The Influence of HRM Practices on Employee Behavioural Intentions: Do Generational Differences Matter?

Abstract

Generational diversity plays an important role in many aspects of organizational functions including Human Resource Management (HRM). However, studies are limited to proving this role. Management understanding of the effects of generational diversity and HRM practices is very important because it can foster a positive work environment that can encourage a competent employee to remain with the organization. To achieve the objective, this study utilises descriptive research design and the data was gathered through survey questionnaires comprised of 272 non-academic staff from Malaysian Private Higher Learning Institutions (PHLIs). Results revealed that the participants moderately agree with their intention to stay in the organisation. However, generational diversity was found as not having any significant effect on the relationships between the HRM practices dimensionsperformance appraisal, training, and selection, and intention to stay. Efforts to increase the non-academic staff intention to stay should focus on enhancing the organisation's training and performance appraisal system.

The Impact of HRM Practices on the Employee Intention to Stay in the Jordanian Telecommunications Companies

“…The first expected result which can be discussed here is that performance appraisal has a significant and direct effect on the intention to stay of Jordan telecommunication firms staff. When Jordanian telecommunication staff perceive that the performance appraisal process being practised by the organisation is reliable and objective, supported by transparent promotion process, and the staff are aware on the availability of positions for promotion, it will positively influence their behavioural intention (intention to stay) parallel with Harun et al (2021) findings. The second expected result is that perceived support by the organizational compensation practices identified as factors that influence employees to stay working in Jordanian telecommunication firms.…”

“…These studies have also sought to identify the important HRM practices that may have an impact on employee willingness to remain (Harun & Ahmad, 2022;Nagar & Agarwal, 2022;Salum et al, 2023). According to several research, HRM practices have a considerable favorable effect on employees retention (Santhanam et al, 2017;Ravikumar, 2019;Divyashree & Jayanna, 2019;Al Habsi et al, 2021;Harun et al, 2021;Dorota, 2022). Several important HRM practices that are commonly used in the organization focus on merging them well to strengthen the employee ITS, such as PA, and compensation, and TD (Iqbal et al, 2019;Saad et al, 2021).…”

“…The third expected result which can be discussed here is that when Jordan telecommunication firms staff perceive that they are provided with relevant training related to their future career development, conducted formally to prepare them for the job and coupled with a very extensive training programme, they tend to experience a higher sense of belonging. This will create loyalty and motivate them to stay longer with their respective jobs parallel with (Harun et al, 2021) which revealed that training and development practices have significant and positive impact on employee ITS.…”

The Influence of Islamic Leadership Behaviour on Innovation Capability

“…Consistently, Le and Lei (2017) emphasised that leadership has been recognised as the main sources for an organisation to foster innovation capability and attain an organisation's effectiveness, survival, and sustainable competitive advantage. Furthermore, a supportive leader will also influence job satisfaction and increase the employees' loyalty (Harun et al, 2021). In this context, the identification of leadership influence that has provided significant support on innovation capability becomes necessary and relevant.…”