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

Queiri, Abdelbaset; Dwaikat, Nizar

doi:10.5539/jsd.v9n2p78

Cited by 17 publications

(20 citation statements)

References 38 publications

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“…However, several studies conducted in the West show contradictory evidence reporting that compensation has no significant impact on OC (Bhagat & Chassie, 1981;Malhorta, Budhwar, & Prowse, 2007;Shore & Barksdale, 1998). In Malaysian settings, some studies found that financial compensation and OC were positively correlated (Ibrahim & Boerhaneoddin, 2010;Kee, Ahmad, & Abdullah, 2016;Normala, 2010;Queiri & Dwaikat, 2016). This leads us to the following hypothesis:…”

Section: Satisfaction With Personnel Evaluationmentioning

confidence: 97%

“…Empirical work typically finds a strong relationship between role clarity and OC in the West (Mathieu & Zajac, 1990), in China (Miao, Newman, Sun, & Xu, 2013;Newman & Sheikh, 2012), in Japanese expatriates (Gregersen & Black, 1996), in foreign employees of an American multinational company (Palich, Hom, & Griffeth, 1995), etc. Several research conducted in Malaysia is also supportive (Karim, 2010;Queiri & Dwaikat, 2016).…”

Section: Role Claritymentioning

confidence: 99%

“…Several studies conducted in Malaysia also show that OC is strongly related to the employee's intention to leave or stay with the organization and it plays a vital role to strengthen the organization growth (Kadiresan, Selamat, Selladurai, SPR, & Mohamed, 2015;Leow & Khong, 2009;Mustamil, Yazdi, Syeh, & Ali, 2014;Queiri & Dwaikat, 2016;Rachagan, Tong, Terpstra, & Mahenthiran, 2014;Salleh, Nair, & Harun, 2012). In addition, another study has indicated a strong link between job satisfaction and OC (Samad, 2007).…”

Section: Organizational Rewards In Malaysiamentioning

confidence: 99%

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Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

Kokubun¹

2017

JSD

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This study investigates the relationship between rewards and organizational commitment (OC) of 12,076 employees who work for 32 Japanese manufacturing companies in Malaysia. Hierarchical regression analysis revealed that all of three types of reward are important for OC, in the order of intrinsic, social and extrinsic rewards. These findings suggest that the antecedents of OC in Malaysia are different from those in the West or other lower income Asian countries such as China. The comparison between University graduates and others showed that extrinsic and intrinsic rewards had stronger while social rewards had weaker influence on OC in university graduates than in others. In detail: satisfaction with personnel evaluation and autonomy were more strongly correlated with OC in university graduates while co-worker support and role clarity were more significantly correlated with OC in others; fatigue was negatively correlated with OC in university graduates while positively correlated with OC in others; other rewards, i.e., satisfaction with other treatments, supervisor support and training, were equally correlated with OC in university graduates and others. Discussions and implications concerning human resource management of Japanese companies in Malaysia are offered.

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Section: Satisfaction With Personnel Evaluationmentioning

confidence: 97%

Section: Role Claritymentioning

confidence: 99%

Section: Organizational Rewards In Malaysiamentioning

confidence: 99%

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Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

Kokubun¹

2017

JSD

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“…Psikohumaniora: Jurnal Penelitian Psikologi -Vol 3, No 2 (2018) │ 155 bisnis dan kesehatan (Filiana, 2016;Lub, Bijvank, Bal, Blomme, & Schalk, 2012;Nusair, Parsa, & Cobanoglu, 2011;Queiri & Dwaikat, 2016), sementara pada organisasi pendidikan masih jarang dilakukan. Akan tetapi, pada kenyataannya komitmen organisasi di institusi pendidikan juga tak kalah pentingnya.…”

Section: Komitmen Organisasi Pada Dosen Generasi Milenialunclassified

Komitmen Organisasi pada Dosen Generasi Milenial

Sari

2018

PJPP

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In Human Resource Management, workers from the millennial generation, including those working as lecturers in Indonesia, are often studied with regard to their low level of organizational commitment. Millennial lecturers are often faced with various challenges that can trigger them to decide to quit their jobs and leave the college. This research aimed to discover the factors influencing millennial lecturers' organizational commitment. The instruments used were the Organizational Commitment Scale, Job Satisfaction Survey, and Professional Commitment Scale. The respondents were 123 lecturers from 10 universities in Padang, Jakarta, and Bali, who were selected using purposive sampling technique. The analysis method used was a multiple regression analysis. The research findings showed that job satisfaction and professional commitment, to be exact, their satisfaction with supervisors, professional commitment continuance and normative professional commitment had a significant impact on these lecturers' organizational commitment. The result of this study delivers important implications to universities in managing their millennial lecturers so that they can improve their organizational commitment.Abstrak: Dalam Manajemen Sumber Daya Manusia, Generasi Milenial, termasuk mereka yang bekerja sebagai dosen di Indonesia, sering diteliti dalam kaitannya dengan komitmen organisasi mereka yang rendah. Dosen milenial sering dihadapkan dengan berbagai tantangan yang dapat memicu mereka untuk memutuskan berhenti dari profesi dosen dan keluar dari perguruan tinggi. Oleh karena itu, penelitian ini bertujuan untuk menemukan faktor-faktor yang memengaruhi komitmen organisasi pada dosen milenial. Alat ukur yang digunakan adalah Skala Komitmen Organisasi, Survei Kepuasan Kerja, dan Skala Komitmen Profesi. Responden penelitian yaitu 123 dosen milenial dari 10 perguruan tinggi yang ada di Padang, Jakarta, dan Bali yang dipilih dengan menggunakan teknik purposive sampling. Metode statistik yang digunakan adalah analisis regresi berganda. Hasil penelitian menunjukkan bahwa kepuasan kerja dan komitmen profesi memiliki pengaruh yang signifikan terhadap komitmen organisasi. Secara lebih spesifik, kepuasan terhadap atasan, komitmen profesi kontinuans, serta komitmen profesi normatif memiliki pengaruh signifikan terhadap komitmen organisasi dosen milenial. Hasil penelitian ini memiliki implikasi penting bagi perguruan tinggi dalam pengelolaan dosen Generasi Milenial agar mereka dapat meningkat komitmen organisasinya.

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“…Based on past research, the intention to stay is related to various constructs. Queiri and Dwaikat (2016) identified constructs such as training, empowerment, organizational commitment, and lack of career planning. Choi et al (2012) identified that emotional exhaustion, depersonalization, and reduced personal accomplishment increased turnover intentions.…”

mentioning

confidence: 99%

Impact of Emotional Needs on Intention to Stay and the Mediating Role of Perceived Organizational Support.an Empirical Study of Gen Y Employees’ in the Banking Sector in Malaysia

2019

IJRTE

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It is anticipated that over the next 10 years, the banking sector would require a workforce of about 200,000. Gen Y employees makes up about 40% of the current workforce in Malaysia. This number is expected to increase to 75% within a relatively short span of time. The present study examined the influence of emotional needs of Gen Y employees towards intention to stay and the mediating role of perceived organizational support. This was a quantitative research that used a survey method. Data was collected from a sample of 470 Gen Y employees in the banking sector in Malaysia. The findings revealed that emotional needs had a significant impact on intention to stay. Perceived organizational support was found to mediate the relationship between the two. The findings have significantly contributed to the advancement of knowledge in the emotional needs and intention to stay of Gen Y employees in the banking sector. The significant and positive impact of emotional needs and perceived organizational support suggests the importance of these factors in retention of Gen Y employees. The paper's primary contribution is that it provides an understanding that emotional needs and the mediating role of perceived organizational support have an impact on improving the intention to stay of Gen Y employees in the banking sector in Malaysia. From the practical implications perspective, organizations need to implement policies and procedures to help lessen employees quitting intentions. The results of this study suggest that organizations can implement policies covering the employee emotional needs and employees’ perception that their work and contributions are valued. With current trends of globalizations and diversity, the finding of this study can be beneficial to improve retention of Gen Y employees in other countries

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

Cited by 17 publications

References 38 publications

Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

Komitmen Organisasi pada Dosen Generasi Milenial

Impact of Emotional Needs on Intention to Stay and the Mediating Role of Perceived Organizational Support.an Empirical Study of Gen Y Employees’ in the Banking Sector in Malaysia

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