlook, 65(2), 172–183. https://doi.org/10.1016/j.outlook.2016.11.020 Farooq, R., Zhang, Z., talwar, s., & Dhir, a. (2022). Do green human resource management and self-efficacy facilitate green creativity? a study of luxury hotels and resorts. Journal of Sustainable Tourism, 30(4), 824–845. https://doi.or g/10.1080/09669582.2021.1891239 george, J., & Wallio, s. (2017). Organizational justice and millennial turnover in public accounting. Employee Relations, 39(1), 112–126. https://doi.org/10.1108/eR-11-2015-0208 gotz, O., liehr-gobbers, K., & Krafft, M. (2010). evaluation of structural equation models using the partial least squares (Pls) approach. Handbook of Partial Least Squares: Concepts, Methods and Applications, 1(3), 691–711. haddock-Millar, J., sanyal, c., & Müller-camen, M. (2016). green human resource management: a comparative qualitative case study of a United states multinational corporation. The International Journal of Human Resource Management, 27(2), 192–211. https://doi.org/10.1080/09585192.2015.1052087 hair, J. F., hult, g. t. M., Ringle, c. M., & sarstedt, M. (2017). A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM) (2nd ed.) sage. hameed, Z., Khan, i. U., islam, t., sheikh, Z., & naeem, R. M. (2020). Do green hRM practices influence employees’ environmental performance? International Journal of Manpower, 41(7), 1061–1079. https://doi.org/10.1108/ iJM-08-2019-0407 harter, J. (2022). Is quiet quitting real (p. 22). gallup. https://www.celynarden.com/uploads/2/0/1/3/2013557/is_quiet_ quitting_real_.pdf hassan, M. M., Jambulingam, M., narayan, e. a., islam, s. n., & Zaman, a. U. (2021). Retention approaches of millennial at private sector: Mediating role of job embeddedness. Global Business Review, 097215092093228. https://doi. org/10.1177/0972150920932288 heery, e., & noon, M. (2008). a dictionary of human resource management. A Dictionary of Human Resource Management, https://doi.org/10.1093/acref/9780199298761.001.0001 hershatter, a., & epstein, M. (2010). Millennials and the world of work: an organization and management perspective. Journal of Business and Psychology, 25(2), 211–223. https://doi.org/10.1007/s10869-010-9160-y islam, M. a., hack-Polay, D., haque, a., Rahman, M., & hossain, M. s. (2021). Moderating role of psychological empowerment on the relationship between green hRM practices and millennial employee retention in the hotel industry of Bangladesh. Business Strategy & Development, 5(1), 17–29. https://doi.org/10.1002/bsd2.180 islam, M. a., Jantan, a. h., Yusoff, Y. M., chong, c. W., & hossain, M. s. (2023). green human resource management (ghRM) practices and millennial employees’ turnover intentions in tourism industry in Malaysia: Moderating role of work environment. Global Business Review, 24(4), 642–662. https://doi.org/10.1177/0972150920907000 ivanovic, t., & ivancevic, s. (2018). turnover intentions and job hopping among millennials in serbia. Management:Journal of Sustainable Business and Management Solutions in Emerging Economies, 24(1), 53–63. https://doi.org/10.7595/ management.fon.2018.0023 Jain, n. D. c., & lima, n. a. (2018). green hRM: a study on the perception of generation Y as prospective internal customers. International Journal of Business Excellence, 15(2), 199–208. https://doi.org/10.1504/iJBeX.2018.091916 Jordan, s. l., Ferris, g. R., & lamont, B. t. (2019). a framework for understanding the effects of past experiences on justice expectations and perceptions of human resource inclusion practices. Human Resource Management Review, 29(3), 386–399. https://doi.org/10.1016/j.hrmr.2018.07.003 Judeh, M., & abou-Moghli, a. a. (2019). transformational leadership and employee intent to stay: Mediating effect of employee self-efficacy. International Journal of Academic Research Business and Social Sciences, 9(12), 301–314. https://doi.org/10.6007/iJaRBss/v9-i12/6725 Khalifa alhitmi, h., shah, s. h. a., Kishwer, R., aman, n., Fahlevi, M., aljuaid, M., & heidler, P. (2023). Marketing from leadership to innovation: a mediated moderation model investigating how transformational leadership impacts employees’ innovative behavior. Sustainability, 15(22), 16087. https://doi.org/10.3390/su152216087 Kock, n. (2015). common method bias in Pls-seM: a full collinearity assessment approach. International Journal of e-Collaboration, 11(4), 1–10. https://doi.org/10.4018/ijec.2015100101 Kowalski, t. h. P., & loretto, W. (2017). Well-being and hRM in the changing workplace. The International Journal of Human Resource Management, 28(16), 2229–2255. https://doi.org/10.1080/09585192.2017.1345205 Kryscynski, D. (2021). Firm-specific worker incentives, employee retention, and wage–tenure slopes. Organization Science, 32(2), 352–375. https://doi.org/10.1287/orsc.2020.1393 Kuldeep, c., Rojhe, V., singh, n., & Rao, a. (2021). investigating talent management as a strategy to promote employee retention in higher education institutions. in Emerging trends in management sciences. Yicciss. Kuria, M. W., & Mose, t. (2019). effect of green human resource management practices on organizational effectiveness of universities in Kenya. Human Resource and Leadership Journal, 4(2), 1–20. https://doi.org/10.47941/hrlj.319 cOgent BUsiness & ManageMent 19 Kuron, l. K. J., lyons, s. t., schweitzer, l., & ng, e. s. W. (2015). Millennials’ work values: Differences across the school to work transition. Personnel Review, 44(6), 991–1009. https://doi.org/10.1108/PR-01-2014-0024 leidner, s., Baden, D., & ashleigh, M. J. (2019). green (environmental) hRM: aligning ideals with appropriate practices. Personnel Review, 48(5), 1169–1185. https://doi.org/10.1108/PR-12-2017-0382 lind, D. a., Marchal, W. g., & Wathen, s. a. (2018). Statistical techniques in business & economics (17th ed., p. 897). Mcgraw hill education. linden, s. (2015). Job expectations of employees in the millennial generation [Dissertation], Walden University]. https:// www.proquest.com/docview/1721470393?pq-origsite=gscholar&fromopenview=true&sourcetype=Dissertations%20 &%20theses lindquist, t. M. (2008). Recruiting the millennium generation: the new cPa. The CPA Journal, 78(8), 56. liu, J., Zhu, Y., serapio, M. g., & cavusgil, s. t. (2019). the new generation of millennial entrepreneurs: a review and call for research. International Business Review, 28(5), 101581. https://doi.org/10.1016/j.ibusrev.2019.05.001 luscombe, J., lewis, i., & Biggs, h. c. (2013). essential elements for recruitment and retention: generation Y. Education + Training, 55(3), 272–290. https://doi.org/10.1108/00400911311309323 luthans, F., & Peterson, s. J. (2002). employee engagement and manager self-efficacy. Journal of Management Development, 21(5), 376–387. https://doi.org/10.1108/02621710210426864 Maden, c., Ozcelik, h., & Karacay, g. (2016). exploring employees’ responses to unmet job expectations: the moderating role of future job expectations and efficacy beliefs. Personnel Review, 45(1), 4–28. https://doi.org/10.1108/ PR-07-2014-0156 Maskuroh, n., Widyanty, W., nurhidajat, R., Wardhana, i., & Fahlevi, M. (2023). green human resource management and green supply chain Management on sustainable performance of nickel mining companies in indonesia. Uncertain Supply Chain Management, 11(1), 203–212. https://doi.org/10.5267/j.uscm.2022.10.006 Mcnatt, D. B., & Judge, t. a. (2008). self-efficacy intervention, job attitudes, and turnover: a field experiment with employees in role transition. Human Relations, 61(6), 783–810. https://doi.org/10.1177/0018726708092404 Meira, J. V. d s., & hancer, M. (2021). Using the social exchange theory to explore the employee-organization relationship in the hospitality industry. International Journal of Contemporary Hospitality Management, 33(2), 670–692. https://doi.org/10.1108/iJchM-06-2020-0538 Morrell, D. l., & abston, K. a. (2018). Millennial motivation issues related to compensation and benefits: suggestions for improved retention. Compensation & Benefits Review, 50(2), 107–113. https://doi.org/10.1177/0886368718822053 Muhangi, g. t. (2017). self-efficacy and job satisfaction as correlates to turnover intentions among secondary school teachers in Mbarara district. American Scientific Research Journal for Engineering, 27(1), 256–275. Mule, M. a. (2022). a study: Job retention and employee expectations. Journal of Positive School Psychology, 6(2), 2499–2504. Mushtaq, M., ahmed, s., Fahlevi, M., aljuaid, M., & saniuk, s. (2022). globalization and employment nexus: Moderating role of human capital. PloS One, 17(10), e0276431. https://doi.org/10.1371/journal.pone.0276431 nabawanuka, h., & ekmekcioglu, e. B. (2021). Millennials in the workplace: Perceived supervisor support, work–life balance and employee well–being. Industrial and Commercial Training, 54(1), 123–144. https://doi.org/10.1108/ ict-05-2021-0041 nisar, Q. a., haider, s., ali, F., gill, s. s., & Waqas, a. (2024). the role of green hRM on environmental performance of hotels: Mediating effect of green self-efficacy & employee green behaviors. Journal of Quality Assurance in Hospitality & Tourism, 25(1), 85–118. https://doi.org/10.1080/1528008X.2022.2109235 Paillé, P., Valéau, P., & Renwick, D. W. (2020). leveraging green human resource practices to achieve environmental sustainability. Journal of Cleaner Production, 260, 121137. https://doi.org/10.1016/j.jclepro.2020.121137 Peterson, s. (2009). career decision-making self-efficacy, integration, and the likelihood of managerial retention in governmental agencies. Human Resource Development Quarterly, 20(4), 451–475. https://doi.org/10.1002/hrdq.20024 Pham, n. t., Vo thanh, t., tučková, Z., & thuy, V. t. n. (2020). the role of green human resource management in driving hotel’s environmental performance: interaction and mediation analysis. International Journal of Hospitality Management, 88(september), 102392. https://doi.org/10.1016/j.ijhm.2019.102392 Piwowar-sulej, K. (2021). human resources development as an element of sustainable hRM–with the focus on production engineers. Journal of Cleaner Production, 278, 124008. https://doi.org/10.1016/j.jclepro.2020.124008 Potgieter, i. l., & Mawande, l. (2017). self-esteem, employability attributes, and retention factors of employees within the financial sector. Journal of Psychology in Africa, 27(5), 393–399. https://doi.org/10.1080/14330237.201 7.1347771 Purcell, J., & hutchinson, s. (2007). Front‐line managers as agents in the hRM‐performance causal chain: theory, analysis and evidence—Purcell—2007—human Resource Management Journal—Wiley Online library. Human Resource Management Journal, 17(1), 3–20. https://doi.org/10.1111/j.1748-8583.2007.00022.x Purnama, s., Bangun, c. s., & a. Faaroek, s. (2021). the effect of transaction experience using digital wallets on user satisfaction in millennial generation. Aptisi Transactions on Management (ATM), 5(2), 161–168. https://doi. org/10.33050/atm.v5i2.1593 Qadri, s. U., Bilal, M. a., li, M., Ma, Z., Qadri, s., Ye, c., & Rauf, F. (2022). Work environment as a moderator linking green human resources management strategies with turnover intention of millennials: a study of Malaysian hotel industry. Sustainability, 14(12), 7401. https://doi.org/10.3390/su14127401 20 R. P. setYaningRUM etal. Ringle, c. M., sarstedt, M., Mitchell, R., & gudergan, s. P. (2020). Partial least squares structural equation modeling in hRM research. The International Journal of Human Resource Management, 31(12), 1617–1643. https://doi.org/10.108 0/09585192.2017.1416655 Rubel, M. R. B., Kee, D. M. h., & Rimi, n. n. (2020). the influence of green hRM practices on green service behaviors: the mediating effect of green knowledge sharing. Employee Relations: The International Journal, 43(5), 996–1015. https://doi.org/10.1108/eR-04-2020-0163 Ryan, a. M., & Wessel, J. l. (2015). implications of a changing workforce and workplace for justice perceptions and expectations. Human Resource Management Review, 25(2), 162–175. in https://doi.org/10.1016/j.hrmr.2015.01.001 sabbagha, M. D. s., ledimo, O., & Martins, n. (2018). Predicting staff retention from employee motivation and job satisfaction. Journal of Psychology in Africa, 28(2), 136–140. https://doi.org/10.1080/14330237.2018.1454578 santos, D. s. Z. d. (2018). Millenial generation: How can companies motivate and retain gen Y., istce Business school, University institute of lisbon. sarstedt, M., Ringle, c. M., & hair, J. F. (2017). Partial least squares structural equation modeling. Handbook of Market Research, 26(1), 1–40. sathyapriya, J., Kanimozhi, R., & adhilakshmi, V. (2013). green hRM-Delivering high performance hR systems. International Journal of Marketing and Human Resource Management, 4(2), 19–25. saunders, M., lewis, P., & thornhill, a. (2009). Research Methods for Business Students. (5th ed.). Prentice hall. schyns, B., & Von collani, g. (2002). a new occupational self-efficacy scale and its relation to personality constructs and organizational variables. European Journal of Work and Organizational Psychology, 11(2), 219–241. https://doi. org/10.1080/13594320244000148 sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. John Wiley & sons. shahzad, M. U. (2020). green human resource management and its strategic importance in the modern era: a review and research framework. IJEBD (International Journal of Entrepreneurship and Business Development), 3(4), 484–493. https://doi.org/10.29138/ijebd.v3i4.1222 shen, J., Dumont, J., & Deng, X. (2018). employees’ perceptions of green hRM and non-green employee work outcomes: the social identity and stakeholder perspectives. Group & Organization Management, 43(4), 594–622. https:// doi.org/10.1177/1059601116664610 sukmayadi, V., & Yahya, a. h. (2020). indonesian education landscape and the 21st century challenges. Journal of Social Studies Education Research, 11(4), 219–234. suwarni noviantoro, R., Fahlevi, M., & abdi, M. n. (2020). startup valuation by venture capitalists: an empirical study indonesia firms. International Journal of Control and Automation, 13(2), 785–796. tang, g., chen, Y., Jiang, Y., Paillé, P., & Jia, J. (2018). green human resource management practices: scale development and validity. Asia Pacific Journal of Human Resources, 56(1), 31–55. https://doi.org/10.1111/1744-7941.12147 Vui-Yee, K., & Paggy, K. (2020). the effect of work fulfilment on job characteristics and employee retention: gen Y employees. Global Business Review, 21(2), 313–327. https://doi.org/10.1177/0972150918778912 Weber, J. (2017). Discovering the millennials’ personal values orientation: a comparison to two managerial populations. Journal of Business Ethics, 143(3), 517–529. https://doi.org/10.1007/s10551-015-2803-1 Winter, R. P., & Jackson, B. a. (2016). Work values preferences of generation Y: Performance relationship insights in the australian public service. The International Journal of Human Resource Management, 27(17), 1997–2015. https:// doi.org/10.1080/09585192.2015.1102161 World Bank. (2024). Urban population—Indonesia. World Bank Open Data. https://data.worldbank.org Worldometer. (2024). Indonesia Population. https://www.worldometers.info/world-population/indonesia-population/ Wright, e. s. (2021). the effects of organizational culture on employee turnover. Performance Improvement Quarterly, 34(3), 303–319. https://doi.org/10.1002/piq.21372 Yadav, s. (2017). strategic green hRM – the integration of environmental management into hrm with reference to one of the healthcare industry _ Request PDF. IRA-International Journal of Management & Social Sciences, 6(1) Yamamoto, h. (2011). the relationship between employee benefit management and employee retention. The International Journal of Human Resource Management, 22(17), 3550–3564. https://doi.org/10.1080/09585192.2011.5 60871 Yoon, e., hacker, J., hewitt, a., abrams, M., & cleary, s. (2012). social connectedness, discrimination, and social status as mediators of acculturation/enculturation and well-being. Journal of Counseling Psychology, 59(1), 86–96. https:// doi.org/10.1037/a0025366 Yurchisin, J., & Park, J. (2010). effects of retail store image attractiveness and self-evaluated job performance on employee retention. Journal of Business and Psychology, 25(3), 441–450. https://doi.org/10.1007/s10869-010-9161-x