Exploring the Relationship Between Satisfaction and Intention to Stay Among Millennial Employees

Pratibha, Thakur; Arora, Rupali

doi:10.4018/ijhcitp.293229

Cited by 5 publications

(2 citation statements)

References 54 publications

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“…Likewise, self-concept, which describes an individual's mental representation and evaluation of competence [50], [63], is difficult to be actualized in driving a career without the support of leadership. Various literature states that the concepts of Career Motivation and Self Concept cannot be actualized to influence career insight, without managerial support [64]- [66]. Based on this explanation, the third and fourth hypotheses were formulated.…”

Section: Managerial Support As Moderatormentioning

confidence: 99%

Managerial support's moderating role in Indonesian lecturers' career insight

Eryanto,

Santoso,

Adha

et al. 2024

EduLearn

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Lecturers' academic careers as professional workers have a different process from other workers. Understanding career insights is important for lecturers in carrying out their profession. this research aims to test the moderating effect of managerial support on the influence of career motivation and self-concept on career insight. this research uses quantitative methods, data collection uses instruments with a 1-5 Likert scale. Respondents were 499 lecturers in Jakarta, Indonesia. The data analysis technique uses SEM PLS. The research results show that career motivation and self concept have a positive effect on lecturers' career insight. meanwhile, managerial support does not have a significant moderating effect on the influence of career motivation and self concept on career insight. this research recommends the need for efforts to increase the role of managerial support in increasing lecturers' career insight. this is an opportunity for further research with different theoretical and methodological aspects.

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Section: Managerial Support As Moderatormentioning

confidence: 99%

Managerial support's moderating role in Indonesian lecturers' career insight

Eryanto,

Santoso,

Adha

et al. 2024

EduLearn

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“…Thus, recent research (Thakur and Arora, 2022;Mane and Miravet, 2016;Marchiori et al, 2022; has shown that human capital makes a significant contribution to economic growth and technological development primarily through education, innovation and continuous growth. At the same time, the limited development of human capital leads to the use of natural resources as the main source of income, thereby reducing the level of the countries' economic development.…”

Section: Literature Reviewmentioning

confidence: 99%

Proceedings of 10th International Conference on Monitoring, Modeling & Management of Emergent Economy

2022

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The movement of Ukrainian guest workers in the direction of Poland until 2019 was predominantly transnational in nature, as there was a constant movement of labor migrants between the national spaces of Ukraine and Poland with financial participation in the economies of the two countries at the same time. This fact is confirmed by the results of empirical sociological researches conducted by the Ukrainian Institute of the Future, the Cedos analytical agency, the Personnel Service employment agency, the Gremi Personal, and the statistical data of the International Organization for Migration, the State Migration Service of Ukraine, the State Statistics Service of Ukraine, the Ministry of Family and Social Development of Poland. However, the trends changed dramatically due to the global COVID-19 epidemic, later in 2022 with the outbreak of the war in Ukraine. The desire for temporary, pendulum labor mobility gave way to the desire to leave Ukraine forever and settle abroad with the whole family. A new migration trend may be associated with the movement to Poland of Ukrainian men who come after the end of the war to reunite with their families, who were moved there earlier since the beginning of hostilities in Ukraine.

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Employee retention a top priority and what if it doesn’t work: Time to look at an ideal notice period

Nair

2024

HSM

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BACKGROUND: With Big Resignations on and the job hopping trend difficult to stop, HR needs to arrive at a less frustrating and more relevant approach that can curtail employee turnover in the first place and arrive at a mutually beneficial approach for both parties in case they decide to depart. The turnover intentions of employees are an outcome of uncertainty at work, toxic work culture, lack of appropriate work-life balance, stagnation in career, lack of mental well-being or improper monetary compensation. It also is influenced by the work experience of employees within the organization and trust at the workplace. When an employee decides to quit, he is already mentally gone, here it becomes even more critical to ensure that they stay relatively engaged during the transition so as to ensure effective knowledge transfer. Within the given context, what should be the duration of a notice period? How can organizations ensure a win- win approach for both employer and employee so as to ensure effective knowledge transfer? The paper is an attempt towards exploring this aspect further so as to arrive at a mutually beneficial approach both from the employer and employee perspective. OBJECTIVE: With an objective to review the ‘process and mindset’ which are often counterproductive when an employee responds to dissatisfaction at work, the paper aims to look at the ideal duration of a notice period and the context in which it works best. METHODOLOGY: Based on a mini thematic review and using a qualitative approach, the paper explores the current trends, challenges and implications of big resignations to HR as well the problems associated with the different duration of a notice period. An empirical attestation of the study can further validate the feasibility of a notice period that varies across jobs, organizations, industry and levels. It can further be validated empirically the impact of “open discussions about career transitions and job opportunities as less taboo” at workplace on employee engagement of people while on notice period as well employee retention in organizations. RESULTS: Employees need to be engaged even during their notice period, which may be possible only by ensuring a culture that promotes honest and open dialogues between employer and employee without any fear of reprisal when they are vocal about being unhappy in their jobs. An ideal notice need not be a ninety days, two months or two weeks period but has to vary across jobs, organizations and industry depending on the experience; job role; seniority; technicality; industry; availability of a person ready to take charge; or even period of employment of the leaving employee with the organization. The notice period works best i.e. ensures effective knowledge transfer within a workplace setting where job prospects or career transitions are considered less taboo and where the different reactions to dissatisfaction at work (EVLN) are handled through a ‘culture of open communication’, problem solving through ‘Happy, Present, Engaged’ conversations, “Training towards receiving & giving feedback and a ‘smooth transition’ in case the employee decides to quit.

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Exploring the Relationship Between Satisfaction and Intention to Stay Among Millennial Employees

Cited by 5 publications

References 54 publications

Managerial support's moderating role in Indonesian lecturers' career insight

Managerial support's moderating role in Indonesian lecturers' career insight

Proceedings of 10th International Conference on Monitoring, Modeling & Management of Emergent Economy

Employee retention a top priority and what if it doesn’t work: Time to look at an ideal notice period

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