Abstract
Generation Y becomes the main pillar of workforce around the world. This generation enters the workplace with different values and characteristics from their counterparts of other generational workforces. In Malaysia, generation Y employees are well known of their high job mobility. Human resource managers are in dilemma of how to retain this new workforce? This paper serves the purpose to respond to such queries by investigating the factors contributing to Generation Y employees’ Turnover from a complementary fit perspective. This study was conducted in Malaysian Business Process Outsourcing Sector (PBO). The total sample was comprised of 318 respondents belong to generation Y employees. The data was analysed in Amos using two steps approach. Extrinsic, freedom and demand abilities fit were the predictors of Generation Y employees’ intention to quit in Malaysian BPO sector.Using cross sectional method limits our understanding to whether the predictors of turnover intention were due to career effects or generational effects. This study provides empirical evidences to Malaysian HR Managers to what makes generation Y employees leave the organization. This is a better surrogate of the existed anecdotal information. Furthermore, this study informs HR Managers that stereotyping the findings from Western context may be treated with caution.
Highlights
The assumptions of exploratory factor analysis (EFA) were satisfied for all the items of Demand abilities fit, job satisfaction, affective organisational commitment, job stress and intention to quit
First aim of this study was to determine which types of complementary fit dimensions are relevant in explaining generation Y employees’ intention to quit
A high preference towards freedom work values could be linked to the decline of work centrality; generation Y had witnessed their parents to be work-centric and devote a huge time to work, and in return they fell victims to economic shrinking measures
Summary
This generation will soon become the main pillar of the workforce; the transition towards knowledge based economy as a goal of 2020’s vision lies on their shoulders (Angeline, 2011) Both theorist and academics recently have argued that this generation requires different set of HR practices to influence their attitudes and behaviours at the workplace (Twenge, 2010). In the past, both theorists and practitioners input more efforts in setting effective strategies to recruit and retain talented employees, most of which were developed based on employee life cycle needs, maturity (age) needs or based on career stage needs (Macky Gardner, and Forsyth, 2008). It is argued by a number of scholars on the worth of customizing recruiting and retaining strategies based on generational workforce differences, that is, the reality of the generational gap theory as prime criteria into understanding the attitudes and behaviours of the generational workforce are often overlooked (Wong, Gardiner, Lang, 2008; Giancola, 2006)
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
