Mentoring, social media, and Gen Y employees' intention to stay: towards a conceptual model

Abstract

Abstract:In the present competitive business environment, organisations are far more focusing on their employees. The workforce is undergoing tremendous transformation characterised by the influx of Gen Y employees, making them the significant segment of the workforce. However, they are inherently different in attitude and work ethics from their predecessors, and have a strong tendency to switch jobs frequently. Thus, it is imperative to effectively retain this generation for organisational sustainability. Therefore, this study aims to explore certain human resource interventions for the retention of Gen Y employees. Furthermore, consistent with the extant literature, this study presents a conceptual model integrating mentoring and social media to retain Gen Y employees. The conceptual model is significant for scholars as well as professionals. It provides useful insights to assist management in bolstering the retention rates among Gen Y employees. Future avenues of research are also recommended thereafter.

How does mentoring contribute to Gen Y employees’ intention to stay? An Indian perspective

“…This is achieved by sharing of organizational insights, expanding mentee networks, assisting in goal setting, and providing developmental feedback (Berezuik, 2010; Eller et al, 2014; Johnson & Ridley, 2015). In addition, mentors provide sponsorship, coaching, protection, exposure, counseling, friendship, and appraisal to facilitate competency development in mentees (Kram, 1985; Naim & Lenka, 2017a). Importantly, Indian Gen Y wants to grow, therefore seeks developmental intervention such as mentoring at workplace.…”

“…By consistent sharing of insights, experiences, effective practices, and information on mishaps or failures; mentors foster social, functional, and personal competency development (Naim & Lenka, 2017a). In particular, social interactions between mentor and mentee involve dialogue and inquiry, and knowledge interflow resulting in informal learning opportunities for Gen Y to expand their competencies such as leadership, emotional self-control, internal locus of control, self-efficacy, self-confidence, achievement motivation, personal goals, decision making, risk-taking, networking, negotiation, persuasion, technical know-how, opportunity identification, initiative taking and collaborative potential.…”

“…Further, knowledge transfer occurring in mentoring facilitates competency development as Gen Y mentees learn and acquire new knowledge (Naim & Lenka, 2017a). In this view, mentoring focuses on social exchanges between mentor and mentee, and offer coaching, feedback, challenging assignments, exposure, and visibility to create opportunities for organization-wide learning.…”

A Comprehensive Analysis of the Relationship Between Off-the-Job Embeddedness and Continuance Commitment on Intention to Stay: Based on PLS-Sem

“…Intent to stay is clearly elucidated as the employee's willingly to staying in his/her current job (Naim & Lenka, 2017). The intent to remain in a job and earnings intent are employed interchangeably to measure the same intention though in differing ways (Halbesleben & Wheeler, 2008).…”

The Role of Job Embeddedness and Organizational Continuance Commitment on Intention to Stay: Development of Research Framework and Hypotheses

“…Intent to stay is clearly elucidated as the employees are willing to stay in his/her current job (Naim & Lenka, 2017…”