The human factor of production is a significant player in increased organizational productivity. Due to the contemporary competitive work environment, the millennial in front-line jobs is faced with demanding work activities, resulting in challenges to their psychological well-being. Therefore, exploring the connectedness between work-life balance, employee engagement and psychological well-being of the millennial becomes imperative. Research was conducted, using an ex-post facto research design, among 320 purposively selected front-line millennial employees, with a mean age of 32 years. The instrument administered in a Google Form survey contained a 44-item self-report questionnaire, comprising work-life balance, employee engagement with components as vigor, dedication and absorption, and employee well-being. Data analyzed revealed that work-life balance significantly predicted employee well-being, accounting for 25% variance. The dimensions of employee engagement (vigor, dedication and absorption) collectively accounted for 7% variance in employee well-being. The study establishes the fact that to enhance the psychological well-being of Millennials in front-line jobs, organizational management should design the work structures to allow for work-life balance, which will as well increase their work engagement. They can encourage employees to find meaning and purpose in their work (dedication), provide opportunities for skill development and autonomy (vigor), and create an environment that allows employees to fully immerse themselves in their tasks (absorption). These could be implemented through organizational development strategies and work design. However, future research should target additional variables, replicate the study in different contexts and among another population of employees, employ longitudinal data collection methods, and increase sample sizes. Furthermore, measures should be taken to minimize the impact of social desirability and enhance the generalizability of the research.

Human resources (HR) analytics is garnering increasing interest each year and is set to play a pivotal role in the development of human resources. In the present era, numerous companies are harnessing the power of analytics to gain a competitive advantage by comprehending all the vital aspects of their workforce by enhancing employee retention through leveraging HR analytics to inform strategic HR choices. Many companies are now incorporating analytical tools into their HR function as a fact-based approach to develop relevant strategies and make informed decisions in managing their workforce more effectively. However, HR faces several challenges in implementing data analytics. Talent management commonly utilizes data analytics to enhance employee engagement, including retention rates, recruitment, job satisfaction, and happiness. This paper discusses the adoption of HR data analytics to enhance employee retention in the workplace. This study delves into the significance of HR data analytics in the realm of employee retention, aiming to assess the efficacy of data-driven decisions. A thorough examination of scholarly publications was undertaken, encompassing both indexed and non-indexed papers sourced from reputable electronic databases to gain insights into the present understanding of HR analytics and its influence on employee retention. The discussion uncovers that HR analytics has a noteworthy impact on improving employee retention in the workplace.

The purpose of this research is to investigate the relationship between transformational leadership variables and organizational citizenship behavior (OCB) variables, investigate the relationship between job satisfaction variables and organizational citizenship behavior (OCB), and investigate the relationship between organizational commitment variables and organizational citizenship behavior (OCB). This research method uses quantitative methods. In this study, the researchers used a simple random sampling technique with a sample size of 368 SMEs employee. The data collection method for this research is by distributing an online questionnaire designed using a Likert scale of 1 to 7. The data analysis technique uses Partial Least Square—Structural Equation Modeling (PLS-SEM) and data analysis tools use SmartPLS software version 3.0. The stages of data analysis are validity testing, reliability testing and hypothesis testing. The independent variables in this research are transformational leadership, job satisfaction and organizational commitment, while the dependent variable is organizational citizenship behavior (OCB). The results of this research are that transformational leadership has a positive influence on organizational citizenship behavior (OCB), Job Satisfaction has a positive influence on organizational citizenship behavior (OCB) and organizational commitment has a positive influence on organizational citizenship behavior (OCB). The theoretical implications of this research support the results of previous research that transformational leadership, job satisfaction, and organizational commitment make a positive contribution to increasing organizational citizenship behavior in SME employees. The practical implication of this research is that SME owners apply transformational leadership, create work breadth and create organizational commitment within the SME organization to support increasing employee organizational citizenship behavior so that it can encourage increased performance and competitiveness of SMEs.

This quantitative study explores the influence of organizational culture on the turnover intentions of millennial employees within multinational corporations (MNCs) in Penang, Malaysia. As millennials increasingly comprise a substantial portion of the workforce, their turnover rates have significant implications for organizational efficacy. The research examined the relationship between key elements of organizational culture—namely employee empowerment, work-life balance, and reward systems—and millennials’ decisions to stay with or leave their employers. Data were gathered through a questionnaire distributed to 183 millennial employees in the Penang MNC sector, employing a random sampling approach and utilizing Google Forms for submission. The survey instruments were based on established scales from prior research to ensure robustness and relevance. The findings indicate that all the studied variables significantly affect turnover intentions, with employee empowerment emerging as the strongest predictor, followed by work-life balance, and then reward systems. These results underscore the critical role of organizational culture in shaping millennial turnover intentions. The study’s insights can guide MNCs in Penang to implement strategic initiatives aimed at fostering a positive work environment that emphasizes empowerment, balance, and appropriate rewards, thereby enhancing employee retention within this pivotal demographic. While this study provides detailed insights specific to the Malaysian context, its findings may serve as a preliminary reference point for MNCs in similar regional contexts, suggesting further research to explore the applicability of these insights globally.

Empirical evidence suggests that generational cohorts display behavioral differences due to rapid advancements in science and technology and enhanced living standards. However, systematic studies examining the behaviours of different generations and their impact on creativity and its various antecedents are scant. This study was undertaken to bridge this gap in the literature by focusing on how generational differences could impact a few behavioural antecedents and employee creativity. The antecedent behaviours examined include self-efficacy, organizational commitment, employee empowerment, and work engagement. Data for the study was collected online using structured, standardized questionnaires. Data were collected from 432 samples and analyzed using Smart-PLS. The results show that most of the proposed antecedents impacted creativity. However, generational differences did not moderate the relationship between the antecedents and creativity. The study will interest scholars and social scientists, as it is the first to be conducted in Saudi Arabia. The study also discusses the implications and limitations. It is expected that the findings of this study will trigger more studies.

This study aims to advance understanding of the factors affecting Generation Z employee commitment in the workplace of the information and technology (IT) companies in Vietnam. A survey of 450 Generation Z employees in IT companies shows that company remuneration, reward and welfare, work environment, colleagues, direct manager, promotion, job characteristics, green initiatives are positively related to Generation Z organizational commitment. More specifically, work environment and direct manager have the highest effect on Generation Z employee commitment to organization while promotion and colleagues have the lowest effect on Generation Z employee commitment to organization. Research results also revealed that green initiatives of the organization have significant effect on Generation Z employee commitment in companies. This finding suggests that including green initiatives in corporate strategy is a valuable approach for improving Generation Z employee commitment to organization. We discuss the implications for theory, practice, limitations, and directions for future research.