Sri Annisa

In the digitalization era, banks strive to implement digital transformations; digital culture, competence, and leadership become essential factors to advance the company’s digitalization. Digital transformation is indispensable in improving employee performance amidst rapid digital advancements, helping companies stay competitive and avoid falling behind fintech and banking rivals. The study aims to examine the influence of digital transformations on banking employee performance in Indonesia, targeting state-owned banks. Primary data were gathered through questionnaires involving 100 participants. Data analysis employed partial least squares structural equation modeling (PLS-SEM) to assess the influence of independent on dependent and mediating variables. The results demonstrate that digital culture (p < 0.05), digital competency (p < 0.05), and digital leadership (p < 0.05) positively and significantly influence employee performance. Self-efficacy does not function as a substantial mediating variable between digital culture (p > 0.05) or digital competence (p > 0.05) and employee performance. However, self-efficacy is a crucial mediating variable connecting digital leadership to employee success (p < 0.05). The study demonstrates that digital transformation in terms of culture, competence, and leadership can improve performance. Self-efficacy is able to mediate the effect of digital leadership on employee performance but fails to affect the influence of digital culture and digital capabilities on the performance of banking employees.

Acknowledgment
The authors thank Universitas Sumatera Utara, especially the Research Institute, for their support. Acknowledgments are also expressed to the Kementerian Pendidikan dan Riset through the DRTPM program (number: 92/UN5.4.10.S/PPM/KP-DRTPM/2024), which has provided intellectual and financial assistance. The authors would also like to thank the Management Science Study Program, Universitas Sumatera Utara.

Type of the article: Research Article

Abstract
Stress is a significant issue affecting employee productivity worldwide. This is especially true for banking employees who are famous for their high workload and pressure. The study seeks to determine how stress management initiatives influence work-life balance and self-efficacy, and how these elements jointly drive employee performance. The research was conducted between December 2024 and January 2025, employing a quantitative research design. The population consisted of employees working in Indonesian State-Owned Enterprise banks. Data for this study were obtained using interval-scale questionnaires and processed through Structural Equation Modeling (SEM) with the assistance of SmartPLS 4. The results demonstrated that both work-life balance and self-efficacy exerted a positive and statistically significant impact on employee performance (p < 0.05). Moreover, a significant positive association was found between work-life balance and self-efficacy (p < 0.05), emphasizing its role in cultivating employees’ confidence and competence. Self-efficacy also acted as a mediating variable linking work-life balance to performance (p < 0.05). Collectively, these findings highlight that effective stress management contributes to improved employee outcomes. Within the banking sector, fostering work-life balance is a vital strategy to minimize stress and enhance performance, while strengthening self-efficacy amplifies these benefits. The mediating role of self-efficacy highlights its contribution in translating balanced work-life conditions into higher performance. Therefore, organizations experiencing high stress and turnover rates are encouraged to integrate work-life balance programs and self-efficacy development into their employee management strategies.

Acknowledgment
The author expresses sincere gratitude to Universitas Sumatera Utara, particularly the Research Institute, for their invaluable support throughout this study. Appreciation is also extended to the Ministry of Higher Education, Science and Technology through the DPPM program (number: 82/UN5.4.10.K/PT.01.03/KP-DPPM/2025), which has provided intellectual and financial assistance. 

Type of the article: Research Article

Abstract
The entry of Generation Z into organizations brings new expectations regarding how performance is defined in the workplace. Performance is no longer assessed solely on results, but also on alignment with values, psychological well-being, and preferences, thus requiring adjustments in performance management practices. This study aims to analyze the influence of employee preferences, work styles, organizational culture, and mental health on the performance of Generation Z employees in startup companies. A quantitative approach was employed using primary data collected through questionnaires distributed to 160 Generation Z employees working in startup companies in Medan City, Indonesia, selected through purposive sampling. Data were analyzed using structural equation modeling (SEM) to test both direct and indirect relationships. The results show that work preferences (p = 0.000), work style (p = 0.002), and organizational culture (p = 0.000) have a positive and significant effect on the performance of Generation Z. In addition, work preferences (p = 0.000), work style (p = 0.000), and organizational culture (p = 0.008) also have a significant effect on mental health, while mental health has a significant effect on performance (p = 0.004). Mental health was found to mediate the influence of work preferences (p = 0.017) and work style (p = 0.018) on performance but did not mediate the influence of organizational culture on performance (p = 0.058). This study contributes novelty by demonstrating that mental health functions as a selective mediator in shaping Generation Z performance in startup settings, thereby enriching theoretical perspectives on young employee performance formation.