Abstract
The article discusses challenges of retaining young people in public service. Is it possible to have a new generation of public servants, who choose this profession even for a lifetime? In search of the answer literature of generation theories, generation management and retention management is reviewed and influencing factors of a generation membership and retention are synthesized. Empirical research results of a survey with over 1300 responders among Hungarian public servants are shown from which an identity profile of Generation Y public servants is sketched and proposals are made for long-term retention strategies. Outcome of the research suggests generational approach to be introduced in public service human resource management in order to support more effective retention management and to better understand possible generational differences instead of relying on false assumptions.
Highlights
The article discusses challenges of retaining young people in public service
Even if we reject the existance of „generations” as categories based only on the common years of employee’s birth we will still struggle with conflicts at work that derive from the different „generational identities” of employee groups. These generational indentities are influenced by collective values, memories, norms and other factors, which might as well mean different expectations from work. Is it possible to have a new generation of public servants, who choose this profession even for a lifetime? Is „job-hopping” attitude of Generation Y something we need to get used to? Is it true that without competitive salaries there is almost no chance to retain young people int he public sector? In order to answer these questions I propose introducing a „generational approach” in the research of strategic human resource management in the Hungarian public service, because we lack results and evidence on this field, we face the challenges detailed above
It is true that since the topic has become present in popular media more and more beliefs and stereotypes are available for reading instead of scientifically proved research. This is the reason why today even those kind of books are published for leaders that help them to manage generational prejudice. (Stewart et al 2017) For me these are all reasons why further empirical research of this topic is needed in order to answer critics and fix negative effects of wrong stereotypes spreading as public opinions
Summary
The article discusses challenges of retaining young people in public service. Is it possible to have a new generation of public servants, who choose this profession even for a lifetime? In search of the answer literature of generation theories, generation management and retention management is reviewed and influencing factors of a generation membership and retention are synthesized. The article discusses challenges of retaining young people in public service Is it possible to have a new generation of public servants, who choose this profession even for a lifetime? Public service organizations in Hungary have been facing serious challenges recently in the so called „war for talent” on the national labour market One of these challenges causing headaches for HR professionals and managers of public administration bodies is retention of especially those employees that belong to younger generations. Even if we reject the existance of „generations” as categories based only on the common years of employee’s birth we will still struggle with conflicts at work that derive from the different „generational identities” of employee groups These generational indentities are influenced by collective values, memories, norms and other factors, which might as well mean different expectations from work. Based on my results I draw an identity profile for Generation Y public servants in Hungary and I make proposals for their better engagement
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