Intention to quit amongst Generation Y academics in higher education

Robyn, Anecia; Preez, Ronel du

doi:10.4102/sajip.v39i1.1106

Cited by 53 publications

(55 citation statements)

References 53 publications

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“…This emanates as a result of organisations experiencing high turnover rates as skilled workers are increasingly leaving their current positions due to a perceived lack of adequate reward practices. This includes, for example, poor promotional opportunities, unsuitable pay structures, supervisory issues and challenges surrounding other benefits and incentives (Jiang, Xiao, Qi & Xiao, 2009;Nyaga, 2015;Robyn & Du Preez, 2013;Scott et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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Orientation: In volatile and competitive business environments, organisations are faced with challenges to retain talented workers. Employees are increasingly leaving their jobs for a number of reasons, one of them being a perceived lack of adequate reward practices. Consequently, this has impacted on employee work engagement and confidence and trust in organisations.Research purpose: The study sought to determine whether there is a relationship between rewards, trust and engagement, as well as whether rewards are able to predict trust and engagement in the South African workplace.Motivation for the study: Organisations can no longer solely rely on extrinsic rewards to retain talent. Companies must draw on both extrinsic and intrinsic reward strategies to improve retention levels through endorsing higher levels of workplace trust and work engagement levels.Research design, approach and method: A quantitative, exploratory and cross-sectional research design was utilised. Non-probability sampling using questionnaires consisting of scales from the Job Satisfaction Survey, Intrinsic Motivation Inventory, Psychological Meaningfulness Scale, Basic Needs at Work Scale, Workplace Trust Survey and Utrecht Work Engagement Scale were administered to a sample (N = 251) of South African employees in various industries within the Gauteng region.Main findings: Results indicated that there is a moderate-to-strong positive relationship between the three constructs, and that rewards are able to predict trust and engagement.Practical and managerial implications: The findings provide insight for behavioural practitioners to potentially draw upon when improving talent management strategies. Both extrinsic and intrinsic rewards are important factors in keeping employees engaged and ultimately retaining them.Contribution: The study provided insight into the influence that organisational rewards may have on workplace trust, work engagement and retaining employees. Findings contribute towards improving talent management strategies.

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Section: Introductionmentioning

confidence: 99%

The influence of organisational rewards on workplace trust and work engagement

Victor

Hoole

2017

SA j. hum. resour. manag.

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“…This research investigates Generation Y employees' intention to quit from four perspectives: job attitudes, organizational strategy, personnel dimensions and work life balance issues, as recommended by Robyn and Preez (2013) and Deery (2008). Previous studies did not consider distinguishing generations from work value perspectives, or the impact of work values on attitudinal outcomes, such as in (Twenge, Campbell, Hoffman, & Lance, 2010;Josiam, Crutsinger, Reynolds, & Vi Dotter, 2009).…”

Section: Introductionmentioning

confidence: 99%

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

Queiri¹,

Dwaikat²

2016

JSD

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This paper investigates the factors contributing to Generation Y employees' intention to quit in the business process outsourcing sector (BPO) in Malaysia from four different perspectives: personnel dimensions (work overload, role ambiguity and job stress), job attitudes (satisfaction with pay and organizational commitment), work-life conflict and organizational strategies (training, career planning and empowerment). A structural equation modelling approach was employed to identify the variables that significantly affect the intention to quit. Using Amos 18, data collected from 164 Generation Y employees in the BPO sector were used to test the hypotheses. The results showed that intention to quit one's job is explained by lack of training, lack of empowerment, organizational commitment, and lack of career planning. Also, role ambiguity and satisfaction with pay exert negative indirect effects on the intention to quit one's job through organizational commitment. Additionally, job stress has no impact on the intention to quit one's job. This study is considered to be among the few attempts to address the reasons behind Generation Y employees' intention to quit.

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“…For example, the most prolific authors who publish in the journal are, with the exception of one female scholar, all white males. In general, senior white, male academics (older than 50) are largely responsible for research publications in the country (Robyn & Du Preez, 2013). However, the dominance of white (both male and female) authors in the SAJHRM is on the decrease, while female authorship and publications by nonCaucasian researchers are on the increase.…”

Section: Demographic Trendsmentioning

confidence: 98%

Research trends in the <i>South African Journal of Human Resource Management<i>

Pietersen

2018

SA j. hum. resour. manag.

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Orientation: A comprehensive framework for research in human resource management (HRM) in terms of fundamental knowledge orientations was found lacking.Research purpose: The aim was to perform a typological review of research trends in the field of HRM, specifically of publications in the South African Journal of Human Resource Management (SAJHRM).Motivation for the study: No previous research in the field of HRM in South Africa adopted a fundamental theory of knowledge.Research design, approach and method: A qualitative design was followed, consisting of a documentary analysis of articles that were published in the SAJHRM for the period from 2003 to 2015. A detailed content analysis of published articles was performed in terms of a number of criteria, namely knowledge type, race, gender, authorship, author contribution and representation according to author institution and country of origin.Main findings: An analysis of a final selection of 289 articles indicated that research in the SAJHRM was mostly on the following lines: research was mostly of the hypothesis-testing (Type II) knowledge type; involved multiple authorship; and was conducted by mostly white, male researchers, based at a relatively few South African academic institutions.Practical and managerial implications: The SAJHRM should, in partnership with the HRM profession, promote and publish research that more prominently addresses the gap between academic HRM and HRM practice, especially in terms of the participatory or action research (Type IV) mode of knowledge generation.Contribution: The present analysis of research trends in the SAJHRM provides a broader and more nuanced perspective on forms of research required for the HRM field in South Africa.

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Intention to quit amongst Generation Y academics in higher education

Cited by 53 publications

References 53 publications

The influence of organisational rewards on workplace trust and work engagement

The influence of organisational rewards on workplace trust and work engagement

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

Research trends in the <i>South African Journal of Human Resource Management<i>

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