ISSN: 2222-6990
Open access
Generational diversity plays an important role in many aspects of organizational functions including Human Resource Management (HRM). However, studies are limited to proving this role. Management understanding of the effects of generational diversity and HRM practices is very important because it can foster a positive work environment that can encourage a competent employee to remain with the organization. To achieve the objective, this study utilises descriptive research design and the data was gathered through survey questionnaires comprised of 272 non-academic staff from Malaysian Private Higher Learning Institutions (PHLIs). Results revealed that the participants moderately agree with their intention to stay in the organisation. However, generational diversity was found as not having any significant effect on the relationships between the HRM practices dimensions - performance appraisal, training, and selection, and intention to stay. Efforts to increase the non-academic staff intention to stay should focus on enhancing the organisation’s training and performance appraisal system.
Ahmad, H., & Ibrahim, B. (2015). Leadership and the characteristic of different generational cohort towards job satisfaction. Procedia - Social and Behavioral Sciences, 204, 14-18.
Aminuddin, M. (2014). Human resource management principles and practices. Shah Alam: Oxford University Press.
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurationally performance predictions. Academy of Management Journal, 39(4), 802-835.
Department of Statistics Malaysia. (2019). Key statistics of labour force in Malaysia, July 2019. Retrieved from https://www.dosm.gov.my/v1/index.php?r=column/pdfPrev&id=eWtsKy9TL3NnSjdlN1JUdkNZYndUUT09.
Gursoy, D., Chi, C. G. Q., & Karadag, E. (2013). Generational differences in work values and attitudes among frontline and service contact employees. International Journal of Hospitality Management, 32, 40-48. doi:10.1016/j.ijhm.2012.04.002
Harun, S., Shahid, S. A. M., & Othman, A. K. (2016). The Influence of HRM Practices Towards PHEIs Non-Academic Staff Intention to Stay: A Conceptual Model. J. Appl. Environ. Biol. Sci, 6(5S), 82-89.
Harun, S., Shahid, S. A. M., & Othman, A. K. (2017). Promoting Employees’ Loyalty: Incorporating the Turnover Models Approach. Advanced Science Letters, 23(8), 7355-7358.
Hendricks, J. M., & Cope, V. C. (2013). Generational diversity: What nurse managers need to know. Journal of Advanced Nursing, 69(3), 717-725.
Howe, N., & Strauss, W. (1991). Generations: The history of America's future, 1584 to 2069. New York: William Morrow & Company, 538.
Khatri, N. (2000). Managing human resource for competitive advantage: A study of companies in Singapore. The International Journal of Human Resource Management, 11(2), 336-365. doi:10.1080/095851900339909
Mannheim, K. (1952). Historicism. Essays on the Sociology of Knowledge. New York: Harcourt, Brace & World.
Meijerink, J. G., Bondarouk, T., & Lepak, D. P. (2016). Employees as active consumers of HRM: Linking employees’ HRM competences with their perceptions of HRM service value. Human Resource Management, 55(2), 219-240.
Mowday, R. T., Koberg, C. S., & McArthur, A. W. (1984). The psychology of the withdrawal process: A cross-validation test of Mobley's intermediate linkages model of turnover in two samples. Academy of Management Journal, 27(1), 79-94.
Nitya, R., & Anand, S. (2016). A study on generational differences in work values and person-organization fit and its effect on turnover intention of Generation Y in India. Management Research Review, 39(12), 1695-1719. doi:10.1108/MRR-10-2015-0249
Parry, E., & Urwin, P. (2011). Generational differences in work values: A review of theory and evidence. International journal of management reviews, 13(1), 79-96.
Pinto, A. M. G. L. R. S., da Silva Ramos, S. C. M., & Nunes, S. M. M. D. (2014). Managing an aging workforce: What is the value of human resource management practices for different age groups of workers? Tékhne, 12, 58-68.
Shahid, S. A. M., Rahman, M. K. B. A., Harun, S., Othman, A. K., & Naina, R. (2018). Assessing the influence of HRM practices in improving employees intention to stay in one Malaysian medical college: A pilot study. International Journal of Multidisciplinary Thought, 07(03), 449-462.
Stone, D. L., & Deadrick, D. L. (2015). Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), 139-145.
Walsh, J. P., Ashford, S. J., & Hill, T. E. (1985). Feedback obstruction: The influence of the information environment on employee turnover intentions. Human Relations, 38(1), 23-46.
Zikmund, W. G., Babin, B. J., Carr, J. C., & Griffin, M. (2013). Business research methods (9th ed.). Singapore: Cengage Learning Asia Pte Ltd.
In-Text Citation: (Harun et al., 2021)
To Cite this Article: Harun, S., Shahid, S. A. M., Othman, A. K., Rahman, M. K. B. A., & Gumbri, D. T. (2021). The Influence of HRM Practices on Employee Behavioural Intentions: Do Generational Differences Matter? International Journal of Academic Research in Business and Social Sciences, 11(4), 284-294.
Copyright: © 2021 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