Title: Practising soft HRM for Generation Y employees against the turnover crisis of the 21st century

Authors: Md. Mahamudul Hassan; Manimekalai Jambulingam; Elangkovan A.L. Narayan; Md. Uzir Hossain Uzir; Hussam Al Halbusi

Addresses: Business School, Bangabandhu Sheikh Mujibur Rahman Aviation and Aerospace University (BSMRAAU), Bir Uttam Ziaur Rahman Rd., Dhaka 1206, Bangladesh ' Taylor's Business School, Taylor's University, 1, Jalan Taylors, 47500 Subang Jaya, Selangor, Malaysia ' Taylor's Business School, Taylor's University, 1, Jalan Taylors, 47500 Subang Jaya, Selangor, Malaysia ' Business School, Universiti Putra Malaysia, Jalan Universiti 1 Serdang, 43400 Seri Kembangan, Selangor, Malaysia ' Dr. Management Department, Ahmed Bin Mohammed Military College (ABMMC), P.O. Box 22988, Doha, Qatar; Department of Management, College of Economics and Political Science, Sultan Qaboos University, P.O. Box 20, Al Khoud 123, Oman

Abstract: Frequent turnover causes enormous problems, which remains a burning issue for the last few decades, moreover with the inception of Gen Y employees, it has risen further. In general, the problem was turnover, but with the massive initiation of Gen Y employees in the private sectors, it is found that traditional retention policies are not working especially for Gen Y. Literature reviews reveal that SHRM is likely to be one of the most effective measures for the retention of Gen Y employees. As such, it is found that this soft HRM is viable to the demands of Gen Y to ensure job satisfaction and retentions. SEM (AMOS) was used to analyse the data, create the model and to find out the mediating effects. The result reveals the essential insights regarding the knowledge of Gen Y's viable soft HRM requirements. The study contributed to all concerns which included all stakeholders.

Keywords: soft HRM; human resource management; HRM; job satisfaction; generation; retention; Gen Y; turnover; millennial.

DOI: 10.1504/IJBEX.2022.126922

International Journal of Business Excellence, 2022 Vol.28 No.3, pp.332 - 349

Received: 29 Jan 2020
Accepted: 30 Apr 2020

Published online: 14 Nov 2022 *

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