Examination of HRM practices in relation to the retention of Chinese Gen Z employees
Abstract Employee retention has attracted the attention of both scholars and practitioners, especially with the gradual entry of Gen Z employees into the workplace. HRM literature indicates that the employee retention research stream in the context of Gen Z employees requires further development. Ba...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
| Published: |
Springer Nature
2024-01-01
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| Series: | Humanities & Social Sciences Communications |
| Online Access: | https://doi.org/10.1057/s41599-023-02472-6 |
| _version_ | 1797363498275045376 |
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| author | Hazem Ali Min Li Xunmin Qiu |
| author_facet | Hazem Ali Min Li Xunmin Qiu |
| author_sort | Hazem Ali |
| collection | DOAJ |
| description | Abstract Employee retention has attracted the attention of both scholars and practitioners, especially with the gradual entry of Gen Z employees into the workplace. HRM literature indicates that the employee retention research stream in the context of Gen Z employees requires further development. Based on an exploratory study, this research has identified four HRM practices influencing the retention of Gen Z employees: supportive working environment, pay, training and development, and role clarity. An empirical investigation using 529 questionnaires was used to examine the impact of these HRM practices on retaining Gen Z employees with an emphasis on the moderating role of employee gender. The findings of PLS-SEM showed that the four HRM practices have a significant effect on employee retention. The multi-group PLS analysis revealed that a supportive working environment and training and development practices are more important for female employees, whereas pay and role clarity had a salient impact on retaining male employees. Based on the empirical findings, HR managers may devise suitable intervention mechanisms to encourage the retention of Gen Z employees through maintaining a supportive work environment, providing fair and competitive pay, providing effective training and development, and clarifying job duties and responsibilities. |
| first_indexed | 2024-03-08T16:22:13Z |
| format | Article |
| id | doaj.art-3dea8d3a7fd2426cb9c742d2418e698d |
| institution | Directory Open Access Journal |
| issn | 2662-9992 |
| language | English |
| last_indexed | 2024-03-08T16:22:13Z |
| publishDate | 2024-01-01 |
| publisher | Springer Nature |
| record_format | Article |
| series | Humanities & Social Sciences Communications |
| spelling | doaj.art-3dea8d3a7fd2426cb9c742d2418e698d2024-01-07T12:16:15ZengSpringer NatureHumanities & Social Sciences Communications2662-99922024-01-0111111210.1057/s41599-023-02472-6Examination of HRM practices in relation to the retention of Chinese Gen Z employeesHazem Ali0Min Li1Xunmin Qiu2School of Economics and Management, Yiwu Industrial and Commercial CollegeSchool of Innovation and Entrepreneurship, Wenzhou University of TechnologySchool of Innovation and Entrepreneurship, Wenzhou University of TechnologyAbstract Employee retention has attracted the attention of both scholars and practitioners, especially with the gradual entry of Gen Z employees into the workplace. HRM literature indicates that the employee retention research stream in the context of Gen Z employees requires further development. Based on an exploratory study, this research has identified four HRM practices influencing the retention of Gen Z employees: supportive working environment, pay, training and development, and role clarity. An empirical investigation using 529 questionnaires was used to examine the impact of these HRM practices on retaining Gen Z employees with an emphasis on the moderating role of employee gender. The findings of PLS-SEM showed that the four HRM practices have a significant effect on employee retention. The multi-group PLS analysis revealed that a supportive working environment and training and development practices are more important for female employees, whereas pay and role clarity had a salient impact on retaining male employees. Based on the empirical findings, HR managers may devise suitable intervention mechanisms to encourage the retention of Gen Z employees through maintaining a supportive work environment, providing fair and competitive pay, providing effective training and development, and clarifying job duties and responsibilities.https://doi.org/10.1057/s41599-023-02472-6 |
| spellingShingle | Hazem Ali Min Li Xunmin Qiu Examination of HRM practices in relation to the retention of Chinese Gen Z employees Humanities & Social Sciences Communications |
| title | Examination of HRM practices in relation to the retention of Chinese Gen Z employees |
| title_full | Examination of HRM practices in relation to the retention of Chinese Gen Z employees |
| title_fullStr | Examination of HRM practices in relation to the retention of Chinese Gen Z employees |
| title_full_unstemmed | Examination of HRM practices in relation to the retention of Chinese Gen Z employees |
| title_short | Examination of HRM practices in relation to the retention of Chinese Gen Z employees |
| title_sort | examination of hrm practices in relation to the retention of chinese gen z employees |
| url | https://doi.org/10.1057/s41599-023-02472-6 |
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