The millennials: Adversity intelligence and work engagement

Abstract

The industrial world is transforming towards the era of revolution 4.0 and society 5.0. In this era, digital technology is applied and becomes the center of human life. Demand that the millennial generation who currently dominates the job market in Indonesia have adversity intelligence so that they can be more engaged in their work and have a positive impact on company performance and development. This study aims to determine the relationship between adversity intelligence and work engagement in the millennial generation. Subjects in this study were 214 employees, aged 20-39 years who live in Yogyakarta and have worked at least one year. The data collection method in this study uses a Likert scale model. Data were collected using the Work Engagement Scale and the Adversity Intelligence Scale, by sending the scale via Google Form to respondents. The data analysis technique used is the product-moment correlation from Karl Pearson. Based on the data analysis, the correlation coefficient (R) was obtained for 0.820 (p <0.01). These results indicate that there is a very significant positive relationship between adversity intelligence and work engagement among millennial employees living in Yogyakarta. This study provides an overview of the level of work engagement and adversity intelligence for millennial generation employees, so as to increase the work engagement of millennial generation employees by increasing their adversity intelligence.

Construction analysis of predictor variables that explain labor turnover problems among millennials employees

“…Adversity Quotient is generally widely used as an indicator to assess the process of work activities or measure how employees overcome problems in their work domain as well as assess their endurance and in facing challenges to achieve an achievement (Mahardiana et al, 2022). The results of the GATB assessment analysis as shown in the table show that millennial employees' AQ is relatively low, millennial employees lack a calm attitude and give up easily, and according to research (Prahara et al, 2020), millennial employees with intelligence or AQ that tends to be low are easy to find alternative solutions to work problems that are seen as difficult by looking for another job.…”

“…Baumruk and Gorman (Skelton et al, 2020), suggest that one of the aspects that contribute to the turnover rate in millennial employees is the low level of employee engagement and sense of belonging. High employee engagement and a sense of belonging to the company can influence employees in doing every job task that is their responsibility in quality (Prahara et al, 2020) and can prevent the emergence of the desire to leave work (Shari et al, 2022). Both psychological conditions can be built from several aspects, such as the management system, the work environment, as well as the employee's psychological conditions such as work adjustment, and employee characteristics such as adversity quotient or fighting power (Neuenschwander & Hofmann, 2022).…”