Purpose The purpose of this paper is to present a conceptual framework of development, commitment, and retention of Generation Y employees. Design/methodology/approach Based on a review of existing literature and using social exchange and social constructivist approach, this study presents a conceptual framework with mentoring, strategic leadership, social media, and knowledge sharing as its key constructs to retain Generation Y employees. Findings Mentoring, strategic leadership, social media, and knowledge sharing have a great potential to foster competency development. Competency development is critical to evoke affective commitment of Generation Y employees, which in turn results in intention to stay forth. Research limitations/implications The proposed conceptual framework should be empirically validated in the future research. Practical implications Organisations should incorporate mentoring, strategic leadership, social media, and knowledge sharing into their talent management strategy for Generation Y employees. Competency development then in turn evokes commitment of Generation Y employees, leading to intention to stay forth. The framework suggests an approach for generation-specific retention strategy. Originality/value This is one of the first studies to propose a holistic framework to retain Generation Y employees. This paper adds a new dimension to the talent management literature by focusing on young generation employees.
Purpose – The purpose of this paper is to identify the relationship between knowledge sharing, competency development, affective commitment, and Gen Y employees’ intention to stay. Design/methodology/approach – Based on a review of extant literature and using social exchange, and social constructivist approach, this study develops a theoretical rationale behind developing a conceptual framework to retain employees of the Gen Y segment. Findings – Knowledge sharing in the organization has a great potential to foster competency development and generate a sense of affective commitment and intention to stay of employees of Gen Y. Research limitations/implications – A conceptual framework of knowledge sharing for competency development could assist HR managers in fine-tuning their retention strategy for Gen Y employees. The future work should carry out the empirical validation of the suggested conceptual framework. Practical implications – Organizations should focus on knowledge sharing to enhance absorptive capacity, which fosters competency development. The framework suggests an approach of generation-specific retention strategy. Originality/value – This study contributes to the literature in human resources pertaining to knowledge sharing as a competency development intervention and develops a linkage between knowledge sharing and Gen Y employees’ intention to stay. The study is one of the first of its kind to address knowledge sharing and competency development in the context of Gen Y retention.
Purpose The present study aims to explore knowledge sharing to evoke affective commitment of Gen Y employees through competency development. Design/methodology/approach The research uses cross-sectional survey to collect primary data. A questionnaire is developed based on extensive review of literature. A sample was obtained from Gen Y employees (born between 1980 and 2000) working in software organizations in India. In total, 582 completely filled, usable questionnaires were obtained. Findings Results indicate that knowledge sharing has a positive effect on competency development of Gen Y employees, which in turn, positively predicts affective commitment. Furthermore, this would result in the enhancement of employee competencies and eventually, the generation of affective commitment. Research limitations/implications This study was limited to the software development professionals working in Indian organizations Therefore, researchers should test the research model further in other industries preferably in a different country. Practical implications The more knowledge assets are shared in the organization, the higher the enhancement of employee competencies will become. To evoke emotional attachment of Gen Y employees, an organization must implement learning and development interventions Originality/value This study contributes to knowledge management literature, particularly knowledge sharing by exploring its possible linkage with employee attitudinal outcomes through empirical data. This also happens to be an empirical study to investigate Gen Y employees’ commitment in Indian context.
Purpose The purpose of this paper is to examine the talent management (TM) system in an Indian IT organisation. Design/methodology/approach Structured interviews were conducted to collect primary data and then content was analysed to develop the case study. Findings Recruitment, talent development, knowledge management, social media, performance management, and rewards are the main practices associated with TM. Research limitations/implications The authors acknowledge that the scope of the study is limited to the IT sector and the study is not empirically tested. Practical implications HR managers should embrace the practices of TM of the case organisation to effectively manage their workforce. Originality/value This is a first study to unravel TM in the Indian IT industry context.
Purpose This paper aims to examine the relationship between workplace use of social media, collaboration and Gen Y employees’ engagement. Design/methodology/approach A sample of 209 Indian Gen Y employees from information technology industry participated in the survey. Structural equation modelling is used to test the research hypotheses. Findings Findings reveal that social media has a significant positive effect on collaboration, which leads to Gen Y employees’ perceived learning, in turn impacting Gen Y employees’ engagement. Research limitations/implications Findings suggest a social media-enabled approach of collaboration to satisfy Gen Y employees’ perceived learning leading to their engagement. However, this study only examines the employees’ perspective; it will be prudent to examine management perspective as well in future studies. Practical implications Organisations must integrate social media into their talent management strategy. Originality/value This study contributes to the literature in human resources pertaining to social media as an asset to promote collaboration and develops a linkage between social media and Gen Y employees’ engagement via perceived learning.
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