Published: 2026-08-01
Pengaruh Kepemimpinan Transformasional, Work-Life Balance dan Pengembangan Karir Terhadap Retensi Milenial dan Gen-Z Melalui Kepuasan Kerja
DOI: 10.35870/jemsi.v12i4.6517
Abstract
This study was conducted to examine the influence of Transformational Leadership, Work-Life Balance, and Career Development on Millennial and Gen-Z Retention through Job Satisfaction among banking employees in Pekanbaru City. The study used a quantitative approach. Quantitative data were obtained by distributing questionnaires to 100 Millennial and Gen-Z banking employees and analyzed using the Smart PLS 4 data processing system. The results showed that Transformational Leadership (β = 0.241; p = 0.004) means that Transformational Leadership has a positive and significant effect on Job Satisfaction, Work-Life Balance (β = 0.386; p = 0.000) means that Work-Life Balance has a positive and significant effect on Job Satisfaction, and the influence of Career Development (β = 0.419; p = 0.000) has a positive and significant effect on Job Satisfaction. Job Satisfaction was proven to have a very significant effect on Employee Retention with a path coefficient of (β = 0.567; p = 0.000). For the indirect influence of the mediation variable, it shows that Leadership has a positive and significant indirect influence on employee retention through Job Satisfaction with a coefficient value of 0.137. Then the Work-Life Balance variable shows a positive and significant indirect influence on employee retention through job satisfaction with a coefficient value of 0.219. And finally, Career Development has the greatest indirect influence on employee retention through job satisfaction with a coefficient value of 0.238. For the influence of Career Development, it is the variable with the highest level of results in increasing job satisfaction, followed by Work-Life Balance and Transformational Leadership. These findings provide practical implications for banking management to develop comprehensive retention strategies and policies with a focus on sustainable career development, work flexibility, and an inspirational leadership style to retain high-potential employee talent in the company.
Keywords
Transformational Leadership; Work-Life Balance; Career Development; Millennial and Gen-Z Retention; Job Satisfaction
Article Information
This article has been peer-reviewed and published in the JEMSI (Jurnal Ekonomi, Manajemen, dan Akuntansi). The content is available under the terms of the Creative Commons Attribution 4.0 International License.
-
Issue: Vol. 12 No. 4 (2026)
-
Section: Articles
-
Published: 2026-08-01
-
License: CC BY 4.0
-
Copyright: © 2026 Authors
-
DOI: 10.35870/jemsi.v12i4.6517
AI Research Hub
This article is indexed and available through various AI-powered research tools and citation platforms. Our AI Research Hub ensures that scholarly work is discoverable, accessible, and easily integrated into the global research ecosystem.
Syintia Mega Putri, Politeknik Caltex Riau
Program Studi Bisnis Digital, Politeknik Caltex Riau, Pekanbaru, Riau, Indonesia.
Figo Alimbel, Politeknik Caltex Riau
Program Studi Bisnis Digital, Politeknik Caltex Riau, Pekanbaru, Riau, Indonesia.
Ramadhana Aulia Wisdawati, Politeknik Caltex Riau
Program Studi Bisnis Digital, Politeknik Caltex Riau, Pekanbaru, Riau, Indonesia.
Jodi Septiadi Akbar, Politeknik Caltex Riau
Program Studi Bisnis Digital, Politeknik Caltex Riau, Pekanbaru, Riau, Indonesia.
-
Anitha, J., & Begum, F. N. (2016). Role of organisational culture and employee commitment in employee retention. ASBM Journal of Management, 9(1), 17–28.
-
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
-
Bataineh, K. A. (2019). Impact of work-life balance, happiness at work, on employee performance. International Business Research, 12(2), 99–109. https://doi.org/10.5539/ibr.v12n2p99.
-
Bello, A. O., Olonade, O. Y., & Akinola, A. O. (2024). Work-life balance and organizational performance: A strategic perspective. Journal of Human Resource Management, 12(3), 45–62.
-
Berglund, T., Seldén, D., & Halleröd, B. (2021). Factors affecting prolonged working life for the older workforce: The Swedish case. Nordic Journal of Working Life Studies, 11(3), 19–40.
-
Bhuvanaiah, T., & Raya, R. P. (2014). Employee engagement: Key to organizational success. SCMS Journal of Indian Management, 11(4), 61–71.
-
Chin, W. W. (1998). The partial least squares approach to structural equation modeling. In G. A. Marcoulides (Ed.), Modern methods for business research (pp. 295–336). Lawrence Erlbaum Associates.
-
Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd ed.). Lawrence Erlbaum Associates.
-
Fajri, R. N. (2022). Pengaruh work-life balance terhadap kepuasan kerja karyawan milenial. Jurnal Manajemen dan Bisnis, 15(2), 112–125.
-
Ghozali, I. (2021). Aplikasi analisis multivariate dengan program IBM SPSS 26. Badan Penerbit Universitas Diponegoro.
-
Great Place to Work. (2024). Millennial retention and engagement trends report. Great Place to Work Institute.
-
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2019). A primer on partial least squares structural equation modeling (PLS-SEM) (2nd ed.). Sage Publications.
-
Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2021). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage Publications.
-
Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2022). Partial least squares structural equation modeling (PLS-SEM) using R: A workbook. Springer Nature.
-
Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. Advances in International Marketing, 20, 277–319.
-
Limatujuh, S., & Perdhana, M. S. (2023). Work-life balance phenomenon in social dynamics of working life: A comprehensive perspective. Journal of Social Dynamics, 15(2), 134–152.
-
Mathis, R. L., & Jackson, J. H. (2011). Human resource management (13th ed.). South-Western Cengage Learning.
-
McCafferty, J., & Hamilton, K. (2020). Recruiting and retaining talent: Creating a culture where employees want to stay. Strategic HR Review, 19(6), 249–253.
-
Noe, R. A. (2013). Employee training and development (6th ed.). McGraw-Hill Education.
-
Nurjanah, D., & Indawati, N. (2021). Effect of emotional intelligence on employee engagement and job satisfaction with work-life balance as intervening variables in the generation Z in Surabaya. International Journal of Economics, Management, Business and Social Science, 1(3), 316–328.
-
Nurrohmat, A., & Lestari, R. (2021). Pengaruh kepuasan kerja terhadap kinerja karyawan. Journal Riset Akuntansi, 1(2), 82–85. https://doi.org/10.29313/jra.v1i2.419.
-
Padhi, P. K., Palo, S., & Panda, A. (2020). Employee retention: A strategic tool for organizational growth. Journal of Management Research, 20(2), 89–102.
-
Paychex. (2024). 2024 Pulse of HR Survey: Gen Z and Millennial workforce trends. Paychex, Inc.
-
Qualtrics. (2024). 2024 Employee experience trends: Gen Z in the workplace. Qualtrics XM Institute.
-
Rachmadini, F., & Riyanto, S. (2020). The impact of work-life balance on employee engagement in generation Z. IOSR Journal of Humanities and Social Science, 25(5), 62–66. https://doi.org/10.9790/0837-2505106266.
-
Rahman, M., Haque, M., & Elahi, F. (2020). Impact of employee engagement on organizational performance: A study of Bangladeshi banking sector. Global Journal of Management and Business Research, 20(4), 17–24.
-
Rahmawati, Z., & Gunawan, J. (2020). Hubungan job-related factors terhadap work-life balance dan kepuasan kerja pada pekerja generasi milenial. Jurnal Sains dan Seni ITS, 8(2), 2337–3520. https://doi.org/10.12962/j23373520.v8i2.47782.
-
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.
-
Robbins, S. P., & Judge, T. A. (2017). Organizational behavior (17th ed.). Pearson Education.
-
Sarstedt, M., & Cheah, J. H. (2019). Partial least squares structural equation modeling using SmartPLS: A software review. Journal of Marketing Analytics, 7(3), 196–202.
-
Sarstedt, M., Ringle, C. M., & Hair, J. F. (2022). Partial least squares structural equation modeling. In C. Homburg, M. Klarmann, & A. Vomberg (Eds.), Handbook of market research (pp. 587–632). Springer.
-
Setyawati, I., Suroso, A., & Suryanto, T. (2022). Metodologi penelitian kuantitatif deskriptif dalam ilmu manajemen. Jurnal Metodologi Penelitian, 10(1), 25–38.
-
Shmueli, G., Sarstedt, M., Hair, J. F., Cheah, J. H., Ting, H., Vaithilingam, S., & Ringle, C. M. (2019). Predictive model assessment in PLS-SEM: Guidelines for using PLSpredict. European Journal of Marketing, 53(11), 2322–2347.
-
Sismawati, M., & Lataruva, E. (2020). Pengaruh work-life balance terhadap kepuasan kerja pada karyawan milenial. Jurnal Manajemen Sumber Daya Manusia, 14(3), 201–215.
-
Skyler, R. (2022). Generation Z and work-life balance: New perspectives on workplace priorities. Journal of Organizational Behavior, 43(4), 567–582.
-
Suslova, A., & Holopainen, L. (2019). Job satisfaction and employee motivation: Case generation Z. KAMK University of Applied Sciences.
-
Tian, A. W., Cordery, J., & Gamble, J. (2020). Staying and performing: How human resource management practices increase job embeddedness and performance. Personnel Review, 49(7), 1341–1354.
-
Wolor, C. W., Kurnianti, D., Zahra, S. F., & Martono, S. (2020). The importance of work-life balance on employee performance millennial generation in Indonesia. Journal of Critical Reviews, 7(9), 1103–1109.
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish with this journal agree to the following terms:
1. Copyright Retention and Open Access License
Authors retain copyright of their work and grant the journal non-exclusive right of first publication under the Creative Commons Attribution 4.0 International License (CC BY 4.0).
This license allows unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
2. Rights Granted Under CC BY 4.0
Under this license, readers are free to:
- Share — copy and redistribute the material in any medium or format
- Adapt — remix, transform, and build upon the material for any purpose, including commercial use
- No additional restrictions — the licensor cannot revoke these freedoms as long as license terms are followed
3. Attribution Requirements
All uses must include:
- Proper citation of the original work
- Link to the Creative Commons license
- Indication if changes were made to the original work
- No suggestion that the licensor endorses the user or their use
4. Additional Distribution Rights
Authors may:
- Deposit the published version in institutional repositories
- Share through academic social networks
- Include in books, monographs, or other publications
- Post on personal or institutional websites
Requirement: All additional distributions must maintain the CC BY 4.0 license and proper attribution.
5. Self-Archiving and Pre-Print Sharing
Authors are encouraged to:
- Share pre-prints and post-prints online
- Deposit in subject-specific repositories (e.g., arXiv, bioRxiv)
- Engage in scholarly communication throughout the publication process
6. Open Access Commitment
This journal provides immediate open access to all content, supporting the global exchange of knowledge without financial, legal, or technical barriers.