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OrientationGen Z is entering the workforce, contributing distinct characteristics and expectations to the professional environment, presenting opportunities and challenges for organisations. Recognising and comprehending these characteristics are essential for cultivating efficient workplace settings.Research purposeThis study aimed to provide a comprehensive overview of Gen Z in the workplace by considering results from previous research.Motivation for the studyDespite the growing interest in understanding Gen Z’s contributions to workforce, the existing literature remains fragmented and lacks a cohesive synthesis. Consolidating the available knowledge addresses this gap.Research approach/design and methodA scoping review methodology was utilised to aggregate results from 11 articles. These articles were identified through a systematic search of academic databases using carefully selected keywords related to Gen Z and workplace.Main findingsThis study identified themes that were central to understanding Gen Z in the workplace: the expectations of Gen Z employees, the role of technology, intergenerational challenges, and the significance of leadership styles, which have considerable implications for Gen Z’s intention to stay or leave organisations.Practical/managerial implicationsOrganisations need to emphasise adjusting workplace policies, adopting digital tools, and ensuring that leaders are educated in line with the values of Gen Z. Finally, the initiatives aimed at promoting intergenerational understanding could assist in enhancing collaborations.Contribution/value-addThis study provided valuable insights associated with Gen Z in the workplace, including work expectations, the role of technology, intergenerational challenges, and leadership styles. It connected to the intention to stay with or leave organisations.

The Organizational Culture Profile (OCP) is widely utilized to assess organizational culture. However, there has been no documented scientific study on its adaptation to the Indonesian language in reputable international journals. This study aims to adapt the OCP scale to Indonesian and evaluate its psychometric properties. A quantitative methodology was employed, involving 453 participants from government organizations in East Java, Indonesia. Confirmatory Factor Analysis (CFA) utilizing a five-factor model demonstrated that the measurement model met various fit indices, indicating a strong alignment between the model and field data. Additionally, the analysis confirmed the OCP scale's convergent validity. These findings affirm that the Indonesian version of the OCP scale is a valid research instrument.

Different organisations frequently face employee retention challenges, reflected in employees’ intention to quit or stay. Understanding the drivers of the decisions is critical for developing effective employee retention strategies. This scoping review aims to identify gaps in the literature, investigate the factors influencing intention to quit or stay in an organisation, and offer suggestions for future inquiry. Guided by a population–concept–context approach and reported in line with PRISMA-ScR, we searched Web of Science, PubMed, EBSCOhost, and Nature for English-language, peer-reviewed empirical studies published between 2014 and 2024. To broaden coverage, we added IEEE Xplore and conducted a supplementary Google Scholar search (screening the first 200 results) up to February 2026. Search terms combined variations of “intention to quit”, “intention to stay”, “intention to leave”, “turnover intention”, “retention”, “employee”, and “workplace”. Non-empirical publications were excluded, and full texts that could not be retrieved were excluded at the eligibility stage. Eighteen studies met the inclusion criteria. Findings clustered into three domains: organisational, interpersonal, and individual factors. Organisational influences included workplace policies/practices, working conditions, job design, and HR/retention practices. Interpersonal factors highlighted supportive supervisor–employee and co-worker relationships, as well as harmful workplace experiences (e.g. violence/bullying) linked to higher intention to quit. Individual factors included attitudes and psychological states such as job satisfaction, exhaustion, motivation, and self-efficacy. Notable gaps persist concerning generational differences, uneven sector coverage, limited cross-cultural generalisability, and a predominance of cross-sectional designs. Future research should expand under-represented sectors and test integrated multi-level models to strengthen the evidence base for retention strategies.

OrientationEntrepreneurial competence (EC) is important for entrepreneurial success. Situational judgement test (SJT) is a promising tool for assessing EC, but its construct validation often faces methodological challenges.Research purposeThis study aims to re-examine the factor structure of the short version of the Indonesian Entrepreneurial Competence Inventory (IECI), an SJT for measuring EC in the Indonesian context.Motivation for the studyPrevious studies produced conflicting findings: exploratory factor analysis supported a three-dimensional model, while confirmatory factor analysis (CFA) indicated nine-dimensional model. This disparity most likely caused by the limitations of CFA in modelling complex SJT data, creating validity ambiguity.Research approach/design and methodData were collected from 498 entrepreneurs in the micro, small, and medium enterprises sector in Indonesia. The IECI factor structure was analysed using exploratory structural equation modelling (ESEM) and bifactor ESEM.Main findingsThe bifactor ESEM model provided the best fit, revealing one strong general factor (g-factor) and three weaker specific factors. These findings reconcile previous studies by demonstrating that EC has a hierarchical structure.Practical/managerial implicationsThe total IECI score has been proven to be a highly reliable measure of general EC. However, the interpretation of sub-dimension scores must be done with caution because of their smaller variance contribution.Contribution/value-addThis study resolved on the IECI’s dimensionality by applying more appropriate psychometric method. The findings advance the theoretical understanding of EC as a bifactor construct and strengthen the IECI’s validity.

Green Work Engagement represents a concept denoting the extent of employee involvement and active participation in sustainable initiatives within their workplace. In this context, employee engagement encompasses a resolute commitment to advocate for sustainable practices to mitigate detrimental effects on the environment, society, and various societal facets. The primary objectives of Green Work Engagement encompass: (1) identifying influential factors contributing to employee participation in sustainable practices, encompassing intrinsic and extrinsic motivation, organizational dedication, participation in decision-making, and supportive work environment elements; (2) analyzing the degree of employee engagement in sustainable practices and its correlation with organizational performance, including aspects such as productivity, efficiency, and innovation; (3) assessing the ramifications of employee participation in sustainable practices on their satisfaction and well-being, encompassing job satisfaction, talent retention, and burnout rates; and (4) elucidating the implications of Green Work Engagement on environmental continuity, comprising the reduction of adverse environmental impacts, enhancement of sustainability policies, and elevation of the company's reputation concerning sustainability matters. The research methodology employed in this article is a literature review. Notably, Green Work Engagement or engagement focused on environmentally friendly practices, significantly and positively influences employee performance within an eco-conscious context. Given this, it is advised that company management intensify efforts to enhance Green Work Engagement by fostering a greater understanding among employees about the company's commitment to environmental consciousness.

Research on career engagement among late-career teachers offers valuable insights into educator career development, the optimization of teaching methodologies, and the improvement of student learning outcomes. Teachers with career engagement will be dedicated and responsible for the success of their assignments. A study examining the role of career adaptability as a mediator between thriving in the workplace and career engagement was conducted among 170 teachers affiliated with the \"X\" Foundation who were in the late-career phase. This investigation explores how teachers in this late-career phase can effectively maintain and develop their professional trajectories. Data collected from teacher participants aged over 50 years (in the late career phase) were processed using the partial least squares. The result is a direct effect between the variables, showing a strong and significant relationship between career adaptability and career engagement (β = 0.924, p = 0.000). A substantial relationship existed between thriving at work and career adaptability (β = 0.608, p = 0.000). In addition, there is a strong and significant relationship between thriving at work and career engagement through career adaptability mediation (β = 0.562, p = 0.000).

The COVID-19 pandemic has changed many aspects of life in the world of work. During the COVID pandemic, company management practised an alternating work system between working from home and working from the office to prevent the coronavirus spread in the work environment. This has led to an increased need to understand the factors that affect the work productivity of employees working away from the office, such as employee engagement factors, job attachment, family-work conflict, subjective mental burden, and so on. This study aims to analyze the effect of perceived organizational support and proactive personality on work engagement. This study also aims to analyze the extent to which the role of job satisfaction variables in the influence between perceived organizational support and proactive personality on work engagement. The population in this study are employees of institutions who work in shifts under the work from home (WFH) and work from office (WFO) schemes between the period 2020-2022. The research sample was 110 people who were taken by purposive sampling technique. Data collection in this study used a questionnaire in the form of a scale including perceived organizational support scale (α=0.898), proactive personality scale (α=0.808), job satisfaction scale (α=0.903) and work engagement scale (α=0.897). To test the research hypothesis, this study used path analysis techniques. From the results of the hypothesis test, it is known that there is a significant influence between perceived organizational support and proactive personality on work engagement (p=0.000), and the variable job satisfaction can mediate the influence of perceived organizational support and proactive personality on work engagement (p=0.000). Therefore, companies should pay greater intention to the organizational support and personal characteristics of employees and increase job satisfaction to increase employee’s work engagement.

Entrepreneurs often face significant work challenges, such as financial issues, managing team members, external shocks, and rapidly changing business trends. Therefore, it is not surprising that resilience as a concept is needed by entrepreneurs in order to ensure the sustainability of their businesses. The purpose of this study is to describe the level of resilience among entrepreneurs, particularly in small and micro enterprises. A total of 143 entrepreneurs in the Jabodetabek area were part of the study, of which 83 were entrepreneurs in the culinary sector, and 60 were entrepreneurs in other sectors. Measuring Entrepreneurial Resilience uses an adapted Connor Davidson Resilience Scale (CD-RISC) version. Based on the analysis, the majority of those participating were found to exhibit moderate resilience. Higher levels of resilience were found among entrepreneurs with longer tenure. This study may have implications for further research and interventions that are effective in improving entrepreneurial resilience.

A large body of research in workplace incivility has largely been conducted in the West, while in Asia, it is still relatively limited despite its close relationship to local cultural norms. The purpose of this study was to explore workplace incivility experienced by employees in Indonesia and develop a workplace incivility scale based on the behaviors identified. This research was divided into two studies. The participants in the first study were 217 employees asked to answer questions on whether they had experienced or had seen their co-workers experiencing incivility from co-workers or supervisor. The second study was the development of a workplace incivility scale based on the findings of the first study. The scale developed was tested on 561 participants in the second study. The participants were representatives of the various regions in Indonesia. Most participants (88%) reported that they have experienced incivility by their coworker and/or their supervisor. The study found five factors of incivility behavior: personal affairs' intervention, abandonment, unfriendly communication, inconsiderate behavior, and privacy invasion. We found a set of behaviors that are similar to the original construct of workplace incivility; yet another distinctive behavior also emerged, which we identify as a unique, culturally influenced workplace incivility. Therefore, research of workplace incivility should take the specific behavior in each culture into account. Construct validity of workplace incivility scale that we developed in this study is satisfying, although further comprehensive validity testing might be required.

Although assessment center practice continues to spread to Asian countries, no published study exists that evaluates the quality of AC within the largest populous country of Indonesia. Therefore, this study aims to determine the quality of assessment center methodology in Indonesia. Then, the result is compared to a prior benchmarking of the BACDi-instrument. The results indicate no differences between Indonesian and German assessment centers' overall development and post-processing quality phases. The difference between Indonesian and German assessment centers was found in conduction quality. The assessment center practice has to consider the context of other aspects that could lead to its methodology improvement in future practice. This study is the first detailed and standardized representation of assessment center methodology quality that adequately explains every phase within the assessment center in Indonesia, and more widely, is discussed.