Young Employees Research Articles

Exploring the Impact of Leader Narcissism on the Job Embeddedness of a New Generation of Employees in the Chinese Context

Abstract: Narcissism is the personality trait of being arrogant, lacking empathy and manipulative, and in conjunction with leadership, narcissistic leaders have a profound impact on the organizational environment and employee behaviour. As the new generation of employees develops into the core human resources of Chinese companies, the effect of narcissistic leadership on new-generation subordinates becomes a more worthwhile topic in organizational behaviour. This study constructs the influence of narcissistic leaders on job embeddedness based on the social exchange theory and conservation of resources theory. This study collected and analyzed data from 201 Chinese young generation employees through an online questionnaire. The findings suggest that narcissistic leaders had a significant negative correlation with employees' job embeddedness; job stress and employee silence mediate the relationship. This study may be unable to track the long-term effects of the factors and is limited to the Chinese context. However, the results of this study not only enrich the literature in the field but also provide practical references for organizations to lessen the impact of leaders dark personalities and employees negative behaviors.

The Generation-Based Effects of the Fear of COVID-19 on Deluxe Hotel Employees’ Responses

Purpose: While the COVID-19 pandemic has presented challenges to many organizations, overcoming it has also provided an opportunity to refocus organizational sustainability. This study examined the relationship between the perceived fear of COVID-19 among deluxe hotel employees and their ages, psychological well-being, and turnover intent. It also tested the moderating effect of these employees’ sense of calling on the aforementioned relationship. Design/methodology/approach: The collected data were analyzed using Analysis MOment Structure (AMOS) and the Statistical Package for the Social Sciences (SPSS). The five hypotheses were validated using structural equation modeling and multi-group analysis. Findings: The results showed that the fear of COVID-19 was strong among young employees (Beta = −0.160) and that employees’ psychological well-being (Beta = −0.299) diminished as this fear grew. Psychological well-being negatively influenced turnover intent (Beta = −0.234). Finally, the fear of COVID-19 exerted a minimal effect on the psychological well-being of employees with a strong sense of calling.

Determinants of Generative AI System Adoption and Usage Behavior in Korean Companies: Applying the UTAUT Model

This study addresses the academic gap in the adoption of generative AI systems by investigating the factors influencing technology acceptance and usage behavior in Korean firms. Although recent advancements in AI are accelerating digital transformation and innovation, empirical research on the adoption of these systems remains scarce. To fill this gap, this study applies the Unified Theory of Acceptance and Use of Technology (UTAUT) model, surveying 300 employees from both large and small enterprises in South Korea. The findings reveal that effort expectancy and social influence significantly influence employees’ behavioral intention to use generative AI systems. Specifically, effort expectancy plays a critical role in the early stages of adoption, while social influence, including support from supervisors and peers, strongly drives the adoption process. In contrast, performance expectancy and facilitating conditions show no significant impact. The study also highlights the differential effects of age and work experience on behavioral intention and usage behavior. For older employees, social support is a key factor in technology acceptance, whereas employees with more experience exhibit a more positive attitude toward adopting new technologies. Conversely, facilitating conditions are more critical for younger employees. This study contributes to the understanding of the interaction between various factors in AI technology adoption and offers strategic insights for the successful implementation of AI systems in Korean companies.

Going the Extra Mile: What Drives Employee Voluntarism in Public Sector Organizations?

This research intends to investigate the impact of employee age and innovative work climate on the relationship between supportive supervisory roles and employee acts of voluntarism. Using a large cross-sectional survey of the Australian Public Service we find that the influence of supportive supervisors on employees’ acts of voluntarism and extra role behaviors at work is higher amongst younger employees. This indicates that younger employees are more likely to engage in acts of voluntarism as a result of supportive supervisory roles. Findings also indicate that innovative work climate accentuates the relationship between supportive supervisory behaviors and acts of voluntarism. Employees who experience high levels of innovative work climate and high levels of support from supervisors tend to display higher levels of voluntarism and extra role behaviors at work. These findings have several theoretical and practical implications.

A triadic model of job retention and turnover dynamics in the hospitality industry

Purpose This study aims to examine key factors influencing hospitality employee turnover in a post-pandemic context, challenging conventional assumptions about the role of demographics and work-related factors in retention decisions. Design/methodology/approach The research adopted a comprehensive framework using the capability approach and geospatial data analysis, integrating social vulnerability indexes with survey responses from 797 hospitality employees. This study analyzed turnover intentions across demographics, job roles and regions, focusing on Florida’s I-4 corridor. Findings Individual conversion factors like age and marital status were the strongest predictors of turnover, with older and married employees less likely to leave their jobs. In contrast, traditional variables like income, education and job type did not significantly influence turnover intentions. The pandemic blurred distinctions between job roles, highlighting personal circumstances, health risks and economic pressures as critical factors. Contrary to expectations, financial assistance did not significantly reduce turnover intentions. In addition, employees’ life circumstances, such as social vulnerability, influence labor relations and turnover more than work-related conditions. Research limitations/implications This study enriches turnover literature by confirming that personal life circumstances, like age and marital status, are pivotal in understanding employee retention. It challenges conventional demographic and work-related predictors and urges future research to explore the interaction between personal and professional factors in the hospitality industry. The study’s agent-based framework deepens the understanding of how various factors shape employee decisions to stay or leave. Practical implications The findings suggest that hospitality employers must develop more localized, employee-centric retention strategies, especially for younger employees. Tailored approaches considering regional and demographic differences, such as providing career development opportunities and flexible work conditions, could foster long-term loyalty. In rural areas, retention efforts should focus on improving job satisfaction and community support, while in urban areas, strategies prioritize career progression and flexibility. Social implications The study’s findings have significant social implications, particularly in reshaping how employee retention strategies are developed in the hospitality industry. By emphasizing life circumstances over traditional work-related factors, the research highlights the importance of supporting employees’ resilience, especially for those facing social vulnerability. Employers may need to create more flexible and inclusive policies that account for personal, economic and health-related challenges. In addition, the findings suggest that financial aid alone is insufficient in reducing turnover, calling for a more holistic approach that integrates emotional and social support to foster a more stable and loyal workforce. Originality/value This study challenges traditional turnover models by shifting focus from work-related factors to life circumstances, particularly the resilience of older and married employees. It integrates three dimensions – personal (sociodemographics), social (support) and environmental (job type, pandemic challenges) – to examine their influence on employee agency. This triadic framework offers insights into how individual, social and contextual factors shape turnover decisions.

Joint associations of psychological distress and working conditions with sickness absence in Finland

Abstract Background Psychological distress has increased remarkably, especially among younger age groups, during the last years. Both psychological distress and exposure to strenuous working conditions are known risk factors for sickness absence (SA). We examined whether psychological distress and working conditions are jointly associated with SA periods of 1-7 days and 8+ days among young and midlife Finnish employees. Methods We linked survey data from the Helsinki Health Study cohort from 2017 (response rate 51.5%) with the employer’s SA register for the City of Helsinki, Finland (82% consented to the linkage; n = 3949, 80% women, age 19-39 years). Mean follow-up time was 2.1 years. We calculated rate ratios (RR) and 95% confidence intervals (CI) for SA periods of 1-7 days and 8+ days using negative binomial regression models among participants with and without psychological distress, and with and without exposure to strenuous working conditions. Psychological distress was measured with the emotional wellbeing subscale of RAND-36 (cut-off 60 points). Working conditions included physical and mental strenuousness of work and hours per day spent in heavy physical work. Results Participants with psychological distress and exposure to strenuous working conditions had the highest age- and gender-adjusted RRs for SA periods of ≥ 8 days (physically strenuous work: RR: 2.38, CI: 1.97-2.88; mentally strenuous work: RR: 2.08, CI: 1.72-2.53; ≥3 h per day spent in physical work: RR: 2.48, CI: 2.01-3.06), the interactions being additive. The associations were weaker for SA periods of 1-7 days. Adjusting for marital and employment status, education, alcohol use, smoking and body mass index only slightly attenuated these associations. Conclusions Psychological distress and exposure to strenuous working conditions were additively associated with SA. Both individual- and workplace-related risk factors for SA are important to be considered when planning preventive actions. Key messages • Young and early midlife Finnish employees with simultaneous psychological distress and exposure to strenuous working conditions had the highest rates of SA periods, the interactions being additive. • Both psychological distress and exposure to strenuous physical and mental working conditions should be considered when planning preventive actions to reduce employees’ SA.

Sickness absence patterns during the COVID-19 pandemic among Finnish public sector employees

Abstract Background The patterns of sickness absence (SA), that is, the clustering of differing lengths of episodes and total number of days absent, have not been examined. We examined these SA patterns and factors associated with the patterns during the COVID-19 pandemic. Methods We used survey data from employees of four large Finnish cities in 2020 linked with SA data in 2021 retrieved from employer registers (n = 39 791). SA patterns were defined through cluster analysis (K-means) including number of SA days, short (1-9 days), and long (10-365 days) SA episodes within one year. The associations of employee and work characteristics in 2020 with SA clusters in 2021 were analysed with multinomial regression. Results Four SA patterns (=clusters) were identified: 1) Optimal SA pattern (n = 31 320, 79%), 2) Recurring short SA episodes (n = 5149, 13%), 3) Recurring long SA episodes (n = 2964, 7%), and 4) Very high levels of SA with long episodes (n = 358, 1%). Compared to optimal SA pattern, female gender, higher body mass index, former smoking, abstinence from alcohol, not being in high occupational socioeconomic position, on-site work during COVID-19, and COVID-19 infection were associated with all suboptimal SA patterns. Recurring short SA episodes were more likely in younger employees (odds ratio=0.98, 95% confidence interval 0.97-0.98), those with a temporary job (1.10, 1.00-1.20), current smokers (1.34, 1.21-1.48), those using passive commute modes (1.03, 1.01-1.05 [car]; 1.02, 1.00-1.04 [public transport]), and those who had experienced a team reorganization due to COVID-19 (1.27, 1.10-1.46). The two most adverse SA patterns were more likely among older employees, and less likely among those cycling to work (0.91, 0.84-0.98; 0.97, 0.95-0.99). Conclusions We identified three differential suboptimal SA patterns. Compared to the optimal SA pattern, several individual-level risk factors, but also some COVID-19 related factors were found to associate with suboptimal SA patterns. Key messages • We identified three suboptimal sickness absence patterns during COVID-19 pandemic. • Individual characteristics, but also COVID-19 related factors were associated with the observed sickness absence patterns.

THE IMPACT OF MOTIVATION ON THE PERFORMANCE AND JOB SATISFACTION OF YOUNG EMPLOYEES WORKING AT THE SIERRA LEONE YOUTH COMMISSION

This study investigates the impact of motivation on performance and job satisfaction among young employees at the Sierra Leone Youth Commission. One of the objectives this study seeks to address is to identify the various motivational factors that influence the job performance and satisfaction of young employees in the Sierra Leone Youth Commission. This research aimed to explore the relationship between motivation, performance, and job satisfaction among the staff. Therefore, the study utilized both primary and secondary sources of data as well as qualitative and quantitative methods of data analysis. Analysis of the data using SPSS revealed that motivation plays a pivotal role in driving exceptional performance among the respondents. Key factors influencing motivation include remuneration, personal growth, and work-life balance. The findings suggest that the staff at the Youth Commission are highly motivated, resulting in outstanding performance. Employees are indeed a crucial component of business development and success. Based on this, the study recommends that employee motivation can be achieved through empowerment, which involves providing autonomy, recognizing individual contributions, and fostering a positive work environment. In addition, the study suggests that regular feedback, opportunities for growth and development, and competitive compensation packages can also enhance employee motivation and productivity.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/soc/0726/a.php" alt="Hit counter" /></p>

MODELING EMPLOYEE RESIGNATION USING A SEMIPARAMETRIC APPROACH COX PROPORTIONAL HAZARD

Survival analysis is a research method that studies the duration individuals or experimental units endure against events like death, disease, recovery, or other experiences. This study employs a semi-parametric survival analysis model using the Cox proportional hazards regression method to identify factors such as age, gender, marital status, and education influencing how long employees stay with a company before resigning. The aim is to describe and interpret significant factors affecting employee resignation using the Cox Regression method. The results indicate that age significantly influences employee tenure. The average tenure is eight years. The probability of an employee still working at age 32 for up to eight years is 0.0057, while the likelihood for an employee who has worked more than eight years at age 32 is 0.9943. The study uses secondary data on the tenure of 521 employees, analyzed with the Cox proportional hazards regression method. The data, however, has limitations due to type III censoring, where some subjects leave observation, resulting in incomplete data. The study concludes that age significantly impacts employee tenure. Younger employees tend to explore career opportunities, while older employees seek stability, pension benefits, and a comfortable work environment.

Relationship Between Emotional Exhaustion and Job Satisfaction among Nurses

Background: Emotionally exhausted employees tend to have unfavorable relationships with coworkers and the organization. It has been shown that emotional exhaustion and job satisfaction are highly relevant factors for performance in various organizational settings. This study aims to determine the relationship between job satisfaction and emotional exhaustion among nurses working at a psychiatric hospital. Method: A descriptive correlational study is conducted from December 2023 to May 2024. In a non-probability (purposive sample), 190 nurses were selected from hospitals in the Baghdad/Al-Rusafa Health Directorate and the Medical City Directorate. Nurses who work in psychiatric units were selected purposefully for this study. The chosen questionnaire consists of three parts. The first is the patient's socio-demographic characteristics, the Job Satisfaction Survey (JSS), and the third is the Emotional Exhaustion subscale (EE). Results: This study shows that the average participants' age was 30.25 ± 8.7 years, and the majority (53.7%) were female and held a diploma degree (48.9%) in nursing science. They have moderate levels of emotional exhaustion and job satisfaction. The job satisfaction survey results indicate that all dimensions of the subscale's items show moderate satisfaction. A statistical analysis reveals a significant inverse correlation between emotional exhaustion and job satisfaction among Nurses at a p-value of .0002. Conclusions: There is a significant relationship between emotional exhaustion and job satisfaction. These results suggest that emotional exhaustion is a key factor contributing to reduced job satisfaction and its various components, such as fringe benefits and the nature of work promotion. Recommendations: The study recommends effective interventions to address the negative impact of emotional exhaustion in the workplace, especially among new young employees. As such, organizations should prioritize implementing strategies that promote employee well-being and reduce burnout. This research contributes to understanding nurse experiences and needs, informing policies and practices that support their growth and well- being.

Exploring The Role of Green HR and Sustainable Practices in Initial Career Choices from an International Student's Perspective

The objective of this paper is to verify the attitudes and motivations of young people in the context of their preferences for choosing a future employer, with a particular focus on the role of ecology, Green Human Resource Management, and sustainability practices implemented by companies, including possible differences due to the country of origin factor. Specifically, the article explores international students’ perceptions of sustainable development practices when choosing a job. The article is based on qualitative research – interviews conducted by the author with international students representing 11 different countries. The article is empirical, and the results of the conducted study can provide a basis for making informed decisions on HR practices and development strategies that consider cultural diversity and sustainability values in recruiting and retaining future young employees.

Trajectories of work disability and unemployment before and after a common mental disorder diagnosis among young private sector employees in Sweden-a register-based longitudinal study.

To identify trajectory groups of work disability (WD), including sick leave and disability pension, and unemployment three years before and sixyears (from Y-3 to Y + 6) after a common mental disorder (CMD) diagnosis and to investigate associations of socio-demographic, work-related and clinical factors with trajectory membership. A longitudinal nationwide register-based study was conducted including individuals aged 22-29 years, gainfully employed in the private sector, with a CMD diagnosis in specialised healthcare or prescribed antidepressant (N = 12,121) in 2014 (Year 0/Y0), with follow-up from Y-3 to Y + 6. Group-based trajectory analyses identified groups of individuals who followed similar trajectories of months of WD and unemployment, respectively. Multinomial logistic regression determined associations between socio-demographic, work-related and clinical factors and trajectory membership. In the CMD group, we identified three trajectory groups, each for WD and unemployment. Only 7% individuals belonged to a 'Fluctuant high' trajectory group with four months of WD in Y0, which peaked at 7months in Y + 3 and reduced to 5months in Y + 6. For unemployment, 15% belonged to an 'Increasing medium' trajectory group that steadily increased from 1.3months in Y0 to 2.6months in Y + 6. Sex, educational level and musculoskeletal disorders for WD, and educational level, living area and occupational class for unemployment, influentially determined the variance across the CMD trajectory groups. Specific vulnerable groups regarding unfavourable WD (women, low education and musculoskeletal disorders) and unemployment (manual work, low education and rural residence) trajectories require special attention regarding their return-to-work process following a CMD diagnosis.

THE ROLE OF MENTORING PRACTICES IN THE FORMATION OF SUSTAINABLE STAFF IN HEALTHCARE IN MOSCOW

Many countries around the world are faced with the problem of a shortage of medical workers due to insufficient investment in medical education, inconsistencies between training and employment strategies for medical personnel and the needs of the healthcare system, complicated by the lack of human resources for healthcare in remote areas and the migration of medical workers. One of the tools for developing medical personnel and forming a stable workforce is mentoring, which should be used throughout the working life of employees, and not only during the adaptation process of young employees. The purpose of the study is to identify the role of mentoring in reducing staff turnover and forming a sustainable workforce.

Modern problems of pedagogical support for young employees of investigative departments of the Ministry of Internal Affairs of Russia

The article discusses topical issues related to the pedagogical support of young employees of investigative departments of the Ministry of Internal Affairs of Russia, analyzes in detail the challenges faced by novice investigators and the need for pedagogical support for the successful integration of young investigators. The study is based on the analysis of normative legal acts, scientific literature, as well as the results of an empirical study among employees of investigative departments of the Ministry of Internal Affairs of Russia.

Есть ли профессиональное будущее в индустриальном секторе? Взгляд уральских школьников (по результатам социологического исследования)

Education organizations need to reconceptualize their career guidance activities in the context of global digitalization and technological development. The current changes on the labor market make it necessary to study schoolchildren’s ideas about industrial jobs. Professional preferences of school students usually depend on their age and reflect new success models, i.e., the so-called fluid life trajectories. This research featured the attitudes of school students to industrial professions with their attractiveness and unattractiveness in terms of future career plans. The online survey covered 7628 students of 9th and 11th grades, a semi-formalized expert interview with young employees under 35 (n = 204) and a focus group of ten young employees of Kalinin Machine-Building Plant, Yekaterinburg. Theschool students based their career attitudes on the following assumptions. First, they lacked awareness of scientific and technological development in engineering and, as a result, considered this profession unpopular. Second, they did not perceive factory professions as prestigious because of the Soviet model of a factory worker as a servant to the factory.The unattractive features of a factory-related job were described as unhealthy, difficult, with no career prospects, and monotonous. The only attractive feature was stability. Engineering received a more favorable description, i.e., promising, diverse, well-paid, and challenging. The concept of a factory worker was shaped by the experience of parents: 50% of school students had very outdated knowledge of industrial production.

Assessing the Impact of Artificial Intelligence Tools on Employee Productivity: Insights from a Comprehensive Survey Analysis

This study provides a nuanced understanding of AI’s impact on productivity and employment using machine learning models and Bayesian Network Analysis. Data from 233 employees across various industries were analyzed using logistic regression, Random Forest, and XGBoost, with 5-fold cross-validation. The findings reveal that high levels of AI tool usage and integration within organizational workflows significantly enhance productivity, particularly among younger employees. A significant interaction between AI tools usage and integration (β = 0.4319, p < 0.001) further emphasizes the importance of comprehensive AI adoption. Bayesian Network Analysis highlights complex interdependencies between AI usage, innovation, and employee characteristics. This study confirms that strategic AI integration, along with targeted training programs and ethical frameworks, is essential for maximizing AI’s economic potential.

STRATEGIC MANAGEMENT OF HUMAN RESOURCES IN THE SPHERE OF ENTREPRENEURIAL ACTIVITY

The purpose of the article is to study the concepts of strategic management of human resources in the field of entrepreneurial activity. Strategic HRM builds the bridge between an organization’s business goals and the people who achieve them. In this tactical role, HR has a broader scope and must refocus its responsibilities. The focus becomes on equipping people to best support the direction in which the company is moving. These practices include hiring, promoting, and rewarding employees, creating and maintaining a high-performance business culture, and organizational design to add value and achieve competitive advantage. Strategic HRM focuses on creating a talent management system that manages behavior and culture to support the organization’s long-term business goals. HR has traditionally been considered an administrative function focused on specific tasks. It was distant from the activities of company management and was largely reactive. It met employee needs as they arose. However, it was not aware of where the company was going or anticipating what might happen. Traditional HRM answered employee questions about HR policies, but did not create policies based on the company's long-term goals or find ways to engage employees in them. With a strategic HRM plan, HR teams are more proactive because they are integrated into business strategies. They understand and are aligned with the company's goals. This involves planning and taking action to ensure the organization has the people it needs to achieve its goals. Gaining a competitive advantage - Knowing exactly where management wants to take the organization allows HR to focus on the skills and abilities employees need to do the work required to achieve the goal. Through effective talent management, training, and development, SHRM can result in a more competent and skilled workforce that will provide a competitive advantage over competitors. Adapting to change - A strategic approach to HRM means constantly looking to the future, allowing organizations to anticipate changes in the business environment and quickly adapt to them. Plans can be adjusted to take into account technological advances, changes in the market, or changing demographics within the company. In doing so, HR supports, motivates, and communicates with employees throughout the adjustments. Thus, the use of digital technologies in a company with young employees is a method of motivating and increasing the interest of young employees (especially Generation Z) in work. In addition, it is possible to note the positive impact of digitization of the personnel management process on the improvement of the company's HR brand.

Applying a person-oriented approach to workplace aggression: Implications for employee emotional well-being

Abstract Using a person-oriented approach with a broad sample of 200 employees across several sectors, we identified four victim subgroups sharing similar configurations of frequency and severity of aggression: high–high (high levels of frequency and severity; 15%), moderate–moderate (moderate levels of frequency and severity; 15%), high–low (high frequency but low severity; 26.5%), and low–low (lowest levels of frequency and severity; 43%). Further, we examined the relationship between victim groups, social demographics, and victim disposition. The results showed that women, young, and lower-tenured employees are at risk of belonging to the high–high victim group. In addition, employees with high negative affect and psychopathy traits are at risk of belonging to the high–high victim group. Drawing upon learned helplessness theory, we examined whether victim groups differed concerning internalizing problems. Results suggest that high–high group victims experienced the highest anxiety, loss of confidence, and social dysfunction, whereas low–low group members experienced the lowest levels.

Evaluating Arab generation Z’s acceptance of biometric attendance control technology in educational systems

There is insufficient consideration of Generation Z’s cultural and generational needs in the implementation of biometric attendance systems in Arabic educational settings. This study delves into Generation Z’s discipline, exploring their perspectives on attendance systems and aligning commitment with their interests. The primary aim is to gauge biometric systems’ impact on productivity. Google Form questionnaires collected data from young employees, ages 25 to 35, who belong to Generation Z’s working in the higher education system. Structural equation modeling and descriptive analysis assessed the data. While biometric systems enhance discipline, they may dampen morale. Implementing systems fairly and maintaining flexibility is vital. The study underscores the importance of evaluating employees based on achievements. It sheds light on biometric systems’ role in attendance management and organizational performance, aiding HR practices. The results showed no significant effect of Employee Management Practices (EMP) on organization performance through Biometric Attendance Technology (BAT) (B = 0.049, t = 1.330, p = 0.184). Nor significant effects of Organizational Performance Metrics (OPM) (B = 0.019, t = 0.608, p = 0.543). Technological Infrastructure (TI) (B = 0.019, t = 0.2461, p = 0.645), or Satisfaction and Engagement (ESE) (B = 0.057, t = 1.381, p = 0.167) on organization performance through Biometric Attendance Technology. The mediator impact was also found to be not significant (P > 0.05). Therefore, both direct and specific indirect effects were not significant. Indicating that Biometric Attendance Technology does not mediate the relationship between these variables and organizational performance.

Employee Attrition and its Impact on National Cash Flow: A Case Study of the United States Economy in 2024

Purpose: This study investigates key drivers of attrition, including compensation, work environment, age demographics, and remote work dynamics. Methodology: Using real-time data from industry reports and economic indicators, we analyze trends across various sectors and geographic regions. Findings: The findings reveal that younger employees and those in lower compensation brackets are particularly prone to leaving their jobs, exacerbated by the growing demand for remote work flexibility. Furthermore, our analysis uncovers a strong correlation between attrition rates and economic factors such as unemployment and inflation, highlighting the broader economic impact. Unique Contribution to Theory, Policy and Practice: The study offers valuable insights for policymakers and business leaders aiming to mitigate the adverse effects of attrition on national cash flow and economic stability. By addressing the root causes of employee turnover, organizations can not only retain talent but also contribute to a more resilient economy.