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

Abstract

AbstractThis 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.

Keywords

• Green human resource management
• millennial employees
• employee retention
• social exchange theory
• job expectations
• self-efficacy