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Abstract

Purpose: This study investigates the relationships between family communication patterns, Organizational culture, work ethic, and professional performance within the frameworks of social cognitive theory and theory of planned behavior.


Research Method: Employing a quantitative cross-sectional approach, with 311 respondents. The research analyzes data from participants to test six hypotheses by using SEM-PLS and SMART PLS software.


Results and Discussion: The results prove that it significantly enhances both work ethic and professional performance, with work ethic as a key mediator. These findings extend prior literature by focusing on subjective performance perceptions, highlighting cultural influences, particularly in collectivist contexts, and challenging traditional models of work-family facilitation. The study's novelty lies in integrating those theories to explain these dynamics, offering fresh insights into how personal and environmental factors shape workplace outcomes.


Implications: The results suggest integrating family support and work ethic development into organizational policies to boost employee performance, alongside conflict resolution strategies to manage dual commitments.


Originality: The originality of this research lies in the integration of three domains that have previously been studied largely separately, namely Family Communication Patterns (Koerner & Fitzpatrick, 2002; Schrodt et al., 2008), Work Ethic (Miller & Smith, 2019; Weber & Seron, 2019), and Employee Performance (Borman & Motowidlo, 1997) into a single model mediated by organizational culture among Generation Z employees in Indonesia.

Keywords

family communication professional performance work ethic organization culture generation z

Article Details

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This work is licensed under a Creative Commons Attribution 4.0 International License.

How to Cite
Septiawan, B., Zulkarnain, Z., & Nik Haryanti. (2026). Unpacking the Impact of Family Communication Patterns on Gen Z Professional Performance, Mediated by Work Ethic and Moderated by Organizational Culture. Advances in Human Resource Management Research, 4(3), 385–403. https://doi.org/10.60079/ahrmr.v4i3.802
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