South Asian Journal of Social Studies and Economics

This study examines the influence of organisational support and transformational leadership on career maturity, with career commitment as a moderating variable, among Millennial and Generation Z employees in public-sector organisations under the West Nusa Tenggara Provincial Government. An associative quantitative design was used to test a conceptual model integrating the four constructs. Data were collected from 150 respondents through an online questionnaire administered using Google Forms and measured on a five-point Likert scale. The data were analysed using SmartPLS Version 3.0. The results show that organisational support had a positive and significant effect on career maturity (β = 0.367, t = 3.252, p = 0.001), while transformational leadership also had a positive and significant effect (β = 0.486, t = 4.999, p < 0.001). Career commitment positively moderated the relationship between organisational support and career maturity (β = 0.120, t = 1.995, p = 0.047) and the relationship between transformational leadership and career maturity (β = 0.084, t = 2.005, p = 0.045). The model explained 87% of the variance in career maturity. These findings indicate that supportive organisational practices and transformational leadership are associated with stronger career maturity, particularly when employees demonstrate high career commitment. The study provides an integrated perspective on organisational and individual factors relevant to the career development of younger public-sector employees.