ISSN: 2222-6990
Open access
This study aims to investigate the factors influencing staff retention among generation Z in the banking industry in Malaysia. If an organization wishes to be maintained and continue to exist, it must make efforts to satisfy the requirements that are set forth by its staff. The purpose of this paper is to study the factors that influence Generation Z workers' likelihood to remain employed in the banking industry. In order for businesses to successfully retain the younger generations in the workforce, it is necessary for such businesses to have an understanding of the special requirements and motivations of the younger generations. A quantitative methodology was used to collect the data for this study, and survey questionnaires were distributed to the participants. The response rate was 64 percent, with 385 out of 600 questionnaires being returned, which was determined by using a random sample technique. The target demographic is the workforce of Bank X in Malaysia, which is comprised of members of Generation Z. This study will contribute to the existing body of knowledge on the topic of staff retention and provide advice to banking organizations on how to execute targeted initiatives to retain Generation Z personnel.
Aboramadan, M., Albashiti, B., Alharazin, H., & Zaidoune, S. (2020). Organizational culture, innovation and performance: A study from a non-western context. Journal of Management Development, 39(4), 437-451.
Aidina, N., & Prihatsanti, U. (2022). The roles of person-job fit and job satisfaction on work engagement in employees of Company X Semarang. Management Analysis Journal, 11(3), 214-218.
Akanda, M. H. U., Bhuiyan, A. B., Kumarasamy, M. M., & Karuppannan, G. (2021). A conceptual review of the talent management and employee retention in banking industry. International Journal of Business and Management Future, 6(1), 42-68.
Aktar, S. (2023). The effect of training and development methods on employee satisfaction and performance in commercial banks. Management Dynamics in the Knowledge Economy, 11(1), 30-47.
Aleem , M., & Bowra, Z. A. (2020). Role of training and development on employee retention and organizational commitment in the banking sector of Pakistan. Review of Economics and Development Studies, 6(3), 639-650.
Al-Kurdi, B., Al-Shurideh, M & Al-Alafaishat, T. (2020). Employee retention and organisational performance: Evidence from the banking industry. Management Science Letters, 10(16), 3981-3990.
Benítez-Márquez, M. D., Sánchez-Teba, E. M., Bermúdez-González, G. & and Núñez-Rydman, E. S. (2022). Generation Z within the workforce and in the workplace: A bibliometric analysis. Frontiers Psychology, 12:736820.
Choiriyah, S., & Riyanto, S. (2021). Effect of training and competence on job satisfaction and its impact on employee commitment: Case study at BPJS Ketenagakerjaan. International Journal of Innovative Research in Science Engineering and Technology, 6(6), 1021-1030.
Chumba, R. (2022). The relationship between employee engagement, job fit and job performance: An explorative study. Journal of Human Resource and Leadership, 6(5), 21-31.
Ghumiem, S. H., Alawi, N. A. M., Al-Refaei, A. A. -A., & Masaud, K. A. R. (2023). Corporate culture and its effects on organizational performance: Multi-group analysis evidence from developing countries. European Journal of Business and Management Research, 8(2), 142-148.
Graczyk-Kucharska, M., & Erickson, G. S. (2020). A person-organization fit model of Generation Z: Preliminary studies. Journal of Entrepreneurship, Management and Innovation, 16(4), 149-176.
Kanapathipillai, K., & Ferdous, S. M. A. (2020). The impact of employee training programs on job performance and job satisfaction in the telecommunication companies in Malaysia. European Journal of Human Resource Management Studies, 4(3), 1-17.
Krejcie, R. V., & Morgan, D. W. (1970). Determining sample size for research activities. Educational and Psychological Measurement, 30(3), 607-610.
Krishnan, R., Loon, K. W., Ahmad, N. A. F., Alias, N. E., Othman, R., & Kanchymalay, K. (2023). The relationship between person-job fit, employee engagement and turnover intention: A proposed framework. Information Management and Business Review, 15(4(SI)I), 214-218.
Lazauskait?-Zabielsk?, J., Urbanavi?i?t?, I., & Žiedelis, A. (2023). Pressed to overwork to exhaustion? The role of psychological detachment and exhaustion in the context of teleworking. Economic and Industrial Democracy, 44(3), 875-892.
Malik, E., Baig, S.A., & Manzoor, U. (2020). Effect of HR practices on employee retention: The role of perceived supervisor support. Journal of Public Value and Administrative Insight, 3(1), 1-7.
Mengjiao, Z., Arshad, M.A., & Yating, L. (2023). The relationship between organizational culture and turnover intention: A literature review study. International Journal of Academic Research in Economics and Management Sciences, 12(4), 535-551.
Murad. (2021, November 28). Has the ‘Great Resignantion’ hit Malaysia? The Star. https://www.thestar.com.my/news/focus/2021/11/28/has-the-great-resignation-hit-malaysia
Mustafa, T., Setapa, M., Che Cob, C. M. S., Mohammad, N., Ab Rahman, A. R., & Herman, H. (2024). Staff retention among employees in Malaysian financial institutions. Environment-Behaviour Proceedings Journal, 9(28), 321-326.
Nedelko, Z., Peleckien?, V., Peleckis, K., Peleckis, K. K., Lapinskien?, G., & Potocan, V. (2022). Generation Z and ethicality of advancement in the workplace: A study of Slovenia and Lithuania. Journal of Business Economics and Management, 23(2), 482-506.
Nungchim, B. N., & Leihaothabam, J. K. S. (2022). Impact of organizational culture on the effectiveness of organizations: A case study of some service sector organizations in Manipur. Jindal Journal of Business Research, 11(1), 44-54.
Randstad. (2022, May 12). 30% of Malaysian employees to change jobs by June 2022: Employer brand research. https://www.randstad.com.my/hr-trends/employer-brand/30-per-cent-malaysian-employees-to-change-jobs-by-june-2022/#:~:text=3%20in%2010%20respondents%20in,5%25%20from%20the%20previous%20year
Rombaut, E., & Guerry, M. A. (2020). The effectiveness of employee retention through an uplift modelling approach. International Journal of Manpower, 41(8), 1199-1220.
Soelistya, D., Santoso, R. A., & Syarif, D. (2024). Cultivating retention: Investigating the mediating role of organizational culture in the relationship between job satisfaction, work environment, and turnover intentions. International Journal of Economics Development Research, 5(2), 1464-1488.
Strengers, J., Mutsaers, L., van Rossum, L., & Graamans, E. (2022). The organizational culture of scale-ups and performance. Journal of Organizational Change Management, 35(8), 115-130.
Sullivan, J. (2013, September 9). A case study of Facebook’s simply amazing talent management practices, Part 1 and 2. DJS. https://drjohnsullivan.com/articles/a-case-study-of-facebooks-simply-amazing-talent-management-practices-part-1-of-2/
Sultana, N., & Goswami, S. (2020). Impact of human resource management practice on employee retention strategy. International Journal of Creative Research Thoughts, 8(7), 4492-4499.
Barakbah, S. M. B. S. F., Salleh, S. A. M., Zaino, A. B., & Fuad, S. N. A. R. M. (2024). Factor Influencing Staff Retention among Generation Z in the Banking Industry. International Journal of Academic Research in Business and Social Sciences, 14(10), 131–139.
Copyright: © 2024 The Author(s)
Published by HRMARS (www.hrmars.com)
This article is published under the Creative Commons Attribution (CC BY 4.0) license. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this license may be seen at: http://creativecommons.org/licences/by/4.0/legalcode