The Relationship Between Emotion Regulation and Perceived Social Support with Resilience Among Generation Z in Bandung

Authors

  • Muhammad Salma Tegar Universitas Indonesia Membangun Bandung
  • Rifqi Farisan Akbar Universitas Indonesia Membangun
  • Prinska Damara Sastri Universitas Indonesia Membangun

DOI:

https://doi.org/10.47747/ijmhrr.v7i3.3601

Keywords:

Emotion Regulation, Generation Z, Perceived Social Support, Resilience

Abstract

Generation Z is often the subject of public attention, particularly regarding how they respond to challenging situations. Despite various perceptions, Generation Z faces increasingly complex life challenges, making resilience an essential capacity. This study was conducted to further investigate the factors associated with resilience among Generation Z in Bandung, namely emotion regulation and perceived social support. A quantitative correlational design was employed. involving 100 respondents aged 18–28 years who belonged to Generation Z and resided in Bandung were recruited through purposive sampling. Data were gathered using the Connor-Davidson Resilience Scale (CD-RISC), the Emotional Regulation Questionnaire (ERQ), and the Multidimensional Scale of Perceived Social Support (MSPSS) with questionnaires distributed online via Google Forms. The results showed that emotional regulation demonstrated a significant association with resilience (r = 0,550, p <0,05), and perceived social support likewise showed a significant association with resilience (r = 0,493, p <0,05), and both variables jointly demonstrated a significant relations  hip with resilience (R = 0,670, p < 0,05). The present findings suggest that emotion regulation and perceived social support play an important role in shaping resilience among Generation Z in Bandung.

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Published

2026-07-13

How to Cite

Tegar, M. S. ., Akbar, R. F., & Sastri, P. D. . (2026). The Relationship Between Emotion Regulation and Perceived Social Support with Resilience Among Generation Z in Bandung. International Journal of Marketing & Human Resource Research, 7(3), 985 - 1000. https://doi.org/10.47747/ijmhrr.v7i3.3601