Making Generation Y employees want to stick to their jobs: the roles of individualized consideration transformational leadership, occupational self-efficacy, and personal growth initiative

Malik, Parul; Malik, Pooja

doi:10.1108/ebhrm-07-2021-0148

Cited by 4 publications

(9 citation statements)

References 72 publications

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“…The results supported the idea that Generation Y workers who feel like they have a balanced life are more likely to feel committed to their jobs. This fits with what (Malik & Malik, 2022) says about work-life balance for Generation Y. He says that work-life balance should address both accomplishment and enjoyment and must include all four quadrants of work-life balance.…”

Section: Resultssupporting

confidence: 68%

“…This is because it was thought that commitment could be used to predict how employees would change over time. Aside from a possible drop in attrition, it appears that both the organization and the employees benefit from employees who are committed (Malik & Malik, 2022;Ye et al, 2022). In fact, it is thought that commitment not only makes people more productive and improves the quality of their work, but also makes them happier at work and less stressed.…”

Section: Organizational Commitmentmentioning

confidence: 99%

“…Also, in their research, (Trincado-Munoz et al, 2020) defined work-life balance as the degree to which a person is equally happy and engaged at work and at home. In addition, they say that work-life balance is made up of three parts: I time balance, which means giving work and family roles the same amount of time; (ii) involvement balance, which means giving work and family roles the same amount of emotional involvement; and (iii) involvement and satisfaction (Malik & Malik, 2022;Stofberg et al, 2022;Wong & Mohd Rasdi, 2019). But (Kim et al, 2018) says that work-life balance is about balancing paid work with all the other things that are important to people, like family, community activities, volunteer work, self-growth, leisure and recreation, and other things.…”

Section: Work-life Balancementioning

confidence: 99%

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Crucial Factor Affecting Generation Y’s commitment to the Malaysian IT sector: A Cross-Sectional Study

Sherief

RAMAMOORTHY

2023

IJIRP

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Today, a company's success or failure is determined more by its employees than by any other factor, including natural resources, technology, or economies of scale, all of which can be replicated with rel-ative ease. Generation Y employees are sometimes referred to as the "next generation of workers," yet contrary to popular belief, several sources claim that this group is less devoted to remaining with a single employer than its predecessors. The increasing incidence of staff turnover has become an urgent problem. The purpose of this research is to determine what factors influence Gen Y workers in Malay-sia's IT sector to remain loyal to their employers over time. Organizational justice, managerial support, job satisfaction, and work-life balance were the independent variables examined, and their effects on the dependent variable, job satisfaction, were calculated (organizational commitment). It was easy to choose a sample of 195 responders from among the IT professionals who work for Selangor-based businesses. Having a positive influence on organizational commitment were factors including distribu-tive and procedural justice, job satisfaction, and work-life balance. Understanding the causes of em-ployees' dedication to the company is essential. Organizations may benefit greatly from the study's findings by tailoring their strategy, pay plans, management styles, and human resource procedures to the preferences of Generation Y workers, who are more likely to be committed to their employers as a result. The results, taken as a whole, show that the factors of organizational justice, managerial support, job happiness, and work-life balance are significantly influential in shaping the organizational commit-ment of Generation Y workers in the IT sector of Malaysia.

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Section: Resultssupporting

confidence: 68%

Section: Organizational Commitmentmentioning

confidence: 99%

Section: Work-life Balancementioning

confidence: 99%

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Crucial Factor Affecting Generation Y’s commitment to the Malaysian IT sector: A Cross-Sectional Study

Sherief

RAMAMOORTHY

2023

IJIRP

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“…Existing evidence suggests that personal growth initiatives are a positive career predictor for career adaptability, which can help newcomers cope with environmental demands in the workplace (Gregor et al, 2021). Research also demonstrated that personal growth initiative could positively and indirectly influence employees' occupational self‐efficacy by enhancing their perceptions of supportive leadership at work (Malik & Malik, 2022). To the best of our knowledge, however, there is a paucity of research examining the interaction between the working environment and personal growth initiative and its impact on job outcomes.…”

Section: Introductionmentioning

confidence: 99%

When and how does the practice environment most benefit the job outcomes of newly graduated nurses?

Wang

Chen

Lang

et al. 2023

Journal of Advanced Nursing

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BackgroundProviding a favourable practice environment has been regarded as an essential to improve the job outcomes of newly graduated nurses (NGNs). However, little is known about how and when NGNs can best utilize their practice environment to produce optimal job outcomes.AimThe aim of this study, which is based on the Conservation of Resources Theory and the Social Cognitive Model of Career Self‐Management, is to investigate whether NGNs who have a higher level of personal growth initiative are more likely to benefit from their practice environment and achieve better job outcomes by increasing their occupational self‐efficacy.DesignA cross‐sectional study.MethodsFrom 1 September 2022, to 30 September 2022, 279 NGNs from five Chinese state‐owned hospitals were recruited for this study. The participants completed measures of practice environment, personal growth initiative, occupational self‐efficacy, job stress, job satisfaction, turnover intention and quality of care. A descriptive analysis and a moderated mediation model were computed. Reporting adhered to the STROBE statement.ResultsThe influence of the practice environment on job outcomes was significantly mediated by occupational self‐efficacy, with personal growth initiative acting as a moderator of this mediation effect.ConclusionsNGNs who exhibited a higher degree of personal growth initiative were more likely to derive benefits from their practice environment and attain positive job outcomes by enhancing their occupational self‐efficacy. To boost NGNs' occupational self‐efficacy and achieve optimal job outcomes, hospital administrators may not only provide a supportive practice environment for them but also conduct interventions that promote their personal growth initiative.No Patient or Public ContributionThis study was designed to examine the psychosocial factors associated with NGNs' job outcomes. The study was not conducted using suggestions from the patient groups or the public.ImpactsOur findings indicate that favourable practise contexts may not always benefit the nursing job outcome if NGNs do not exhibit a high level of personal growth initiative and produce increased occupational self‐efficacy. Therefore, hospital administrators should consider implementing an intervention to improve the personal growth initiative of NGNs so that they can take full advantage of the practice environment and gain resources at work to create optimal job outcomes.

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“…Emerging empirical research on leadership and the millennial generation has inconsistently supported different types of leadership (e.g., empowering, transformational, LMX, Alif & Nastiti, 2022;Lee et al, 2022;Nelson, 2012;Shacklock & Brunetto, 2011). A variety of outcomes have been examined (e.g., turnover intention, well-being, creativity, commitment), typically without comparing generations (Alif & Nastiti, 2022;Anselmo-Witzel et al, 2020;Malik & Malik, 2022;Zhang & Zhao, 2021). Existing research tends to lack a generational rationale for its leadership focus, which is selected for its fit with the current business environment.…”

mentioning

confidence: 99%

Do We Stay or Do We Go? Empowering Leadership, Psychological Contracts and Turnover Intention Across Generations

Gurtner,

Raeder,

Kels

2023

Swiss Psychology Open

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The millennial generation is described as distinct from earlier generations, characterized by high individualism, feelings of entitlement, a focus on work-life balance and high turnover. We suggest that empowering leadership is suitable for enhancing psychological contracts and retention of this generation. We tested the relationship between empowering leadership, psychological contracts, and turnover intention in a multigenerational sample of 651 employees in the science, technology, engineering, and mathematics (STEM) fields. The psychological contract, specifically overfulfillment in terms of inducements exceeding obligations, mediated the relationship between empowering leadership and turnover intention. Generation was not found to moderate any path of the mediation model. The results indicate that empowering leadership effectively attenuates turnover intention for all generations, mediated by overfulfillment of the psychological contract. Generational differences should be more frequently tested in larger models in an organizational context to avoid overestimating generational effects. By testing differential effects of generations, this paper promotes a more profound understanding of consequences of empowering leadership.

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Making Generation Y employees want to stick to their jobs: the roles of individualized consideration transformational leadership, occupational self-efficacy, and personal growth initiative

Cited by 4 publications

References 72 publications

Crucial Factor Affecting Generation Y’s commitment to the Malaysian IT sector: A Cross-Sectional Study

Crucial Factor Affecting Generation Y’s commitment to the Malaysian IT sector: A Cross-Sectional Study

When and how does the practice environment most benefit the job outcomes of newly graduated nurses?

Do We Stay or Do We Go? Empowering Leadership, Psychological Contracts and Turnover Intention Across Generations

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