Influence of Work-Life Quality on Turnover Intention among Jakarta Millennials—Mediated by Organizational Commitment

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Volume 6

Number 1 : April 2023 [In Press] Article 3

4-10-2023

Influence of Work-Life Quality on Turnover Intention among Influence of Work-Life Quality on Turnover Intention among Jakarta Millennials—Mediated by Organizational Commitment Jakarta Millennials—Mediated by Organizational Commitment

Francesca Karjadidjaja Ms.

Faculty of Psychology Atma Jaya Catholic University, [email protected] Hana Panggabean

Universitas Katolik Indonesia Atma Jaya, [email protected]

Follow this and additional works at: https://scholarhub.ui.ac.id/proust Part of the Industrial and Organizational Psychology Commons Recommended Citation

Recommended Citation

Karjadidjaja, Francesca Ms. and Panggabean, Hana (2023) "Influence of Work-Life Quality on Turnover Intention among Jakarta Millennials—Mediated by Organizational Commitment," Psychological Research on Urban Society: Vol. 6: No. 1, Article 3.

DOI: 10.7454/proust.v6i1.1129

Available at: https://scholarhub.ui.ac.id/proust/vol6/iss1/3

This Original Research Paper is brought to you for free and open access by the Faculty of Psychology at UI Scholars Hub. It has been accepted for inclusion in Psychological Research on Urban Society by an authorized

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ORIGINAL RESEARCH PAPER

Influence of Work-Life Quality on Turnover Intention among Jakarta Millennials—Mediated by

Organizational Commitment

Psychological Research on Urban Society 2023, Vol. 6(1): 17-26

DOI: 10.7454/proust.v6i1.1129 proust.ui.ac.id

The behavioral intention of individuals who plan to leave their workplace is termed turnover intention (TI) (Bothma & Roodt, 2013; Robbins &

Judge, 2017). Although TIs are not an actual behavior of leaving an organization, it is still essential as it predicts an employee’s actual turnover action. Moreover, high TI is associated with high absenteeism, lower motivation to perform, negative work attitudes, and lower job satisfaction (Aamodt, 2010). Studies on TIs have repeatedly stated the level of quality of work-life (QWL) as one of the most influencing factors

(e.g., Kumar & Thomas, 2016; Mosadeghrad, 2013; Rifmawati & Suyasa, 2016) of employees’

decision to stay or quit their jobs. QWL is de- fined as employees’ perception of the quality of their general working environment (Walton, 1973). Much work on QWL has been done in various organizational contexts, such as healthcare, media, and manufacturing firms (e.g., Almalki et al., 2012; Yusoff et al., 2015; Rif- mawati & Suyasa, 2016), and with various group samples, including nurses, employees in a private university, information technology workers, and accountants (e.g., Ahmad, 2017; Almalki et al., 2012; Huang et al., 2007; Korunka et al., 2008). Another variable that is most often discussed when studying TI is organizational commitment (OC), which is the state of an employee supporting an organization and its goals and a strong desire to maintain membership in an organization, such as a willingness to spend more Corresponding Author:

Hana Panggabean

Faculty of Psychology Atma Jaya Catholic University of Indonesia

Jl. Jend. Sudirman No. 51, Jakarta, Indonesia Email: [email protected]

ORCID ID: https://orcid.org/0000-00002-2024-8009 Francesca Karjadidjaja¹ and Hana Panggabean¹*

1Faculty of Psychology, Atma Jaya Catholic University of Indonesia

Received: February 23rd, 2022 Revision Accepted: December 22nd, 2022

Abstract

The current workforce in organizations is heavily dominated by millennials, who have high turnover tendencies. Several studies have revealed a strong link between how urban millennials perceive their quality of work-life and their company loyalty. Furthermore, the level of organizational commitment (OC) has been consistently associated with employee turnover intentions (TI). Based on previous studies, OC serves as a mediating variable for the influence of quality of work-life (QWL) on TI. This study applies three online questionnaires—the QWL Evaluation Scale, the OC Questionnaire, and the Intention to Leave Scale. A convenience sampling technique is applied to sample 280 millennial employees (born from 1983 to 1998) in Jakarta. The data were analyzed with a regression-based mediation analysis method using PROCESS macro in SPSS. Our results reveal that the indirect effect of QWL on TI via affective and normative commitment is significant. It is also found that the mediating role of these two OC dimensions is partial. We recommend that retention strategies should be implemented to improve millennials’ OC.

Keywords

Urban Millennials, Organizational Commitment, Turnover Intention, Quality of Work-life e-ISSN 2615-8582

p-ISSN 2620-3960

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effort and having a sense of trust and acceptance of the values and goals of an organization (Kaunang et al., 2017; Luthans, 2011). The most frequently studied concept of OC is that in the study by Allen and Meyer (1990), who divided OC into the following three components: (1) affective commitment (AC), which is a commitment that is formed from emotional feelings and employee identification as part of an organization; (2) continuance commitment (CC), which is a commitment that arises from a person’s perception of losses (such as loss of benefits, compensation, and privileges); and (3) normative commitment (NC), which is a commitment that appears as a form of one’s obligation to the workplace, as well as a normative urge that being committed to the workplace is the right thing to do. Several studies on TI (Alzamel et al., 2020; Yusoff et al., 2015) have found that OC partially mediates the effect of QWL on TI. Alt- hough these studies have contributed valuable insights into determining factors influencing TI, none dealt with urban millennial turnover issues.

Indonesian millennials—people born from 1983 to 1998 (Utomo, 2019)—have been the spot- light of various urban settings (e.g., workplace, education) because of the shifting demographic population in big cities of Indonesia. Millennials in Indonesia comprise 50% of total permanent workers (Syaifudin & Andini, 2020), making them the dominating workforce in organizations. Millennials are widely recognized for their high productivity and creative contributions in workplaces. However, studies on Indonesian urban millennials have pointed out a high turnover rate, with an expected longest tenure of three years (Oeripto & Ichsan, 2019; Utomo, 2019). Millennials’ high level of turnover might have severe effects on an organization (Alzamel et al., 2020), such as hindering the leadership succession process, creating hurdles and disrup- tions in daily routine work, and decreasing productivity and employee satisfaction (Santoni

& Harahap, 2018). Organizations must gain insights into urban millennials’ TI and its determining factors. Several studies on urban millennials have focused on their working attitudes, such as job satisfaction and engagement. How- ever, those that focus on their TIs are limited (e.g., a case study by Sarang et al. (2019). There- fore, this study contributes to the literature on

millennial working attitudes by examining the determining factors of their TI.

Studies on millennials’ preferences have revealed that QWL is paramount for them as it serves as a central reference for their career decisions. This is especially true for Indonesian urban millennials as Utomo (2019) indicated that QWL features (e.g., relationship with peers and supervisor, development program, and wages) strongly influence their considerations to stay in their job. Following this line of thought, we put forward QWL as an antecedent of TI among urban millennials. Furthermore, our study was conducted during the COVID-19 pandemic, which had enormous consequences on individuals’ work lives. The characteristics of both urban millennials and the pandemic would lead to unique insights into the effects of QWL on TI and the mediating role of OC. The increased im- portance of organizational safety and health during pandemic times has made QWL one of the essential factors of TI. During the pandemic, some sectors in Indonesia needed to lay off their employees because of financial challenges. This has reduced the opportunities for millennials to get new jobs. Unlike previous findings (e.g., Al- zamel et al., 2020; Rostiana, 2017; Yussoff et al., 2015), we hypothesize that CC plays a significant role in the relationship between TI and QWL. The reason is that under this pandemic situation, staying with a current employer is more advantageous than leaving. The significant role of CC in turnover decisions during challenging economic conditions has also been con- firmed by Bothma (2011), who argued that during a challenging economic situation, employa- bility and labor market conditions are important predictors of employees’ decision to leave a company. Thus, our comprehensive theoretical model is that OC fully mediates the relationship between QWL and TI but not partially, as was found by a previous study (e.g., Alzamel et al., 2020; Rostiana, 2017; Yussoff et al., 2015). Hence, we focus on the effect of QWL on TI, mediated fully by OC, among millennials in Jakarta. We aim to obtain insights on key TI factors among Jakarta millennials to contribute to the limited studies on urban millennials' working attitude.

QWL and TI

The classical Walton’s (1973) understanding of

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19 Karjadidjaja & Panggabean

Psychological Research on Urban Society April 2023 | Vol. 6 | No. 1

QWL is explained through the eight dimensions that are used in this study—(1) adequate and fair compensation, (2) safe and healthy working conditions, (3) immediate opportunity to use and develop human capacities, (4) future opportunities for continued growth and security, (5) social integration in the work organization, (6) constitutionalism in the work organization, (7) work and the total life space, and (8) social rele- vance of work-life. Previous studies on Indone- sian organizational contexts have revealed that QWL is negatively correlated with TIs (Rifmawati & Suyasa, 2016). This means that the higher the QWL, the lower the turnover level.

OC and TI

Previous studies have stated that all the three dimensions of OC are significantly associated with TI, where AC and NC have the strongest and most consistent correlation with TI in the negative direction (Bonds, 2017; Prabowo, 2017).

In this sense, employees’ strong desire to remain part of an organization based on their emotional identity attachment, gain–loss perception, normative obligation, or all three results in lower TI and vice versa. AC and NC are also predictors of TI (Hadiyat et al., 2021). However, the effect of CC on TI is inconsistent. In several studies (e.g., Bonds, 2017; Prabowo, 2017), CC is found to cor- relate significantly with TI, yet in other studies, CC plays no role in the relationship between QWL and TI (e.g., Alzamel, et al., 2020; Rostiana, 2017; Yussoff et al., 2015).

Previous studies have repeatedly recognized that OC is related to QWL and TI. OC is posi- tively associated with QWL (Farid et al., 2014;

Tesla & Ithrees, 2018; Daud, 2010) and negatively correlated with TI (Hadiyat et al., 2020;

Prabowo, 2017). Accordingly, OC serves as a partial mediator in the relationship between QWL and TI (Alzamel et al., 2020; Rostiana, 2017), while AC and NC are significant predictors of TI (Yusoff et al., 2015).

We expect the findings of this study to be similar to those of previous studies. Studies on Indonesian urban millennials have concluded that they tend to emphasize their quality of life in an organization (e.g., creating opportunities, passion fulfillment, communication satisfaction with both colleagues and supervisors, and personal development opportunities) when consid-

ering whether to stay or leave a company (Faisal, 2017; Tan & Suherman, 2020; Devina &

Dwikardana, 2019; Utomo, 2019). Thus, QWL influences TI. However, the COVID-19 pandemic brought significant changes and has trans- formed work-life in unprecedented ways. As work-from-home has become customary, several QWL dimensions have weakened and are less relevant (e.g., work facilities, work total space, and social integration of workplace). However, some of the QWL aspects are still in demand and becoming increasingly important (e.g., adequate and fair compensation, safe and healthy working conditions, and future opportunities for continued growth and security). In this situation, QWL still has a reverse correlation with TI.

Here, the mediating role of OC is apparent as it affects the influence of the changes in work-life conditions on millennials’ TI. Individuals’ intention to leave depends on personal factors, such as a sense of trust, internalizing organizational value, and a high achiever personality. There- fore, QWL does not have a direct negative influence on TI. For example, if individuals have a high level of QWL but are less committed to their workplace, their TI can still be high. In other words, a high level of QWL does not immedi- ately lower an individual’s TI.

AC is thought to have a role in the relationship between QWL and TI because of the com- munal characteristics of millennials (Faisal, 2017), who are pretty attached to their group.

This commitment is formed at the feeling/

affective level, and it refers to the extent to which individuals want to survive and are will- ing to make efforts on behalf of an organization.

This means that it is formed through employees’

subjective perception/assessment of the work environment, which influences the relationship between QWL and millennials’ TI.

CC, which is formed by calculating one’s costs and benefits from working with an organization (Allen & Meyer, 1990), can also play a role in the relationship between QWL and TI.

Millennials do costs and benefits analysis that impact their level of commitment, leading to the tendency to stay or leave their workplace, especially during a pandemic, which slows down economic activities and has a negative impact on the labor market (Arani, 2021).

NC plays a role in the QWL–TI relationship because of the values that millennials cherish,

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such as sincerity, loyalty, and collaboration (Faisal, 2017). This means that these values influence their commitments, which also impacts their desire to leave an organization.

Based on the above discussion, we formulate the following research hypotheses:

Hypothesis 1 (H1): QWL significantly influences TI.

Hypothesis 2 (H2): AC significantly mediates the relationship between QWL and TI.

Hypothesis 3 (H3): NC significantly mediates the relationship between QWL and TI.

Hypothesis 4 (H4): CC significantly mediates the relationship between QWL and TI.

Results Participants

Applying the convenience sampling technique, the total participants of this study are 280 millennial employees who live in Jakarta (age range of 23–38 years) from various companies. The minimum research sample for regression is 200 people (Crocker & Algina, 2008). This study applies the millennial categorization by IDN Re- search (Utomo, 2019), namely senior millennials (born from 1983 to 1990) and junior millennials (born from 1991 to 1998).

Measurements

TI is measured with the Intention to Leave Scale (Rifmawati & Suyasa, 2016), comprising seven items. The instrument uses a five-point Likert scale (5 = Strongly Agree, 4 = Agree, 3 = Neu- tral, 2 = Disagree, 1 = Strongly Disagree) and has a reliability coefficient of 0.918. Examples of the items are I will probably look for a new job next year (favorable), and I would turn down a job offer if it comes tomorrow (unfavorable).

QWL is measured with the QWL Evaluation Scale (Timossi, et al., 2008), comprising 35 items.

The instrument uses a five-point Likert scale (5 = Very Satisfied, 4 = Satisfied, 3 = Neutral, 2 = Dis- satisfied, 1 = Very Dissatisfied) and has a reliability coefficient of 0.940. An example of the items is How do you feel about your workload?

OC is measured with the OC Questionnaire (Leonardi & Panggabean, 2019). The instrument uses a five-point Likert scale (5 = Strongly Agree, 4 = Agree, 3 = Neutral, 2 = Disagree, 1 =

Strongly Disagree). There are 19 items on the scale, with 6 items measuring AC, 6 items measuring NC, and 7 items measuring CC. This instrument has a reliability coefficient of 0.886 for the entire OC Questionnaire, 0.777 for AC, 0.742 for CC, and 0.848 for NC. Examples of items on the scale are I am pleased to be able to spend my ca- reer at my workplace (favorable), and I do not feel like part of the family at my workplace (unfavorable).

All questionnaires were submitted online due to restrictions on face-to-face activities during the pandemic. The data were analyzed using the PROCESS macro in SPSS version 20, and we used Model 4 for the mediation analysis (Hayes, 2012). The role of mediation was tested using a 5,000 bootstrap sampling method with estimat- ed bias-corrected confidences. If the bootstrap range is not greater than zero, the mediator variable plays a mediating role.

The characteristics of the sample are sum- marized in Table 1. Most respondents were 25- 30 years old (junior millennials), females (59,3%), single (72.1%), and bachelor’s degree holders (77,5%). They are mostly staff (56,1%) with at least three years of working experience (40,4%). Most of the participants work in the banking and insurance industry (15.4%). The majority also have a “flexiwork” option because of the pandemic (79.3%).

Results

Table 2 presents the means, standard deviations, and correlations of the research variables. The descriptive statistics reveal that the mean scores of the three research variables fall into the moderate category. The correlation test indicates that all the variables are significantly correlated (p <

0.05).

The results of the hypotheses tests are pre- sented in Table 3. H1 states that QWL significantly influences TI. In Figure 1, Path c’ depicts the direct effect of QWL on TI. The result is that QWL affects TI (c’=-.0841; p =.0000) and has a reverse correlation. Thus, H1 is supported.

H2 states that AC significantly mediates the relationship between QWL and TI. It is found that Paths a1 and b1 are significant (Figure 1);

hence, the mediation effect can be calculated.

The results in Table 3 indicate that the indirect effect of QWL on TI via AC is significant

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Table 1. Participants’ profile

f

(N=280) %

Gender

Male 114 40.7%

Female 166 59.3%

Age Group

Junior Millennials (≤30 years old) 207 73,9%

Senior Millennials (≥31 years old) 73 26,1%

Marital Status

Single 202 72.1%

Married 78 27.9%

Education

Under Diploma 12 4.3%

Diploma 13 4.6%

Bachelor’s Degree 217 77.5%

Master’s Degree 38 13.6%

Job Level

Staff 157 56.1%

Supervisor 67 23.9%

Manager 50 17.9%

General Manager 3 1.1%

Director/VP 3 1.1%

Industries

Mining 9 3.2%

Food Processing 34 12.1%

Building & Construction 12 4.3%

Retail 28 10.0%

Logistic 21 7.5%

F&B Services 18 6.4%

Information Technology 21 7.5%

Bank and Insurance 43 15.4%

Real Estate 8 2.9%

Consultant 24 8.6%

Government Office 12 4.3%

Education 18 6.4%

Healthcare and Social Service 16 5.7%

Others 16 5.7%

Tenure

<1 year 37 13.2%

1–3 years 113 40.4%

3–7 years 101 36.1%

7–10 years 18 6.4%

>10 years 11 3.9%

Flexi work Availability

Yes 222 79.3%

No 58 20.7%

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(indirect effect = - .0464; SE =.0136; 95% CI [(- .0742–-.0205]); therefore, H2 is supported. This means that AC is a significant mediator in the QWL–TI relationship.

H3 states that NC significantly mediates the relationship between QWL and TI. It is found that Paths a2 and b2 are significant (Figure 1), so the mediation effect can be calculated. The results in Table 3 indicate a significant indirect effect of QWL on TI via NC (indirect effect =

−.0583; SE =.0128; 95% CI [−.0841–-.0343]); therefore, H3 is supported. This means that NC is a significant mediator in the relationship between QWL and TI.

H4 states that CC significantly mediates the relationship between QWL and TI. It is found that Path b3 is not significant. Consistent with the result of pathways testing, the mediation effect is not significant as the bootstrap range is greater than zero (indirect effect = −.0008; SE

=.0030; 95% CI [−.0069–.0057]). Thus, H4 is rejected, so CC is not a significant mediator in the relationship between QWL and TI.

It is also found that the role of AC and NC in this model is partial. Because the value of the coefficient c’ is smaller than that of coefficient c, even without OC, TI is still significantly affected by QWL.

Discussion

Our study attempts to contribute to the limited studies on urban millennials’ working attitudes and behavior. In doing so, it examines the role of OC in the relationship between QWL and TI. The study reveals the influences of QWL and OC on TIs. The significant influence of QWL on TI is consistent with previous studies (Kumar &

Thomas, 2016; Swamy et al., 2015; Rifmawati &

Suyasa, 2016; Mosadeghrad, 2013). However, our study reveals that the role of QWL is not direct, rather it is partially mediated by OC. The dimensional level analysis of the three OC dimensions reveals that only two dimensions have significant mediating influences—AC and NC—

while CC’s mediating role is not proven. Ac- cordingly, our initial theoretical model that OC serves as a full mediator in the relationship between QWL and TI is rejected, rather OC serves as a partial moderator. This is consistent with previous studies which found that AC and NC consistently mediate the effect of QWL on TI (Yussoff et al., 2015; Alzamel et al., 2020). The descriptive results reveal that AC (mean = 19.9, moderate) and NC (mean = 18.83, moderate) sufficiently exist among the participants. AC and NC are formed from personal values and organizational attachment. The findings of this

Variable M SD 1 2 3 4 5

QWL 122.7 22.5 - .

AC 19.9 4.5 .663**

NC 18.3 4.7 .583** .644**

CC 23.1 4.9 .162** .132* .384**

TI 22.6 7.04 -.599** -.603** -.619** -.210** -

Table 2. Correlations between study variables

Total Effect (QWL ® TI)

Direct Effect

(QWL ® TI) Relationship Indirect Effect

Confidence Interval

Conclusion Lower

Bound

Upper Bound -,1895

(p < 0.001)

-,0841

(p < 0.001)

H2: QWL -> AC -> TI -,0464 -,0742 -,0205 Partial mediation H3: QWL -> NC -> TI -,0583 -,0841 -,0343 Partial mediation

H4: QWL -> CC -> TI -,0008 -,0069 ,0057 No Mediation

Table 3. Correlations between study variables

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study indicate that investing in the development of AC and NC (e.g., building organizational citizenship and organizational solid culture) is ben- eficial for managing TI.

The calculative-oriented OC dimension, namely CC, has no significant effect on TI. This finding is consistent with previous studies (Hadiyat et al., 2020; Yussoff et al., 2015). CC is formed from individuals’ perceptions of losses that are more acceptable after leaving a company (such as fewer career opportunities and loss of salary). The descriptive result indicates that the participants perceive the existence of CC (mean = 23.1, moderate), yet the commitment dimension formed from this calculative element does not play a significant role in mediating the relationship between QWL and TI. Following previous studies with similar results (Hadiyat et.al, 2020; Faisal, 2017; Tan & Suherman, 2020 ), this study suggests that there is a shift in the understanding of costs and benefits by millennials in Indonesia, whereby intangible benefits (e.g., job security, personal recognition, work autono- my, and personal development) are considered more valuable than material gains (e.g., salary and incentives). Furthermore, urban millennials’

perception of costs and benefits may include specific contextual situations such as a pandemic, which will be discussed in more detail in relation to TI.

Another contribution of this study is the profiling of the TI nature of the urban millennial participants during challenging economic conditions such as the pandemic. This study reveals high levels of millennial TI (mean = 22.6, high), which is consistent with previous studies (Utomo, 2019; Deloitte, 2019). This finding indicates a high desire of Jakarta millennials to leave their current jobs within a maximum period of two years. Our findings prove that high TI is associated with urban millennials. This is apparent in even challenging economic conditions such as the pandemic situation. The result is rea- sonably consistent with the characteristics of millennials, namely being flexible in making life decisions (Faisal, 2017). The result also indicates that the pandemic context plays a minor role in changing the level of millennial turnover tendencies.

We provide two reasons for the aforemen- tioned result. First, the result relates to the fact that the digital transformation of businesses and

organizations opens up wider opportunities in the borderless job market, where geographical factors are less important for workplaces as people can work from anywhere. As a tech-savvy generation, urban millennials are most fluent in working with digital platforms (Deloitte, 2020);

therefore, they are the most well-prepared group for the borderless job market. Technologi- cal development factors play a role in expanding job opportunities for millennials (Tan and Su- herman, 2020); this might be why urban millennials are less worried about leaving their jobs.

Second, millennials are open to variations in job opportunities. Recent studies on talent management expect the world of work to have more di- verse employment statuses, such as gig workers, crowds, freelancers, and contractors (SHRM, 2020; Deloitte, 2020). The trend of full-time employee status is decreasing, whereas project- based partnership employment status is increasing. This also encourages the emergence of talent development trends that are more related to the experience of workers when they are collab- orating with many people on various projects (Deloitte, 2020), so opportunities for self- development are no longer limited to full employee status. In Indonesia, many companies are adopting the employment status model because of the pandemic. The moderate level of CC indicates that the participants are involved in a calculative nature of commitment to some extent, which indicates that they analyze the current job market trends. However, further examinations would be needed to gain a deeper understanding of the content and process of the CC dimension.

This study was conducted during a pandemic, leaving the researchers with no alterna- tives but to apply online questionnaires without any personal contacts. Therefore, a deeper ex- ploration of the results is limited. A mixed- method approach might be needed for a more profound and comprehensive data profiling of millennials’ research variables. Another limita- tion is that marital status is not included in the questionnaire, although it might serve as a pre- dicting variable of OC.

Conclusions

This study reveals a partial mediating role of NC and AC on the relationship between QWL

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and TI among millennial employees in Jakarta.

QWL and OC are two key factors that influence millennials’ TI. As OC plays a role, although partial, it indicates that organizations can contribute to the formation of millennial employees’

QWL to manage TI. Insights into QWL profiles can help organizations to be aware of and understand millennials’ work-life needs. For example, our participants emphasized the social rele- vance of their work-life. Accordingly, companies might broaden their organizational focus from business profits to social responsibility aware- ness, such as environmental and sustainability goals. QWL is a critical factor that can directly affect millennials’ retention. Despite its partial mediating role, urban millennials’ OC is a valid indicator of retaining them. Therefore, companies can create dynamic and work-from-home experiences for urban millennials without di- minishing their connectivity with their team- mates, such as implementing flexible work ar- rangements (e.g., remote working and working from the office), project assignments that require collaboration with other departments, and in- volving employees on corporate volunteering (e.g., free online workshop for small businesses, sharing creative skills for fundraising, and tutor- ing students).

There is no going back from the digital transformation of organizations that have significantly changed our work-life courses. More studies are still needed on urban millennials’

working attitudes as they undergo this changing process. Therefore, further studies to gain insights into urban millennials’ working attitudes (e.g., organizational citizenship and work engagement) would be useful to develop a body of knowledge about the group.

Declaration of Conflicting Interest. The author (s) declare that there is no conflict of interest.

Acknowledgment. The author(s) don’t have specific acknowledgment to any parties.

Funding. The author(s) received no financial support for the research, authorship, and/or publication of this article.

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