The Importance Of Generational Differences In Human Resource Management

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Overall, the findings have highlighted the importance of the work-itself, and pay satisfaction as the contributors to turnover intention. The co-workers satisfaction on the other hand, has moderate relationship but not significantly contributed to turnover intention. Additionally, the study also indicates that there are generational differences across the JDI factors of satisfaction where each generation ranked their satisfaction on the three JDI factors differently. Not only that, each generation also has different level of intention to quit, with Gen Y workers reported to have higher intention to leave. Accordingly, these findings have important practical implications on organisations especially with regard to management strategy that could address in managing workforce diversity. Apart from that, the study also provide the factors that influence employees turnover intention among banking workers where in this regard, the information can be considered by human resource manager and department in developing better human resource practice to address the possibility of losing their workforce. On that note, several recommendations are proposed based on the research implications to help addressing the turnover issue.

5.3 Recommendations
Employees regardless of generations are
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To this, greater effort is needed from the management of CIMB and Public Bank particularly to manage the generational differences so that there are no generational conflicts that could arise from the differences that exist. To address the issue, Wagner (2007) insisted that managers should never differentiate the generations, but take initiative to understand each other. Here, the management of CIMB and Public Bank should find ways to encourage social relations between the

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