Solving the Work Life Balance for Gen Y

Annotated Bibliography

An, S. H. (2019). Employee voluntary and involuntary turnover and organizational

performance: Revisiting the hypothesis from classical public administration. International Public Management Journal, 22(3), 444-469.

The author points out that employee turnover has been a topic of interest for scholars across various disciplines for many years. The prevailing hypothesis has been that voluntary turnover has a negative impact on organizational performance, while involuntary turnover has a positive impact. However, recent research has called this hypothesis into question.

The researcher’s findings are generalizeable and valid based on the methodology and research design used. The author examines old findings using a new framework, which is clearly articulated and defined. Thus, he is able to put forward a new hypothesis, which, however, should be tested before being adopted as a rule. The method of hypothesis review is novel in terms of construction but also necessary insofar as it relates to the deconstruction and reconstruction of new meaning on the topic.

Overall this source will be helpful in my research as it articulates a point that other scholars gloss over or ignore, which is the fact that not all turnover is necessarily bad for an organization involved in public administration. The reason for this is that good turnover is like bloodletting in the sense that bad blood is let out, allowing good blood (i.e., employees who want to be there) to take the place.

Azis, E., Prasetio, A. P., & Utomo, K. H. (2019). Overcoming Turnover Intention

Problems: Direct–Indirect Model To Identify The Effect Of Perceived Organizational Support And Job Satisfaction In Service-Based Organizations. Jurnal Aplikasi Manajemen, 17(3), 555-566.

In this study, the authors examined turnover intention with respect to job satisfaction. A direct–indirect model was proposed to identify the effect of perceived organizational support and job satisfaction on turnover intention. The results of the structural equation modeling analysis showed that perceived organizational support had a direct negative effect on turnover intention, while job satisfaction had an indirect negative effect on turnover intention.

The authors used statistical evidence and data analysis to assess the problem of how employees perceive organizational support and how that impacts their sense of job satisfaction. The model employed was justified based on previous research, and the research design and methodology suited the need. The authors’ conclusions logically followed from the findings and were related back to the literature for the purpose of filling gaps in the existing body of research.

The aim of the research alone makes this study applicable to my research and relevant to my purpose. The findings, regardless of outcome, should be referenced in my work as they bear on the overall issue and theme of addressing turnover. When it comes to perception and a state of mental well-being in the workplace, this study has a lot to say that will serve as supporting evidence for my literature review.

Ferreira, P. C. G., & Neiva, E. R. (2018). Antecedents of turnover in federal public

administration. RAUSP Management Journal, 53, 366-384.

This article looks at factors that contribute to turnover in public administration in federal government. One of the most important antecedents of turnover is job satisfaction. If employees are dissatisfied with their jobs, they are more likely to leave the organization. Another important factor is organizational commitment. The authors also examine the role that motivation plays in turnover in public administration and the need for workers to be able to utilize their skills.

The research design is justified and appropriate for the methodology and purpose of the study. It does not touch on the issue of the Great Resignation, which is a new phenomenon, so there may be some sense of this research being a little outdated on that point. All of these factors after all play a role in turnover, and understanding them is essential for managing this process effectively.

The conclusions are valid and useful to this research. It is evident that employees who do not feel loyal to their employer or who do not believe in the mission of the organization are more likely to leave. Plus, the finding that motivation is also an important factor will be used to support this research, as employees who are not motivated by their work are more likely to seek opportunities elsewhere.

Hassan, M., Jambulingam, M., Alam, M. N., & Islam, S. (2019). Redesigning the

retention strategy against the emerging turnover of Generation Y: Revisiting the long-standing problems from 20Th to 21St century. International Journal of Entrepreneurship, 23(2), 1-16.

This study shows that there is nothing new in the problem of turnover among workers in the new generation and that the problem of high turnover rates has been a long-standing issue for businesses since the early 20th century. In recent years, however, the problem has become more acute as businesses have struggled to retain employees from Generation Y, also known as "millennials." HR solutions include offering a better work-life balance for these employees.

The study’s approach is effective in exploring and understanding the problem of turnover among millennials. The data is analyzed thoroughly with a credible framework, which reveals that flexible work arrangements, and opportunities for career growth are major factors for Gen Y, too. The discussion is the most valuable part of this study as it explores ramifications of findings in a real world setting.

This study is worthy of being included in my research as it is both valid and generalizeable and its discussion adds to the literature on this topic. The authors show that by implementing the discussed strategies, organizations can keep turnover rates low and improve their bottom line. The main idea is for managers to be inclusive and mindful of generational employees’ needs.

Hopkins, J. C., & Figaro, K. A. (2021). The great resignation: an argument for hybrid

leadership. International Journal of Business and Management Research, 9(4), 393-400.

The authors postulate that turnover is high among employees in the era of the Great Resignation because leadership is lacking. They argue that hybrid leaders are those who have the ability to both lead and follow, that such leaders are able to take charge when necessary, but they are also willing to step aside when someone else is better suited for the task at hand. They suggest that hybrid leaders are often more flexible and adaptable than traditional leaders, and are better able to build consensus within a team, and thus if there are more hybrid leaders there will be less turnover.

The argumentation is logical if not entirely sound. The premises are questionable and may or may not be true. It is probably likely that the researchers have not examined the truth of all the premises upon which they establish their argument, which ultimately weakens it in the face of scrutiny.

The overall focus of the study is relevant to my research and could be included as a reference for that reason, but the implications and focus highlight too much the merits of hybrid leadership without justifying these merits in the context of empirical data.

Linzer, M., Griffiths, E. P., & Feldman, M. D. (2022). Responding to the Great

Resignation: Detoxify and Rebuild the Culture. Journal of General Internal Medicine, 1-2.

This article examines employee turnover from the standpoint of a cultural movement known as the Great Resignation, in which employees are believed to be abandoning work that they do not find joyful or meaningful as they put quality of life as a priority over work life. It argues that employers and HR need to focus on detoxifying the workplace culture in order to reduce turnover rates and stave off further resignations.

The article is marginally convincing in terms of using evidence and theoretical framework to analyze the problem of turnover and the cultural shifts among today’s employees. However, there are likely many more factors impacting employees’ decision to leave aside from toxic workplace culture. The pandemic lockdowns of 2020 caused serious trauma to peoples’ psyches and this needs to be explored more fully.

Overall, this source is helpful for calling attention to the Great Resignation and the fact that HR management needs to consider its impact on employees. However, this source is not sufficient in itself to answer the question of how to reduce turnover so it will only be used in a supporting role in this research. In terms of showing a need for a positive workplace culture, on the other hand, it is highly relevant.

Moreno, A., Navarro, C., & Fuentes-Lara, C. (2022). Factors affecting turnover

intentions among Millennial public relations professionals: The Latin American case. Public Relations Inquiry, 2046147X221081176.

The authors show that Millennial public relations professionals in Latin America face a unique set of challenge that can affect their turnover intentions. These challenges include managing expectations, work-life balance, and professional development. One of the biggest challenges that Millennial public relations professionals face is managing expectations. This is because they are often bombarded with unrealistic expectations from both their superiors and the general public.

The study design is appropriate for the research problem that the authors pose at the outset, and the problem is supported and framed adequately by relevant literature. Thus, they are able to reasonably find that Millennial public relations professionals often struggle to find a work-life balance that works for them due to the demands of the job as well as the need to constantly be "on call."

The study is relevant to my research and worthy of being included as it concludes that Millennials often find it difficult to advance in their careers due to the lack of opportunities for professional development. As a result, the study highlights factors that can contribute to higher turnover intentions among Millennials, which will aid in greater understanding of the issue.

Mourtgos, S. M., Adams, I. T., & Nix, J. (2022). Elevated police turnover following the

summer of George Floyd protests: A synthetic control study. Criminology & Public Policy, 21(1), 9-33.

The researchers used a synthetic control study design to evaluate the causes of turnover among police following the George Floyd protests nationwide. First, the authors found that departments with high turnover rates were less effective at reducing crime, and they also faced increased overtime costs and difficulty recruiting new officers. As for causes of turnover, the researchers found that dissatisfaction with working conditions was top of the list.

The research design was appropriate for the problem of addressing turnover in public administration as the case study approach allows for backwards-looking analysis and deeper exploration of a topic. The researchers were able to identify common factors affecting workers and see how those factors impacted their decision to leave. This in turn allowed for greater insight into the main issues—one, that turnover is costly, and, two, that it tends to result especially from lack of feeling supported.

This study will be useful in my research as it highlights the need for workers to feel supported morally and physically in their work in public administration, particularly when or if there are questions about the validity of their service to the public. Workers will not want to stay if their principles or integrity are questioned.

Reyes, A. C. S., Aquino, C. A., & Bueno, D. C. (2019). Why employees leave: Factors

that stimulate resignation resulting in creative retention ideas. CC The Journal: A Multidisciplinary Research Review, 14, 15-24.

The researchers show that employee turnover can be costly for businesses, in terms of both time and money. Therefore, their study’s relevance is rooted in the fact that it is important to understand the factors that contribute to resignation in order to develop creative retention ideas. They look in particular at how one of the most common reasons cited for leaving a job is dissatisfaction with the work itself.

Overall, the study is praiseworthy for its design, focus, findings, and analysis: the authors show with empirical evidence that turnover can result from feeling undervalued or unappreciated, having a low salary, or being bored with the day-to-day tasks. Other employees may leave due to physical or emotional exhaustion, in particular if the job is high-stress or requires long hours. Another point they make is that some employees may simply feel ready for a change, even if they are satisfied with their current position.

This is a very important study and one that will be included in my research. By understanding the reasons why employees leave, organizations in public administration can put policies in place to reduce turnover and keep their best workers—but it requires understanding of those factors and the ability to identify and remove them.

Robertson, M. B. (2021). Hindsight is 2020: identifying missed leadership opportunities

to reduce employee turnover intention amid the COVID-19 shutdown. Strategic HR Review, 20(6), 215-220.

The article explains that the pandemic shutdowns/lockdowns of 2020 were a missed opportunity by most business leaders to address employees’ reasons for high turnover. Instead of addressing the underlying reasons for employee turnover, they simply focused on keeping their businesses afloat. This missed opportunity could have had a significant impact on the long-term health of these businesses.

The article effectively provides original insights into a long-standing problem and offers recommendations that could actually be applied in real-world settings. The author uses evidence, reason, logical argumentation, and theoretical insight to show why in failing to address the reasons for high employee turnover, business leaders allowed the problem to fester and become even more difficult to solve. As a result, the author concludes, the pandemic shutdowns/lockdowns of 2020 will likely go down as a missed opportunity for most businesses.

Overall, this is an excellent source and will be very helpful for my research on turnover, job satisfaction, and what HR management can do about it in public administration. It explains why turnover needs to be taken seriously and why it so often is not. Ultimately it shows that it is a matter of leadership and that HR managers thus have to step up to address employee needs and any issues workers may have regarding commitment to the organization.

Sabharwal, M., Levine, H., D’Agostino, M., & Nguyen, T. (2019). Inclusive work

practices: Turnover intentions among LGBT employees of the US federal government. The American Review of Public Administration, 49(4), 482-494.

The researchers show that inclusive work practices can have a positive impact on LGBT employees. In particular, they found that LGBT employees who work in organizations with inclusive practices are more likely to have higher job satisfaction and lower turnover intentions. However, when public administrations lack inclusivity and welcoming culture to these employees, there is more intention to leave among them.

The research focuses exclusively and perhaps too narrowly on inclusivity as a factor or dimension in turnover intentions. There are certainly, it is presumed, other factors likely to impact an employee’s decision to leave, but these factors are not examined by the researchers to the detriment of the study’s generalizeability.

One could justify recommending this study for LGBT studies, but for research that has a broader focus with regards to turnover in public administration, the idea that inclusive workplaces will solve the problem for all employees is a bit myopic. The authors want to contend that given the importance of diversity and inclusion in the workplace, it is essential that organizations continue to focus on creating an inclusive environment for all employees, but wider research does not support this claim.

Suryawan, I. G. R., Ardana, I. K., & Suwandana, I. G. M. (2021). Transformational

leadership, work stress and turnover intention: the mediating role of job satisfaction. American Journal of Humanities and Social Sciences Research (AJHSSR), 5(1), 146-157.

The authors show that job satisfaction is a significant predictor of worker retention and organizations continually seek to increase it through interventions aimed at employees and the work environment. Additionally, they note that transformational leaders have been found to exert a positive influence on job satisfaction through their ability to create a stimulating work environment and inspire employees to achieve organizational goals.

This study therefore sought to investigate the relationship between transformational leadership, work stress and turnover intention, with job satisfaction acting as a mediating factor. A quantitative research methodology was employed, which was appropriate to the research question. Results validly indicated that there was a significant negative relationship between transformational leadership and job satisfaction, and a significant positive relationship between work stress and job satisfaction. Results also appear to be generalizeable based on methodology and sample.

The study may be included in my research, as the findings suggest that while transformational leadership may reduce employee job satisfaction, it does not necessarily lead to an increase in turnover intentions. Further research, however, is required to explore the mechanisms through which transformational leadership influences employee retention. Transformational leadership is helpful in building a consensus so long as buy-in is achieved, but it also requires skills from leaders to develop.