Cultivating Commitment: How Talent Development Sparks Job Satisfaction, Engagement, and Retention among Jakarta’s Gen Z Workforce
DOI:
https://doi.org/10.55927/marcopolo.v3i12.181Keywords:
Talent Development, Job Satisfaction, Employee Engagement, Intention to Stay, Gen ZAbstract
Generation Z, as the dominant future workforce, has unique characteristics that require an adaptive talent management approach. Their high job mobility calls for strategies beyond competency development, emphasizing job satisfaction and engagement to boost organizational loyalty. This study aims to analyze how Talent Development influences Generation Z employees’ Intention to remain in their organization in DKI Jakarta, emphasizing the mediating roles of job satisfaction and employee engagement. This study employed quantitative methods, distributing questionnaires to a sample of 411 Generation Z employees based in DKI Jakarta. The responses were then analyzed with the partial least squares structural equation modeling (PLS-SEM) method, utilizing SmartPLS version 4.0 for statistical analysis. The findings indicate that initiatives aimed at talent development have a strong positive influence on both job satisfaction and employee engagement. Nevertheless, talent development does not directly affect employees’ intention to remain with the organization. Instead, job satisfaction and employee engagement play essential mediating roles, connecting talent development programs to employees’ retention intentions. The study enriches the discourse on human resource management by presenting empirical insights and actionable recommendations for HR practitioners. It provides a practical framework for organizations to design development-based retention programs tailored to younger workers.
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