MODEL RETENSI PADA GENERASI Y : KEEP OR LOOSE THEM?

Ignatius Hari Santoso

Abstract


Abstract

 

Purpose

The purpose of this study is to build a model using the construct of a compensation package, work environment and development opportunities which are assumed to be used to increase retention efforts in Y generation.

Design/Metodology/Approach

This study uses partial least square analysis techniques to test the hypothesis proposed based on a questionnaire that has been filled in by respondents who were selected using purposive sampling method of 100 respondents. Questionnaires are distributed self-administered to workers born in 1980 - 2000 and domiciled in Jakarta, Semarang, Bandung and Surabaya.

Result

This study succeeded in proving that the better the compensation package offered and the more comfortable the work environment is felt, the retention of generation Y will increase.

Novelty

This study generates a new contradiction that providing opportunities for generation Y workers to develop through training, and opportunities to achieve personal goals are not significant enough to help organizational leaders in increasing retention of generation Y workers.

 

Keywords: Y Generation, Retention, Compensation Package, Working Environment


Full Text:

PDF

Article Metrics

Abstract views : 0| PDF views : 0

References


Ameen, M.M., Hameed, I. 2018. The Retention of Generation Y Employees in Pakistan. Market

Forces, Vol. 13, No. 2, pp. 21 – 40.

Benscik, A., Horvath Csikos, G., Juhasz, T. 2016. Y and Z Generation at Workplace. Journal of

Competitiveness, Vol. 8, No. 3, pp. 90 – 106.

Bolton, R.N., Parasuraman, A., Hoefnagels, A., Migchels, N., Kabadayi, S., Gruber, T.,

and Solnet, D. 2013. Understanding Generation Y and Their use of Social Media: a Review and Research Agenda. Journal of Service Management, Vol. 24, No. 3, pp. 245 – 267.

Brown, E.A., Thomas, N.J., Bosselman, R.H. 2015. Are They Leaving or Staying : a

Qualitative Analysis of Turnover issues for Generation Y Hospitality Employees with a Hospitality Education. International Journal of Hospitality Management, Vol. 46, pp. 130 - 137

Du-Plessis,, L., Barkhuizen, N., Stanz, K., Schutte, N. 2015. The Management Side of

Talent: Causal Implication for the Retention of Generation Y Employees. Journal of Applied Business Research, Vol. 31, No. 5, pp. 1767 – 1780.

Eisner, S.P. 2005. Managing Generation Y. SAM Advanced Management Journal, Vol.

, No. 4, pp. 4 – 15.

Gerow, L.L. 2018. Attitudinal Difference between Baby Boomers, Generation X and

Generation Y. Proquest Desertation Publication, No. 13427229, pp. 1 – 77.

Jalil, S.W., Achan, P., Mojolou, D.N., Rozaimie, A. 2015. Individual Characteristics and Job

Performance : Generation Y at SME in Malaysia. Procedia – Social and Behavioral Science, Vol. 170, pp. 137 – 145.

Jerome, A., Scales, M., Whithem, C., Quain, B. 2014. Millenials in the Workforce : Gen Y Workplace

Strategies for The Next Century. E-journal of Social and Behavioral Research in Business, Vol. 5, No. 1, pp. 1 – 12.

Kaye, B., Jordan – Evan, S. 2012. Retention Tough in Times. Training and Development, Vol. 56, No.

, pp. 32 – 42.

Kilber, J., Barclay, A., Ohmer, D. 2014. Seven Tips for Managing Generation Y. Journal of

Management Policy and Practice, Vol. 15, No. 4, pp. 80-92

Luscombe, J., Lewis, I., Biggs, H. 2013. Essential Element for Recruitment and

Retention : Generation Y. Education + Training, Vol. 55, No. 3, pp. 272 – 290.

Naim, M.F., Lenka, U. 2018. Development and Retention of Generation Y Employee: a Conceptual

Framework. Employee Retention, Vol. 40, No. 2, pp. 433 – 455.

Ozcelik, G., Findikli, M.A. 2014. The Relationship Between Internal Branding and Organizational

Citizenship Behavior: The Mediating Role of Person – Organization fit, Procedia – Social and Behavioral Science, Vol. 150, pp. 1120 – 1128.

Philips, D.R., Roper, K.O. 2009. A Framework for Talent Management in Real Estate. Journal of

Corporate Real Estate, Vol. 11, No. 1, pp. 7 – 16

Ren, S., Xie, Y., Zhu, Y., Warner, M. 2018. New Generation Employee’s Preferences towards

Leadership Style in China. Asia Pacific Business Review, Vol. 24, No. 4, pp. 437 – 458.

Rentz, K.C. 2015. Beyond the Generational Stereotypes: a Study of US Generation Y Employee in

Context. Business and Professional Communication Quarterly, Vol. 78, No. 2, pp. 136 – 166.

Tubey, R., Kurgat, A., Rotich, J.K. 2015. Employment Expectation Among Generation Y

Employess in Kenya. International Journal of Economics, Commerce, and Management, Vol. 1, No. 1, pp, 13-18.

Twange, J.M. 2010. A Review of The Empirical Evidence on Generational Difference in Work

Attitude. Journal of Business Psychology, Vol. 25, pp. 201 – 210.

William, S., Turnbull, S. 2015. Developing the Next Generation of Globally Responsible Leaders:

Generation Y Perspective and The Implication for Green HRD. Advance in Developing Human Resource, Vol. 17, No. 4, pp. 504 – 521

Winter, R.P., Jackson, B.A. 2016. Work Values Preferences of Generation Y : Performance

Relationship Insights in the Australian Public Service. The International Journal of Human Resource Management, Vol. 27, No. 17, pp. 1997-2015




DOI: http://dx.doi.org/10.25105/mrbm.v20i2.8668

Refbacks

  • There are currently no refbacks.


Copyright (c) 2021 Media Riset Bisnis & Manajemen

Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

 


This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.