Corporate Talent Needs and Availability in Malaysian Service Industry

Downe, Alan G.; Loke, Siew-Phaik; Ho, Jessica Sze Yin; Taiwo, Ayankunle Adegbite

doi:10.5539/ijbm.v7n2p224

Cited by 12 publications

(12 citation statements)

References 42 publications

(44 reference statements)

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“…It is likely that the resilient growth of the Malaysian economy has created the perception among the new generational workforce that there are ample job opportunities in the market (Downe et al, 2012). Such a perception has influenced the decision to quit positively among of them.…”

Section: Discussionmentioning

confidence: 99%

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Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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Among the various speculation published in media reports about the reasons why generation-Y workforce in Malaysia changes job frequently include dissatisfaction with pay and fringe benefits, seeking work-life balance, perceived status work-values fit, normative commitment, perceived availability of alternative job and job hopping, This study aims to empirically justify or refute some of the anecdotal information about generation-Y employees' decision to leave an organisation in the context of Malaysia. Using structural equation modelling with a sample size of 150 respondents, this study revealed that satisfaction with payment and fringe, perceived availability of alternative job and job hopping are significant to generation-Y employees' intention to quit. Additionally, normative commitment as part of employees' loyalty is insignificant to generation-Y employees' intention to quit. This study provides implication to human resource (HR) managers that generation-Y employees' intention to quit may not be entirely due to HR strategies. Instead, cultural and economic factors play an important role in such decisions. However, there are other reasons that are widely held about generation-Y employees' intention to quit, which may not be held true or empirically validated. Lastly, normative commitment does not influence their intention to stay or to leave an organisation, as their loyalty is to their personal lives.

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Section: Discussionmentioning

confidence: 99%

“…Usually, such a growth is accompanied with great job opportunities for the new generation workforce (Downe et al, 2012). In view of the ample opportunities of employment, the intention to quit could be due to the perceived available alternative employment.…”

Section: Perceived Availability Of Alternative Jobmentioning

confidence: 99%

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Queiri¹,

Yusoff²,

Dwaikat³

2015

ASS

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“…The great interest of retaining the Generation Y workforce in Malaysia is not solely due to the financial cost associated with Generation Y employees' turnover, but additionally to the fact that: a) The Malaysian labor market experiences a shortage of talent (competency gap) as affirmed by (Marthandan, Jayashree, & Yelwa, 2013;Downe, Ho, & Taiwo, 2012), and b) The brain drain becomes an increasing trend for Generation Y employees. Malaysia is among the Southeast Asian countries that experiences a high rate of skilled employees' immigration.…”

Section: Introductionmentioning

confidence: 99%

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

Queiri¹,

Dwaikat²

2016

JSD

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This paper investigates the factors contributing to Generation Y employees' intention to quit in the business process outsourcing sector (BPO) in Malaysia from four different perspectives: personnel dimensions (work overload, role ambiguity and job stress), job attitudes (satisfaction with pay and organizational commitment), work-life conflict and organizational strategies (training, career planning and empowerment). A structural equation modelling approach was employed to identify the variables that significantly affect the intention to quit. Using Amos 18, data collected from 164 Generation Y employees in the BPO sector were used to test the hypotheses. The results showed that intention to quit one's job is explained by lack of training, lack of empowerment, organizational commitment, and lack of career planning. Also, role ambiguity and satisfaction with pay exert negative indirect effects on the intention to quit one's job through organizational commitment. Additionally, job stress has no impact on the intention to quit one's job. This study is considered to be among the few attempts to address the reasons behind Generation Y employees' intention to quit.

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“…However, this has its ramifications on the interpersonal skills and communication with others when generation-Y enters the workforce. This is justified by findings which revealed that young employees lack specific aspects of soft skills in Malaysia like communicative and socialising skills (Downe Loke, Ho & Taiwo., 2012).…”

Section: Generation Y Workforce In Malaysiamentioning

confidence: 99%

Generation-Y Employees’ Turnover: Work-Values Fit Perspective

Queiri¹,

Yusoff²,

Dwaikat³

2014

IJBM

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With the increased acceptability of generational differences at the workplace, generation-Y employees are beginning to become featured at the workplace, with radical changes in their work values. In the case of Malaysia, theorists and practitioners are keenly interested to investigate the reasons behind one of this workplace related behaviours, which is high turnover stemming, particularly from this cohort, due to organisational and economic benefits of retaining such employees. This conceptual paper attempts to address generation-Y's high turnover intention from the perspective of Person-Environment fit. This generation may experience lack of fit with communicated or supplied work values, as many of its work values are not well known to employers. However, it is not substantiated which type of work values fit may impact the behavioural intention for the generation Y workforce. However, this paper elaborates how each work values fit may or may not affect the decision to quit.

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Corporate Talent Needs and Availability in Malaysian Service Industry

Cited by 12 publications

References 42 publications

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Explaining Generation-Y Employees’ Turnover in Malaysian Context

Factors Affecting Generation Y Employees’ Intention to Quit in Malaysian’s Business Process Outsourcing Sector

Generation-Y Employees’ Turnover: Work-Values Fit Perspective

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