Study examines factors that cause millennials to stay, or leave, the workplace in Thailand

Abstract

Purpose

The author wanted to investigate the mediating effect of organizational identification on the relationship between person-organization fit and intention to stay as well as word-of-mouth referrals. The study also examines the role of perceived external prestige as a moderator of the relationship between organizational identification and intention to stay and word-of-mouth referrals.

Design/methodology/approach

He tested four hypotheses on millennial employees from 13 manufacturing organizations within the Central Thailand Industrial Estates. Originally 3,900 questionnaires were distributed and there was a response rate of 69pc. In the end, 2,649 were usable and 80pc of the respondents were males. The majority (74pc) had been working for less than six years at the organization.

Findings

The study revealed that the more millennials feel compatible with their workplace, the more likely they are to feel a strong sense of identification with the company. This makes them more likely to reciprocate the good deeds of the organization by staying longer, and talking about their company with a positive attitude. The study also identified how the moderating factor of external prestige explained the extent to which employees who identify with the organization, intend to stay and make positive word-of-mouth recommendations referrals to contacts.

Originality/value

It was important to study the factors that caused millennials to stay because they generally have much shorter job tenures in Asia Pacific than workers from older generations. In highly competitive marketplaces attracting and retaining skilled millennial workers is crucial. Millennials are considered to be well-educated, skilled with technology, good at multi-tasking and self-confident.

Citation

(2021), "Study examines factors that cause millennials to stay, or leave, the workplace in Thailand", Human Resource Management International Digest, Vol. 29 No. 4, pp. 18-20. https://doi.org/10.1108/HRMID-02-2021-0040