The Effect of Work Stress and Work Values on Turnover Intention of Generation Z Employees in Call Center Company (Case Study of PT ABC in Java, Indonesia)

: A various of previous research have found that different generation has a positive and negative traits. Generation Z is a generation that born between 1995 and 2012. Generation Z have distinct qualities including the need for convenience, are watchful and worried about their emotional, physical, and financial safety, and also have a realistic view of the importance of their profession. There has been found a high turnover rate of the Generation Z. Employees in a call center interact with customers over the phone or through other technological devices. Because of the constant interaction with angry customers seeking information, support, and help, working at a call center can be difficult. This exposes the customer service representative to a range of stressful circumstances and negative feelings. The employees experience work related stress and are emotionally exhausted, and tend to express themselves by increasing their intention to leave the company. The main issues in many call centers include a high employee turnover rate, which is believed to be as high as 40% annually also it is believed that many contact centers face is a high employee turnover rate that is higher than any other industries.


INTRODUCTION
Based on Indonesia's population census data in 2018, 67.6 % of the Indonesian population is in production age, which is between 15 -64 years old, while Indonesian population census in 2020 found that 27.94% of the total population or 74.93 million people in Indonesia is Gen Z (Jayani, 2021). Generation Z is an individual that born between 1995 and 2012 (Francis & Hoefel, 2018). Previous research revealed that each different generation has positive and negative traits that affect job outcomes (Yu, et al., 2022). Wingard (2021) found that a high percentage of Generation Z are intent to switch and quit the job. A research findings by Deloitte (2019), found that the reported turnover rate in Indonesia was increased to more than 10% after Generation Z entered the workforce. A call center is a type of workplace where employees connect with consumers via the phone or through other computer based technologies (Doellgastt & O'Brady, 2020). The activities is focused on receiving calls from consumers who contact the call center

Turnover Intention
Based on Mobley (2011) Turnover Intention is a cause derives from employees intention to freely quit their jobs and move to other jobs in accordance to their own desire (Mobley W. H., 2011). Based on Agustina, (2022) explained that there are three Indicators of turnover intention, those are: A

. Thinking and Intention of Quitting
The emergence of dissatisfaction felt by the employees that causing the employees to think to leave the job B. Intention to Find a New Job The desires of the employees to find a new job Several factors were found affecting turnover intention in many previous researches, some of them are: A. Work Stress Definition used in this study is work stress is defined as a negative reaction that individuals have to undue expectations and demands placed on them at work. People may experience work stress as a reaction when their knowledge and abilities Defines organizational commitment as a personal force that opposes one's participation in a specific organization, which is typically characterized by at least three factors: (1) a strong commitment to upholding the organization's goals and principles; (2) a strong willingness to put forth all possible effort on its behalf; and (3) a strong desire to keep one's membership in the organization (Santoso, Sitompul, & Budiatmanto, 2018). A study conducted by Budiman & Tan (2022) found that organizational commitment have an effect on turnover intention for Generation Z employees.

C. Work Values
The definition used in this study is work values described as a person's overall work goals and the characteristics of a job that are crucial to that person's job satisfaction . A study of Hanaty (2022) found that there is a significant effect of workplace values on turnover intention of Generation Z.

D. Employee Engagement
Employee engagement is demonstrated in the way that they behave emotionally, cognitively, and physically. Employee commitment to their performance role and dedication to the job at hand.

E. Job Satisfaction
Job satisfaction is characterized as a sense of personal accomplishment and success. Most people agree that it has a significant effect on both personal and professional well-being as well as productivity and performance at work. Worker satisfaction is defined as enjoying one's work, performing it effectively, and receiving recognition for one's efforts (Dziuba, Ingaldi, & Zhuravskaya, 2020). A study conducted by Dhoundiyal, Soni, & Kumari (2022) found that job satisfaction have a significant effect on turnover intention amongst Generation Z employees in Mumbai.

Generation Z
Generation Z, or those born between 1995 and 2010, are real digital natives who have grown up with the internet, social media, and mobile technology (Francis & Hoefel, 2018). There are different behaviors and values in each generation (Gaan & Shin, 2022).Gen Z members place a higher emphasis on soft skills than on hard abilities when considering the factors that they see as crucial for the advancement of their professional lives. This trait is driven by Generation Z's need for a flexible work schedule, which we identify with the dynamic and globalized environment in which this generation was raised and now lives (Racolta-Paina & Irini, 2021). Due to the quickening pace of changes, Gen Z's behavior shows a lack of organizational identity and suggests that the generation does not prioritize long devotion to companies (Gaan & Shin, 2022).

METHODOLOGY
This research was made using a quantitative method and a purposive, non probability sampling that had been conducted in April 2023 in PT ABC in Java. The sample are Generation Z who are working in call center in PT ABC. Based on Bryman (2012) quantitative is a research method that prioritizing quantitative numerical in collecting and analyzing data (Xueting, 2022  Based on the regression results above, the regression model obtained is as follows : Turnover intention = 3.240 -0.462 (X1) + 0.546 (X2) A constant value of 3.240 means that there is a constant increase in turnover intention of 3.240 regardless of the value of work value and work stress. If it is assumed that work value and work stress are 0, then a purchase decision is 3.240 The work value variable has a Tvalue of -7.086 and a significance of 0.000 so that the significance value is less than 0.05, so that there is a significant partial effect of the work value variable on turnover intention. The regression coefficient value is -0.462 indicating a negative effect, meaning that the higher the work value, the lower the turnover intention and vice versa. The coefficient value indicates that turnover intention will decrease by 0.462 units for every one unit incirease in work value.The work stress variable has a T value of 10.491 and a significance of 0.000. If the significance value is less than 0.05 it indicates that there is a significant partial effect of the work stress variable on turnover intention. The regression coefficient value of 0.546 indicates a positive effect, meaning that the higher the work stress, the higher the turnover intention and vice versa. The coefficient value also means that turnover intention will increase by 0.546 units for every one unit increase in work stress.  Table 7.  If it is assumed that each dimension has a value of 0, then the turnover intention would be 30.280. in the work value variable there are leisure, intrinsic, altruistic and extrinsic dimensions are not affect turnover intention, while in the work stress variable there are job demand and role demand are not affect turnover intention. There is one dimension in the work value is obtained that influences turnover intention, it is social dimension. The social dimension has a tcount of -2.248 and a significance of 0.025, it has significance value less than 0.05 meaning that there is a partial effect of the social dimension on turnover intention. The regression coefficient value of -0.202 indicates a negative effect, meaning that the higher the social, the lower the turnover intention and vice versa. There are two dimensions of work stress influence turnover intention. First, it is the organization structure dimension. The organization structure dimension has a tvalue of 2.548 and a significance of 0.011 so that the significance value is less than 0.05, meaning it has a significant partial effect of the organization structure dimension on turnover intention. The regression coefficient value of 0.202 indicates a positive influence, meaning that the higher the dimensions of the organization structure, the turnover intention will increase and vice versa. This coefficient value also means that turnover intention will increase by 0.202 units for every oneunit increase in the organization structure dimension. Second dimension of work stress that influences turnover intention is leadership attitude dimension. It has tcount value of 2.643 and a significance of 0.009 so that the significance value is less than 0.05, meaning that there is a partially significant effect of the leadership attitude on turnover intention. The regression coefficient value of 0.147 indicates a positive influence, meaning that the higher the leadership attitude dimension, the turnover intention will increase by 0.147 units for every oneunit increase in the leadership attitude dimension. Table 8.

F -Test for Each Dimensions
There is an effect between each independent variable if the Fcount value is greater than the F -table and the significance is less than 0.05. the Fcount is 22.671 and the significance is 0.000 so the significance is less than 0.05 meaning that there is a simultaneous effect of leisure, intrinsic, altruistic, social, extrinsic, job demand, role demand, organization structure and leadership attitude on turnover intention. The result of the coefficient of determination above is 0.422 which can be said to be leisure, intrinsic, altruistic, social, extrinsic, job demand, role demand can affect turnover intention by 42.2% while the remaining 57.8% is influenced by variables which are not the focus of this research

4) Examination of Hypothesis 1. Work Value affects Turnover Intention of Generation Z Employee in PT ABC in Java
Based on the Ttest result of the work value variable it has significance value of 0.000 meaning that if the significance value is less than 0.05 it indicates that there is a significant effect of work stress variable on turnover intention. The hypothesis is proven and accepted that there is an effect of work value on turnover intention.

Work Stress affects Turnover Intention of Generation Z Employee in PT ABC in Java
Based on the Ttest result of the work stress variable it has significance value of 0.000 meaning that if the significance value is less than 0.05 it indicates that there is a significant effect of work value variable on turnover intention. The hypothesis is proven and accepted that there is an effect of work stress on turnover intention

Work Value and Work Stress affects Turnover Intention of Generation Z Employee in PT ABC in Java
Based on the Ftest result of both variables, it has significance value of 0.000 meaning that if the significance value is less than 0.05 it indicates that there are simultaneous effect of both variables on turnover intention. The hypothesis is proven and accepted that both variables simultaneously affecting turnover intention

5) Discussion 1. Work Value affect Turnover Intention of Generation Z Employee in Call Center PT ABC in Java
In the context of turnover intention, work value had been discovered to have an impact on turnover intention, particularly in Generation Z. The social and cohort views are the two ways to look at the work values from a generational cohort. A generation is produced by people who have shared historical experiences in the terms of the social and economic contexts that have changed values, lifestyle, skills and organizational structure ( Hartijasti, 2021). This in line with the theory of social forces. While from the cohort perspective, a generation is a group of people who share the same year of birth and show meaningfully similiar views or behaviors that can be seen and assessed (Rafiki & Hartijasti, 2021). A signficance imbalance between an employees work value and the organization's value can cause discontent, decreased in commitment and raise the likelihood in turnover intention (Rafiki & Hartijasti, 2021). Work value itself is defined as an individuals overarching professional objectives and the qualities of a position that are essential to that individual's job satisfaction . This research also in accordance with the previous research by Hanaty (2022), found that work values of Generation Z have an impact on the desire to leave the job (Hanaty, 2022).

Work Stress affect Turnover Intention of Generation Z Employee in Call Center PT ABC in Java
People experience more pressure to fulfill the increasing requirements in their line of employment. These pressure come from both of individuals personal life and job environment. Individual feels stress as a result of these many expectations. A person's stress level might increase for a variety of reasons, in this research we can see in the table 4.21, the highest reasons of employees feel stressed in the work is because of ambiguity of structures in the organization , proven by the mean value of 4.04 and and a significance of 0.011 so that the significance value is less than 0.05, so that there is a significant partial effect of the organization structure dimension variable on turnover intention. This indicating that the main reason employees look for alternative companies to work for is because of unfavorable work circumstances. Employees feel dissatisfied with the lack of information they receive about their roles within the company will feel uncertain about their ability to complete their work, which will result in negative feelings and could convince them to leave their job (Azzahra, Ilmi, & Wijaya, 2021) Next, is followed by leadership attitude proven by the mean score of 3.76 and the significance of 0.009 so that the significance value is less than 0.05, meaning that there is a partially significant effect of the leadeship attitude dimension variable on turnover intention. In every company leaders must take the following actions (Sudiantini & Saputra, 2022): 1. The ability to motivate Providing motives to work with great diligence in order to achieve company's goals 2. The ability to control emotions Able to control emotions to avoid dissatisfaction 3. The ability to communicate and listen Able to effectively communicate and listen to others If the leader can do the the following abilities above then a numbers of things will be created in the employees such as trust and loyalty and can lower the likelihood of the of the turnover (Widodo, 2023). Otherwise, all the situations above might leave the person feeling mentally and physically spent. The reactions to external demands is stress (Sumrahadi, Azis, Kania, Respati, & Rahmdhanty, 2019). Employees who are under a lot of stress at work may become sick, demotivated, less productive, and less safe. Stress at work also boosts intentions for employee turnover (Zunaidah, Nengyanti, & Hadjri, 2019). The explanations above in relation with the Generation Z is there is a previous research of Sin, Liu, Fong, & Law (2022) found in an interview that work stress is a factor that increasing the intention to turnover.

What Causing the Generation Z Employee to leave the workplace and looking for a new one?
This phenomenon is supported by the previous research of Hanaty (2022), found that one of five dimensions that affect turnover intention is social dimension, this related to the theory of Generation Z in many researchs. According to Twenge (2010), social values have to with how individual interacts with coworkers, supervisors and other individuals in the workplace. People who are accustomed to working on group projects and giving presentations are more inclined to place emphasis on the social aspects of the jobs, such as favoring friendly coworkers or an enjoyable workplace. They prefer a stimulating work atmosphere where they can discuss ideas with their colleagues. They enjoy working environments where there is a positive atmosphere, such as good interpersonal and professional relationships with coworkers who have the opportunity to learn and find new stimuli as well as to ask them questions and express doubts. Additionally, they like having good ties with their managers and anticipate frequent feedback and open lines of communication from them (Havlicek, Domeova, & Hlavaty, 2018). Twenge's theory is supported by Agarwal, Vaghela (2018) found that Generation Z prioritize a social relationship between coworkers, prefer to collaborate and participate together among coworker in finishing task (Hanaty, 2022) The organizational structure demonstrates the framework and link between fixed pattern embodiments, varied roles, components or people with varied employment positions, levels of authority and responsibilities. It serves as a tool to help management accomplish its objective. Members of an organization can be significantly impacted by its structure. A previous research shows there is a significant effect with turnover intention related to organizational structure. This indicating that the main reason employees look for alternative companies to work for is because of unfavorable work circumstances. Employees feel dissatisfied with the lack of information they receive about their roles within the company will feel uncertain about their ability to complete their work, which will result in negative feelings and could convince them to leave their job (Azzahra, Ilmi, & Wijaya, 2021). Another reason is a changes of the organizational structure proven have an effect to turnover intention (Subrata & Tamrin, 2018). One of the change in the company's structure is in the form of downsizing, it increased benefits, bonus and site allowances. It also have a significant impact on raising employee's compensation. Downsizing has a significant impact on the turnover intention and resignation, due to it disturbs employee's harmony. Employees feel the need to leave for a safe and secure position as a result of unclear status, demotion and anxiety over waiting his turn to quit next (Subrata & Tamrin, 2018 , it will leads to low turnover intention in the job (Thakur & Dr. Verma, 2020). The theory of social exchange could be explain to this phenomenon. According to the theory, leaders and employee exchange resources through a series of interaction procedures that could involve material or intangible goods, leading to the creation of responsibilities (Gaan & Shin, 2022). According to the social exchange theory, the employee's perception of the leader's capacity for mutually beneficial personal and professional interaction can predict withdrawal behavior or intention to leave the work (Gaan & Shin, 2022).

Business Solution
Based on this research analysis, using indicators and dimensions on the influential variables, it is discovered that social dimensions, unclear structures and leadership style are the factors that have the most effect on turnover intention. The author propose programs and initiatives based on the results mentioned above that aim to lessen the impact of variables on turnover intention such as team building, intergroup interaction, role clarity and lastly, leadership development.

1) High Involvement Organizational
Creating a digital program called ABCheers. ABCheers is a platform designed and facilitated for the employees encouraged by the company to communicate and share their opinions related to the work. Using this method helps to foster a collaboration, communication and innovation for the employees

2) Team Building and Intergroup
The proposed team building is personalitybased team building and activity based team building. Personality based team building is chosen in order to enchance communication skills amongst employees and expects them to respect and understand one another, also it's selected to improve group cohesion and efficiency. There are various games that can be selected to test the personality between employees such as MBTI and the games are made by combined personality differences between employees. While the selected program for intergroup interaction is activity based team building. The activity require participants to solve problems, take on variety of roles and face challenges. It is chosen in order to foster harmony, interaction between groups while getting to know each employee better.

3) Role Clarity
Role clarity is defined as the level of understanding an employee is related to the extent of his role expected by the company in carrying out his work (Khusnah & Anugraini, 2022). The role clarity is in form of :