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Original scientific article

HUMAN RESOURCES PRACTICES AND EMPLOYEE RETENTION IN LEBANON EXPLORING MOTIVATION AND JOB SATISFACTION IN GENERATIONS Y AND Z

By
Walaa Riachy Orcid logo ,
Walaa Riachy
Contact Walaa Riachy

CIRAME Research Center, Business School, Holy Spirit University of Kaslik , Jounieh , Lebanon

Mario Sassine Orcid logo ,
Mario Sassine

CIRAME Research Center, Business School, Holy Spirit University of Kaslik , Jounieh , Lebanon

Satya Subrahmanyam Orcid logo
Satya Subrahmanyam

Professor & Dean (Research), CIRAME Research Center, Business School, Holy Spirit University of Kaslik , Jounieh , Lebanon

Abstract

This study examines the influence of HR practices on the rate of retention among Generation Y and Generation Z employees in Lebanon. This is accomplished via intrinsic motivation and job satisfaction, which serve as two critical mediating factors. The data were gathered through an online survey involving 906 participants, divided equally into Generation Y (n=455) and Generation Z (n=451). Quantitative methodology was adopted during the data collection process. Structural Equation Modeling and Confirmatory Factor Analysis were utilized for analysis purposes. The findings indicate that both intrinsic motivation (  = 0.177, < .001) and job satisfaction (  = 0.305, < .001) have a positive effect on retention. Generation Y employees were more receptive to HR policies such as servant leadership and Work-life balance, servant leadership, and organizational career development were found to exert significant indirect effects on employee retention through job satisfaction and intrinsic motivation (β = 0.080, p < .001; β = 0.037, p < .001; and β = 0.091, p < .001, respectively). On the other hand, servant leadership and job satisfaction had a negative association for Gen Z employees (  = -0.256, < .001). According to the results of the current study, HR policies and procedures should be unique to each particular generation. Generation Y employees are keen on career development, whereas Generation Z employees will feel more comfortable in an environment where careers are independent and autonomous. The present research adds to the body of literature on employee retention because there are not many studies that explore the role of generations in employee retention in Lebanon.

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Citation

This is an open access article distributed under the  Creative Commons Attribution Non-Commercial License (CC BY-NC) License which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. 

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