Leadership Styles and Job Satisfaction among Employees: A Study of Women Leaders in J&amp;K Service Sectors

Kour, Ramandeep; Vaishali, .; Andotra, Neetu

doi:10.21863/ijl/2016.4.1.015

Cited by 1 publication

(1 citation statement)

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“…Therefore, the retention factors that influence the retention of employees need to be acknowledged by HR managers worldwide, since they cause substantial overt and covert losses in the form of overt and covert costs. In many aspects, these costs of turnover or losses of turnover are neither perceptible nor easy to measure (Aboobaker & Edward, 2017a; Ashton, 2018; Chawla et al, 2017; Kour & Sudan, 2018; Sharma & Bajpai, 2014; Sharma & Nayak, 2016; Tanwar & Prasad, 2016). As a result, in most of the cases, employers underestimate the necessities of turnover and only account for the overall high losses.…”

Section: Introductionmentioning

confidence: 99%

Necessities and Ways of Combating Dissatisfactions at Workplaces Against the Job-Hopping Generation Y Employees

Hassan

Jambulingam

Alagas

et al. 2020

Global Business Review

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The vital role of the private sector in the overall development of a country is crucial as proven by private tertiary industries. Despite its phenomenal success all over the world, private sectors are facing enormous challenges due to frequent turnover of Generation Y (Gen Y). Such phenomena cause massive overt and covert losses. Gen Y workers are optimistic, practical and often have attrition tendencies at workplaces. Extensive literature indicates the turnover problem of Gen Y remains unresolved. Frustration acts as the most crucial factor contributing to frequent turnover. The employers state similar effects. Turnover studies have been performed in the Western sense, though turnover problems exist all over the world, which include a developing country like Bangladesh. Another problem is the turnover rate in the public sector is lower than the private sector. Since each company strives to achieve the best output and lower turnover to avoid brain drain, they refrain from high turnover costs and maintaining competent staff. This quantitative study discovers that there is an urgent need to establish retention-friendly approaches to mitigate Gen Y frustration and retain them in the workplace. Gen Y retention approaches, management initiatives, soft HRM, work–life balance and employee satisfaction are vital resources for Gen Y retention in the private sector.

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