Providing a Talent Retention Model among Generation Z Employees of Government Organizations

Document Type : Original Article

Authors

1 Prof., Faculty of Management, University of Tehran, Tehran, Iran

2 PhD., Department of Higher Education Management, Faculty of Psychology and Educational Sciences, University of Allameh Tabataba'i, Tehran,

Abstract

Background & Purpose: Generation Z is a generation that is not satisfied with sitting still and accepting the situation and is interested in change and progress. Interestingly, this group is interested in entering the jobs they see around them to earn more money and grow professionally. Competent and committed employees are valuable assets for any organizations, thus today they are referred to as human capital. Talent retention management is very essential because competent employees can increase the efficiency and effectiveness of the organization and bring your company to the highest level in the competitive and business environment. The purpose of this qualitative research is to provide a talent retention model among generation Z employees of government organizations.
Methodology: In this research, the multiple foundation data method of Cranholm and Gould Kohl was used. The participants of this research include human resources specialists and experts from universities and government organizations who were determined through the theoretical sampling method. In order to identify the categories of talent retention model among generation Z employees of government organizations, a semi-structured interview was used, using this tool, in-depth interviews were conducted with 35 human resources experts from universities and government organizations, and the required information was collected. To analyze the data, the method of theorizing the multiple data base of Cranholm and Gould Kohl was used.
Findings: In this research, in the inductive coding stage, 5 categories (central category, individual and organizational support platforms, social and cultural contexts, personal and occupational and organizational obstacles, individual and organizational results and consequences) and 31 concepts were extracted. And then conceptual refinement, model coding (presentation of the model), theoretical adaptation of the model, experimental validation and evaluation of the theoretical coherence of the model and enrichment of the theory were described.
Conclusion: Keeping the Z generation human resources is one of the keys to the success, survival and health of any business. Effective managers believe that keeping Z generation employees will increase customer satisfaction and retention, business satisfaction, in government organizations. Apart from the discussion of rights, which is a universal need for all generations of the workforce, other issues such as a better work-life balance, more advancement opportunities, and meaningful benefits are also of high value to Generation Z. These issues are so valuable to this generation that they may move to a lower paying job to get them. This group of employees is also looking for employers' support in the field of well-being, especially financial and psychological well-being, and they are looking for stronger intra-organizational relationships than previous generations. Therefore, at the time of recruiting, hiring, and maintaining this group of employees, special attention should be paid to this group of needs.

Keywords

References

Aggarwal, A., Sadhna, P., Gupta, S., Mittal, A. & Rastogi, S. (2020). Gen Z entering the workforce: Restructuring HR policies and practices for fostering the task performance and organizational commitment. Journal of Public Affairs, 22(3), 1-18. https://doi.org/10.1002/pa.2535.
Armestrang, M. (2005). Strategic human resource management. (4th ed.). London.
Ashok, Ch. & Shilpa, K. (2005). Human Resource Strategy: Architecture of Changes, (Hasan Rangriz & Abbas Ali Haji Karimi, Trans.) Tehran, Commercial Publishing Company.
(in Persian)
Auerbach, C.F. & Silverstein, L.B. (2003). Qualitative Data: An Introduction to Coding and Analysis. New York University, New York.
Bhatnagar, J. (2007). Talent management strategy of employee engagement in Indian ITES employees: key to retention. Employee relations, 29(6), 640-663.
Birt, M., Wallis, T. & Winternitz, G. (2004). Talent retention in a changing workplace. South African Journal of Business Management, 35(2).
Choudhary, S. (2016). A study on retention management: how to keep your top talent. International Journal of Advanced Research in Management and Social Sciences, 5(3), 17-31.
Corbin, J. M. & Strauss, A. (1990). Groundedtheory research: Procedures, canons, and evaluative criteria. Qualitative sociology, 13(1), 3-21
Glaser, B. (1978). Theoritical Sensitivity. Maill Valley: Sociological.
Gohrian, H. (2015). Identifying the influencing factors in the maintenance and preservation of human resources in Sepeh Bank. Master's thesis, Islamic Azad University, Central Tehran Branch, Faculty of Management and Accounting. (in Persian)
Hardin, R.M. (2020). Generation Z: motivational needs of the newest workforce. In partial fulfillment of the requirements for the degree of doctor of business administration, Northcentral University, School of Business.
Harmaz, K. (2014). Constructing grounded theory. (2th ed.). Thousand Oaks, CA: Sage.
Harris, K. (2020). A new generation of workers: preparing for generation Z in the workplace. Senior thesis, University of South Carolina.
Heydari, A. (2010). Investigating the relationship between effective factors in maintaining and maintaining human resources and organizational commitment of employees in Tabriz tractor factory, Master's thesis, Tehran, Allameh Tabatabai University. (in Persian)
Hill, N. (2005). Think and grow rich. California: Tarcher.
Jenkins, R. (2019). This is how generation Z employees want feedback. Retrieved from https://www.inc.com/ryan-jenkins/this-is-how-generation-z-employees wantfeedback.html
Kaye, B., & Jordan, E. S. (2001). Retaining key employees. Public Management, 83, 6-11.
McCrindle, M. & Fell, A. (2019). Understanding generation Z: recruiting, training and leading the next generation. McCrindle Research Pty Ltd.
Mohammadi, M., Pourkiani, M. (2014). The effect of the dimensions of the general policies of the administrative system in the field of human resources on the retention of knowledge-oriented employees in the body of Iran's higher education system. Public Administration Mission Quarterly, 5 (13), 23-30. (in Persian)
Murvanidze, E. (2020). Understanding generation Z as a future workforce and its perception of the global trends in organizational design. Master’s thesis in international business administration, Tallinn University of Technology, School of Business and Governance.
Oshaghi, L. (2012). Investigating the relationship between management styles and human resources maintenance system in Isfahan Customs Organization. Master's thesis, Tehran, Allameh Tabatabai University. (in Persian)
Parry, E. & Battista, V. (2019). Generation Z in the UK: more of the same high standards and demands. Generations Z in Europe: Inputs, Insights and Implications, 89-107. https://doi.org/10.1108/978-1-78973-491-120191013.
Sanjaghi, M.E., Farahi Bozanjani, B., Shams Ahmar, M. (2011). Pathology of the human resources maintenance system with a strategic approach and providing a suitable model (a case study in a defense organization). Defense Strategy Quarterly, 9 (34), 27-53. (in Persian)
Sarmad, Z., Bazargan, A. & Hejazi, E. (2000). Research methods in behavioral sciences. (5th ed.), Tehran: Aghat Publications. (in Persian)
Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business Students. Italy: Pearson Education Limited.
Scott, D., McMullen, T. & Royal, M. (2012). Retention of key talent and the role of rewards. WorldatWork Journal, 21(4), 58-70.
Senge, P. (1998). ‘The Practice of Innovation’, Leader to Leader 9.  http://pfdf.org/leaderbooks/l2l/summer98/senge.html
Sharer, E., Jones, C.J., Morris, A., Harpel, A., Miesle, A. & Dixon, J. (2016). Recruiting and Maintaining Millennial Talent for The JM Smucker Company.
Shateri, K., Abili, Kh., Rezaeian, A., Gholipour, A. & Moradfam, S. (2014). Factors affecting the preservation of talents and organizational elites of Iran's electricity industry in line with the realization of the general policies of science and technology. Strategic and Macro Policy Quarterly, 3 (12), 51-78. (in Persian)
Strauss, A., Corbin, J. (1998). Basics of Qualitative Research: Grounded Theory Procedures and Technique (2th ed.), Sage, Newbury Park, London.
Tavakolinejad, H., Jazani, N., Memarzadeh Tehran, Gh., Afshar Kazemi, M.A. (2015). Identifying and prioritizing effective factors in employee retention. Bi-Quarterly Journal of Human Resource Management Research, 8 (4), 155-185. (in Persian)
Journal of Human Resource Management
Volume 13, Issue 1
March 2023
Pages 26-56

Files

History

  • Receive Date: 28 February 2023
  • Revise Date: 10 May 2023
  • Accept Date: 20 May 2023

Share

How to cite

Statistics