Penelitian ini bertujuan untuk menganalisis pengaruh Empowering Leadership, Kerja Lembur, dan Insentif Lembur terhadap Kepuasan Karyawan Generasi Z di PT Era Abadi Santosa (Easga Indonesia) dengan Kesehatan Mental Karyawan sebagai variabel mediasi. Penelitian ini dilatarbelakangi oleh tingkat turnover karyawan yang fluktuatif dalam tiga tahun terakhir dan meningkatnya tantangan dalam mengelola karyawan Gen Z. Metode penelitian yang digunakan adalah kuantitatif dengan pendekatan Structural Equation Modeling (SEM) melalui AMOS. Jumlah responden sebanyak 156 orang yang dipilih dengan teknik purposive sampling. Hasil penelitian menunjukkan bahwa empowering leadership tidak berpengaruh signifikan terhadap kesehatan mental, namun berpengaruh positif langsung terhadap kepuasan karyawan. Kerja lembur berpengaruh positif terhadap kesehatan mental namun berpengaruh negatif terhadap kepuasan. Insentif lembur tidak berpengaruh signifikan terhadap kesehatan mental, namun memiliki pengaruh positif langsung maupun tidak langsung terhadap kepuasan melalui kesehatan mental. Kesehatan mental terbukti berpengaruh kuat terhadap kepuasan karyawan dan memediasi pengaruh kerja lembur serta insentif lembur terhadap kepuasan kerja, tetapi tidak memediasi hubungan antara empowering leadership dan kepuasan. Hasil uji model menunjukkan bahwa model penelitian memiliki tingkat kelayakan yang baik. Temuan ini menunjukkan pentingnya pengelolaan kerja lembur dan insentif secara proporsional serta peran kesehatan mental sebagai penentu utama kepuasan karyawan Gen Z di perusahaan.
Kata Kunci: Empowering Leadership, Kerja Lembur, Insentif Lembur, Kesehatan Mental Karyawan, Kepuasan Karyawan, Gen Z, Structural Equation Modelling (SEM)

This study was conducted to analyze the influence of Empowering Leadership, Overtime Work, and Overtime Incentives on Job Satisfaction among Generation Z employees at PT Era Abadi Santosa (Easga Indonesia), with Employee Mental Health used as a mediating variable. The research was based on the employee turnover rate, which had been recorded as fluctuating over the past three years, along with the increasing challenges in managing Generation Z employees. A quantitative method was applied using the Structural Equation Modeling (SEM) approach with the AMOS software. A total of 100 respondents were selected using purposive sampling techniques. The results showed that empowering leadership had not been proven to significantly affect mental health, but it had been shown to directly and positively influence employee satisfaction. Overtime work was found to have a positive impact on mental health but a negative impact on job satisfaction. Meanwhile, overtime incentives were not found to significantly affect mental health but had shown a positive influence, both directly and indirectly, on satisfaction through mental health. Mental health had been proven to exert a strong influence on employee satisfaction and to mediate the relationship between overtime work and overtime incentives with job satisfaction, but it did not mediate the relationship between empowering leadership and satisfaction. The research model had been tested and was declared to meet the required model fit criteria. These findings highlighted the importance of managing overtime and incentives proportionally, as well as the central role of mental health in shaping Generation Z employee satisfaction within the company.
Keywords: Empowering Leadership, Overtime Work, Overtime Incentives, Employee Mental Health, Job Satisfaction, Generation Z, Structural Equation Modeling (SEM)