Y Generation upholds flexibility in work, therefore work-life balance becomes particular factor that affect attitude of Y generation employees in the organization. Job engagement is a psychological factor that makes employees emotionally attached to their work in order to produce performance and high commitment. A good quality of work-life balance reduces the sum of turnover intention; therefore, organization should avoid problems involving turnover intention. The objective of this study was to examine and analyze the influence of work-life balance toward job engagement and turnover intention of Y generation employees in the city of Bandung, West Java-Indonesia. Respondents used in this study were 190 employees from various fields of work. The data analysis of this study used simple linear regression, with validity and reliability test for data quality test. The results of this study show there is no effect of work-life balance on job engagement; however, it was found there is an effect of work-life balance toward turnover intention. One of managerial implications from the research results that have been proposed is that the company should provide work time and paid leave for employees in accordance with applicable government regulations and should not impose overtime on employees, however the company should consider adding to the number of new employees, therefore work can be completed on target without placing more strain on existing employees.

The primary objective of this study is to investigate the relationship between Human Resources Management Practices (HRMP) and Job Engagement with mediating role of Psycho-logical Capital (PsyCap) in Telecommunications companies in Jordan (Zain, Orange, Umniah). The researcher relied on descriptive analytical method to analyze and classify the data to achieve the objectives of the study and to identify the variables of the study. A total of (270) questionnaires are sent out to the top and middle management of Jordanian telecom companies in Amman (Zain, Orange, Umniah), 9 questionnaires are excluded, as they were not valid for statistical analysis. The number of questionnaires analyzed are 261 (96.7%). The results showed that there was an impact of the dimensions (Jobs analysis and description, Selection and recruitment, Training, Performance appraisal) on Job Engagement and Psychological Capital. Also, the results indicate an impact of Psychological Capital on Job Engagement and there is a partial impact of the Psychological Capital, that is, there is an impact of Human Resources Management Practices through the moderator variable (Psychological Capital).

Life satisfaction is an emerging intervening mechanism to explain the effect of work experiences on organizational performance. However, the mechanism has been largely ignored in the management field. The results of this study increase our understanding of how an organizational culture that embraces spiritual leadership and engages the spiritual well-being and life satisfaction needs of em-ployees can help alleviate the symptoms of job burnout. The purpose of this study was to examine how life satisfaction, working in combination with spiritual well-being, influences the relationship between spiritual leadership and job burnout. This study was an explanatory research exploration of the causal relationship between spiritual leadership and job burnout. Research results confirmed that supervisory support, as measured through spiritual leadership, inversely influenced job burnout, as measured through worker exhaustion. Additionally, results revealed that the intervening, serial ef-fect of spiritual well-being and life satisfaction on job burnout was significant. Moreover, results revealed that employees’ life satisfaction fully mediated the relationship with employee vigor while partially mediating that with employee exhaustion.