Retaining millennial professionals: Strategies for sustaining tech industry talent in Malaysia
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Author(s)Hasliza HassanLink to ORCID Index: https://orcid.org/0000-0003-3632-2557
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Andrina Sequerah
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Aysa SiddikaLink to ORCID Index: https://orcid.org/0000-0001-7407-5150
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DOIhttp://dx.doi.org/10.21511/ppm.24(3).2026.07
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Article InfoVolume 24 2026, Issue #3, pp. 95–106
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3 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Type of the article: Research Article
Abstract
Highly skilled and experienced professionals are essential to most profit-making organizations to sustain and remain competitive. This study aims to examine the central challenge of retaining skilled professionals in Malaysia, a key factor in sustaining organizational competitiveness and long-term profitability. A sample of 200 millennials was used to evaluate the potential for employee retention in relation to work-life balance, work environment, compensation, and supervisor support. Structural equation modeling was used to analyze the hypothesized relationships among the constructs. The analysis shows that compensation (β = 0.353, t = 2.869, p = 0.002, f2 = 0.153) is the strongest predictor of employee retention, followed by work environment (β = 0.283, t = 1.653, p = 0.049, f2 = 0.082) and work-life balance (β = 0.246, t = 2.253, p = 0.012, f2 = 0.097). Together, these three factors explain 66.6% of the variance (R2 = 0.666) in employee retention, which is considered substantial. In contrast, supervisor support (β = 0.080, t = 0.681, p = 0.248, f2 = 0.010) does not significantly influence employee retention. Overall, the results show that financial rewards, supportive working conditions, and work-life balance are key drivers of professional retention in Malaysia. Instead of losing highly skilled employees to competitors, it is important to retain them by offering competitive pay, a positive work environment, and a fair work-life balance.
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JEL Classification (Paper profile tab)J28, J63, M12
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References58
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Tables11
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Figures0
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- Table 1. Respondents’ characteristics
- Table 2. Measurement items
- Table 3. Loadings, AVE, and composite reliability
- Table 4. Fornell and Larcker сriterion
- Table 5. Heterotrait-monotrait criterion
- Table 6. Variance inflator factor (VIF)
- Table 7. Hypotheses testing results
- Table 8. Model fit
- Table 9. PLS predict
- Table 10. Predictive power
- Table A1. Cross-loading
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The role of transformational leadership, work-life balance, and employee engagement on Gen Z’s organizational commitment in the Indonesian creative industry
Janitia Amirah Jasmine ,
Prio Utomo
doi: http://dx.doi.org/10.21511/ppm.22(4).2024.43
Problems and Perspectives in Management Volume 22, 2024 Issue #4 pp. 576-587 Views: 4234 Downloads: 2565 TO CITE АНОТАЦІЯAdapting retention strategies is essential to balancing Generation Z’s unique work values and preferences so that organizations can reduce turnover, enhance loyalty, and thrive in hybrid work environments. Therefore, this study aimed to investigate the role of transformational leadership, work-life balance, and employee engagement in Generation Z’s organizational work commitment. Using a cross-sectional quantitative method, the investigation adopted purposive sampling and partial least square structural equation modeling (PLS-SEM). The quantitative data were collected through an online survey of 130 Jakarta Generation Z employees of creative industry firms. In addition, the qualitative validation interview was conducted to support the quantitative data analysis, including group heads of employees from the creative agencies. The results showed that transformational leadership significantly impacted employee engagement and affective organizational commitment. The work-life balance had only significant relationships with employee engagement without affecting organizational commitment. Employee engagement fully mediated the relationship between work-life balance and affective organizational commitment. Generation Z employees considered engagement a critical factor affecting commitment to exert a more substantial influence than transformational leadership and work-life balance. The results emphasized the need for organizations to focus on enhancing employee engagement to improve commitment among Generation Z employees in the hybrid work environment.
Acknowledgment
Authors acknowledge with gratitude the financial, moral, and academic support extended by Universitas Multimedia Nusantara [Multimedia Nusantara University]. The institution’s commitment to excellence continues to motivate us in our endeavors. -
Understanding triangulated collaboration of work-life balance, personality traits and eudaimonic well-being
Pooja Soni ,
Kanupriya Misra Bakhru
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.05
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 63-82 Views: 3136 Downloads: 734 TO CITE АНОТАЦІЯThis paper aims to understand the relationship between personality traits, work-life balance (WLB) and eudaimonic well-being (EWB) among individuals in education sector. It is hypothesized that big five personality traits are positively related to different components of WLB and further components of WLB are positively related to different components of EWB. Data were collected from 504 business school teachers through a structured questionnaire from national capital region (NCR) of India. Analysis is done using structural equation modeling. The result indicate that big five personality traits influence all the dimensions of WLB and, hence, are important predictor variables. Finding also suggests that work interference with personal life and health dimensions of WLB significantly impacts EWB. Whereas personal life interference with work and work personal life enhancement dimension of WLB were found to have significant impact on some dimensions of EWB, the outcomes have practical implication in dispositional job design, developing supportive policies, work-life culture and eudaimonia oriented interface for maximizing individual and organizational outcomes. The study reflects towards work-life balance in a novel socio-cultural context and promotes possibility of the mediating role of WLB to the relationships between personality traits and EWB.
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Bank employees’ problems due to the imbalance of work and family demands
Halid Hasan ,
Farika Nikmah ,
Sudarmiatin
doi: http://dx.doi.org/10.21511/bbs.17(1).2022.15
Banks and Bank Systems Volume 17, 2022 Issue #1 pp. 176-185 Views: 3004 Downloads: 1334 TO CITE АНОТАЦІЯWork-life balance is a common topic that has been brought up along with human necessity to maintain life balance, as employees currently have some considerations related to their high productivity at work. High self-efficacy is one thing that employees should have in order to stay in their workplace. Banks are among businesses that have fierce competition with regard to quality and customer service as well as employee management. This is the reason why this study was conducted in an Indonesian government-owned bank as the problem of employee turnover is considered relatively serious in order to get more benefits in one’s working life. This study aims to analyze the relationship between self-efficacy and work-life balance on employee engagement. The sample comprised 280 employees, and data analysis used was SEM PLS. The results showed that self-efficacy had 75% and work life balance had a 79% effect on employee engagement, which were proved by the fact that employees are professionally responsible for their duties at work without neglecting their family responsibilities. With such results, banks should consider reconstructing their employee management, since salary is no longer the top priority for employees to work but they also consider life balance. Employees need to spend their time with their families while remaining on their track in work productivity. They also need appreciation, recognition and pride to keep their self-efficacy in their work performance.
