Talent and Organizational Support in Enhancing Quality of Work Life (QWL) Among the New Generation Workforce: Strategic Implications in the Digital Age

Abstract

Employee engagement is widely recognized as a strategic enabler of sustainable organizational performance, particularly in a workforce characterized by generational shifts and digital transformation. This study focuses on the influence of Quality of Work Life (QWL) on the new generation workforce, highlighting critical elements such as work-life balance, career development, leadership support, psychological well-being, and hybrid work structures. Drawing from the Job Demands-Resources (JD-R) and Social Exchange Theory (SET), the analysis uncovers how talent development and organizational support foster higher levels of emotional and behavioral commitment. Key findings underscore that organizations prioritizing inclusive leadership, flexible work arrangements, and tailored career pathways significantly enhance QWL and, in turn, employee engagement. The study offers insights into mitigating challenges such as digital burnout, disengagement, and attrition. Practical recommendations include the integration of mental health initiatives, agile leadership models, and strategic talent frameworks. These approaches aim to align QWL strategies with evolving workforce expectations, driving long-term productivity and retention.