Analyzing the Impact of Work Autonomy and Work-Life Balance on Employer Attractiveness for Generation Z Professionals

  • Falih Arif Arrazzaq Putra Department of Management, Institut Teknologi & Bisnis Asia, Malang, Indonesia
  • Ahmad Nizar Yogatama Department of Management, Institut Teknologi & Bisnis Asia, Malang, Indonesia
Keywords: Work Autonomy, Work-Life Balance, Employer Attractiveness, Generation Z, PLS-SEM

Abstract

Generation Z’s entry into the labour market has redefined the criteria by which professionals evaluate prospective employers, making autonomy and work-life balance central to organizational appeal. Drawing on Self-Determination Theory, a quantitative, cross-sectional survey was administered through LinkedIn to 124 purposively selected respondents from state-owned enterprises, private firms, academia, and industry; 28 non-working fresh graduates were excluded from the initial 152 responses. Data were analysed using Partial Least Squares Structural Equation Modelling (SmartPLS 4). All retained constructs demonstrated adequate reliability and validity (AVE > 0.50; composite reliability > 0.80), and model fit was acceptable (SRMR = 0.088). Work Autonomy significantly influenced Employer Attractiveness (β = 0.535, p = 0.001) and Work-Life Balance (β = 0.489, p = 0.001), while Work-Life Balance predicted Employer Attractiveness (β = 0.234, p = 0.002) and partially mediated this indirect path (β = 0.115, p = 0.011). The model explained 46.3% of attractiveness variance. Findings suggest that employers should couple decision-making freedom with explicit mental-health and disconnect policies to attract Generation Z talent, particularly within Indonesia’s high power-distance context.

Keywords: Work Autonomy, Work-Life Balance, Employer Attractiveness, Generation Z, PLS-SEM.

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Published
2026-11-07
How to Cite
Putra, F. A. A., & Yogatama, A. N. (2026). Analyzing the Impact of Work Autonomy and Work-Life Balance on Employer Attractiveness for Generation Z Professionals. International Journal of Economics, Business and Innovation Research, 5(06), 3288-3305. https://doi.org/10.63922/ijebir.v5i06.7144