The Effect of Generation Z Competencies and Work Culture on Employee Productivity at CV. Sinar Mojokerto

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FORMOSA NEWS - Riau - Decoding Gen Z: How Competence and Work Culture Drive Printing Industry Productivity. Generation Z's workplace dynamics were analyzed in a 2026 study by researchers Totok Yulaidin, Nanang Andhiyan Mergining Mei, Ariani Alvi Anita, and Octavia Refriyanti from Universitas Bina Sehat PPNI Mojokerto. Published in the Asian Journal of Management Analytics, the investigation evaluated how professional competence and tailored organizational environments influence workforce productivity at CV. Sinar Mojokerto, a major digital printing enterprise in East Java, Indonesia. The findings demonstrate that aligning workplace culture with the behavioral traits of younger employees combined with targeted skills development explains nearly three-quarters of the variation in employee productivity. This research highlights why modern businesses must adapt legacy operational frameworks to succeed in an increasingly digital commercial landscape.

Background: The Evolving Workplace and Generation Z
Rapid digitalization across the global economy has forced traditional businesses to update their operational models and talent acquisition strategies. Digital printing firms, which rely heavily on sophisticated computer software and modern machinery, depend on tech-savvy personnel to maintain output quality and operational efficiency. Consequently, companies are employing higher proportions of Generation Z workers individuals born from the mid-1990s through the early 2010s. While Generation Z brings high digital literacy and natural adaptability to the workforce, managers often encounter distinct behavioral characteristics compared to older generations. Gen Z employees frequently prioritize inclusive decision-making, transparent communication, practical career development, and flexible work environments. Understanding how to align organizational culture with these preferences while building core technical skills has become a critical challenge for corporate leadership.

Methodology: Quantifying Workforce Dynamics
To measure these factors, the research team implemented a quantitative research design utilizing a total sampling approach. The study surveyed all 60 employees at CV. Sinar Mojokerto, capturing data across leadership, administrative, graphic design, and frontline production roles. The researchers collected primary data through structured questionnaires evaluating three core variables: employee competence ($X_1$), Generation Z work culture ($X_2$), and workforce productivity ($Y$).

• Employee Competence was measured using indicators of technical knowledge, practical skills, and professional workplace attitudes.
  
• Generation Z Work Culture was assessed through metrics covering discipline, work ethic, collaborative teamwork, and adherence to standard operating procedures (SOPs).
  
• Work Productivity was measured by evaluating task efficiency, output quality, problem-solving capability, and commitment to self-development.
  

The dataset underwent rigorous validity and reliability testing (achieving a Cronbach's Alpha of $0.974$) before evaluation through linear and multiple regression statistical models.

Key Findings: Culture Outweighs Raw Skill
The statistical analysis revealed that both employee competence and a Gen Z-tailored work culture exert a direct, positive impact on workplace performance.

• Individual Impact of Competence: Employee competence significantly increases productivity ($t = 5.269, p < 0.001$), confirming that technical proficiency and job knowledge are essential for operating advanced digital printing equipment.
  
• Individual Impact of Culture: Generation Z work culture also yields a significant positive effect on productivity ($t = 5.859, p < 0.001$). Notably, work culture exhibited a higher standardized beta coefficient ($\beta = 0.504$) than competence ($\beta = 0.453$), indicating that the work environment plays an even larger role in driving performance than individual technical skill alone.
  
• Simultaneous Effect: Together, competence and Gen Z work culture account for $74.7\%$ of the total variance in employee productivity ($R^2 = 0.747, F = 84.156$). The remaining $25.3\%$ is influenced by external operational and organizational factors.
  

Industry Implications and Real-World Impact
These findings provide actionable guidance for modern business leaders, industrial managers, and human resource directors navigating generational shifts in the workplace. For commercial enterprises relying on digital technologies, technical training alone is insufficient to maximize output. To fully unlock the potential of younger workers, management strategies must focus on fostering open dialogue, supporting collaborative team structures, and establishing clear growth pathways. Organizations that successfully integrate these cultural elements while offering structured skills development are far better positioned to improve operational efficiency, retain top talent, and maintain a competitive market presence.

Author Profiles
Totok Yulaidin, M.M. is a faculty member and researcher at Universitas Bina Sehat PPNI Mojokerto, specializing in human resource management, organizational behavior, and operational management.
Nanang Andhiyan Mergining Mei, M.M. serves as an academic researcher at Universitas Bina Sehat PPNI Mojokerto, focusing on business administration, management analytics, and strategic workforce development.
Ariani Alvi Anita, M.M. is a researcher at Universitas Bina Sehat PPNI Mojokerto with expertise in organizational culture, employee performance metrics, and enterprise optimization.
Octavia Refriyanti, M.M. is an academic contributor at Universitas Bina Sehat PPNI Mojokerto, specializing in industrial relations, management strategy, and digital business transformation.

Source
Totok Yulaidin, Nanang Andhiyan Mergining Mei, Ariani Alvi Anita, Octavia Refriyanti. The Effect of Generation Z Competencies and Work Culture on Employee Productivity at CV. Sinar Mojokerto. Asian Journal of Management Analytics (AJMA). Vol. 5, No. 3 2026 Hal 649-658
DOI: https://doi.org/10.55927/ajma.v5i3.16741
URL:  https://journal.formosapublisher.org/index.php/ajma