%0 Conference Paper
%A Sarita Beram Shah @ Rajaram, 
%A Mohamad Afzhan Khan Bin Mohamad Khalil, 
%A Raemah Abdullah Hashim, 
%B International Conference on Education (ICE 2019)
%C Kuala Lumpur
%D 2019
%F library_repository:1173
%K Work Values, Malaysia, Employee Retention, Career Development, Succession Planning, Worklife Balance
%T Mediating effects of generation Y work values’ in human resource practices and employee retention in Malaysia
%U https://library.oum.edu.my/repository/1173/
%X Employee retention has received much attention especially in Western world. However  it has generated limited empirical research in Malaysia despite its perennial importance.  Employee retention can improve the organisation’s competitive advantage which is  currently one of the biggest challenges faced by organisations. Low employee retention  or in other words, high employee turnover in Malaysia hovered around 16%from 2009  to 2016 and out of which, 78% of the total turnover was contributed by the  manufacturing sector. The working environment in the manufacturing sector is  generally more hazardous and strenuous in nature comparatively with other sectors.  Additionally, Generation Y representing over 50% of the total work force and hold  predominant role in the employment market in Malaysia are known to have different  work values as compared to their predecessor generations thus making employee  retention even more complex. Therefore, organisations should not structure a one-sizefit-  all and generic employee retention practices. Instead careful planning and  implementation of human resources practices will be required with the aim to retain  Generation Y at their workplace. Moreover, it has been argued that monetary human  resource practices i.e. compensation and pay is no longer sustainable and instrumental  for employee retention. Hence, in this light, this study focuses on non-monetary human  resource practices such career development, succession planning and work life balance  to prove its 7 research hypotheses where there are other human resource practices  beyond compensation which could retain employees. The Generation Y work values  do have mediating effect in the relationship of the human resource practices and  employee retention. Additionally, the population of this study will be individuals  employed in the electrical and electronics manufacturing organisations and the sample  size will be a minimum of 384. A mixed method research will be employed to integrate  the quantitative and qualitative research with the aim of providing a more complete  understanding of the research problem. (Abstract by authors)