The conclusions of this study are presented based on research findings and discussions.
Furthermore, research and practical implications are provided, as well as limitations and suggestions to future researches.
Conclusions
The purpose of this study was to have further understandings of what employees of Generation Y in Taiwan want and care about for their works and what factors influence their intention to leave. Therefore, the research intends to understand the effect person-organization fit has no intention to leave, and the effect perceived supervisor support and perceived peer support have on the relationship between P-O fit and intention to leave. A quantitative study was conducted, and respondents were asked to complete an online questionnaire. A total of 377 valid questionnaires were collected. The result shows that P-O fit negatively affects intention to leave. It means that if Generation Y perceives their organization a good fit to their need, the intention to leave will be low. Similarly, if Generation Y feels they cannot get what they want from their organizations, their turnover intention will be high. Moreover, intrinsic factors of P-O fit have stronger correlation with intention to leave than extrinsic factors, which may mean that Generations Y consider intrinsic factors, such as autonomy and control of jobs, and opportunities of growth and development in organizations, more important when making career decisions.
In addition, gender, numbers of dependents, tenure seem to correlate with intention to leave. Based on the results, women seem to have higher turnover intention than men;
participants with more family responsibilities seem to have lower turnover intention; and participants who have longer tenure also seem to have lower turnover intention.
Additionally, perceived peer support has significant moderating effect on the
Generation Y, when perceived peer support is high, the negative relationship between P-O fit and intention to leave is strengthened, so that those that perceive more P-O fit have even lower turnover intention, but those that perceive less P-O fit have even higher turnover intention. However, perceived supervisor support has no significant moderating effect on the relationship between P-O fit and intention to leave. Although not as hypothesized, the result shows that perceived supervisor support has a strong negative direct effect on intention to leave. Thus, having high supervisor supports will also lower Generation Y‟s intention to leave.
Research Implication
The main topic of this study was the turnover intention of Generation Y in Taiwan.
Although employees‟ turnover has been studied over 50 years in the field of organizational behaviors, it has not been studied specifically on the population of Generation Y in Taiwan.
The major contribution in this study is that it finds P-O fit may be an antecedent of turnover intention of Generation Y.
Besides, social support, such as supervisor support and peer support, has also been proved to have effect on turnover intention based on the literature. However, no literature has been found to use both supports to test moderating effect on relationship between P-O fit and intention to leave. The result of this study shows that PSS has significant direct effect rather than moderating effect, yet PPS has a significant moderating effect on relationship between P-O fit and intention to leave.
Practical Implication
This study may provide a clearer picture to supervisors, HR professionals, and employers when they are working with and hiring employees from Generation Y.
Many organizations and supervisors are struggling when dealing with this new generation and also finding ways to prevent the high turnover rates. This study finds that
factors seem more important to Generation Y. As a result, HR professionals and employers may consider designing work with more autonomy and controls for Generation Y. Besides, supervisors may try to understand the career expectation of Generation Y employees; also, supervisors should pay more attention to Generation Y employees‟ personal growth and development.
The results show that peer support may also lower Generation Y‟s turnover intention when P-O fit is high. Thus, in addition to improving perceptions of P-O fit, supervisors may consider providing work buddies or partners to Generation Y workers to lower turnover intention. Moreover, both HR and supervisors of generation Y should strive to create a more harmonious working environment and provide opportunities for employees to know each other better, in order to enhance perceived peer support.
Research Limitation
There are some limitations in this study. First, the CMV problem may affect the results of this study since the data for the independent and dependent variables were collected from a single source using self-report online questionnaire. However, Harman‟s single-factor test was conducted, and the largest factor only explained 36.83% of the variance, which shows there is not a serious CMV problem with the measurements. Secondly, a limitation of this study is that a published direct measurement of P-O fit was not available at the time of study.
Additionally, the sample size collected by this study seems to be too small to represent Generation Y in Taiwan. Most participants worked in northern Taiwan, thus, a regional bias may exist. Also, based on the time and resources limited, convenient sampling was conducted in this study, therefore the findings may not be representative and may not generalize to the entire population of generation Y.
Future Research Suggestions
in order to understand more actual situations.
Second, in this study PSS seems to be more suitable as a main effect on intention to leave. Therefore, for future investigation, except measuring supervisor support from employees, it may be helpful to also measure supervisors‟ support behaviors directly to understand their effect on intention to leave of Generation Y. To know more details about supervisors of Generation Y may bring out a new picture of turnover intention of Generation Y. Moreover, a comparison study of Generation Y workers and their supervisors may be one of the best choices to move this study a step forward.
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APPENDIX: MEASUREMENTS AND QUESTIONNAIRE Perceived Person-Organization Fit
1 = Strongly disagree 2 = Disagree
3 = Neither disagree or agree 4 = Agree
5 = Strongly agree
Questions
My organization provides me…
1 2 3 4 5
1 the level of freedom I need to be creative.
2 the level of autonomy and control I need.
3 the level of participation of decision making I need.
4 the level of responsibilities I need
5 the opportunity to develop new skills I need.
6 enough resources to perform my job.
7 adequate equipment to perform my job.
8 1) flexible work schedule.
9 1) the level of job security I need.
10 1) competitive salary.
11 1) safe work environment.
12 1) My organization provides me health care benefits.
13 1) the retirement benefits I need.
14 1) the vacation benefits I need.
15 1) tuition reimbursement for education I need.
16 1) continual professional training I need.
17 1) opportunities I need for personal growth.
18 1) career guidance and mentoring I neeed.
19 the job training I need.
Intention to Leave
1 = Strongly disagree 2 = Disagree
3 = Somewhat disagree 4 = Neither agree or disagree 5 = Somewhat agree
6 = Agree
7 = Strongly agree
Question 1 2 3 4 5 6 7
1. I often question whether to stay at my current job.
2. I am looking for a change from my current job.
3. I am actively looking for a job outside my current company.
4. As soon as I can find a better job, I'll leave my current job.
5. I think I will be working at my current company five years from now. (R)
Perceived Supervisor Support
1 = Strongly disagree 2 = Disagree
3 = Neither disagree or agree 4 = Agree
5 = Strongly agree
Question 1 2 3 4 5
1. My supervisor takes the time to learn about my career goals and aspirations.
2. My supervisor cares about whether or not I achieve my career goals.
3. My supervisor keeps me informed about different career opportunities for me in the organization.
4. My supervisor makes sure I get the credit when I accomplish something substantial on the job.
5 My supervisor gives me helpful feedback about my performance.
6 My supervisor gives me helpful advice about improving my
7 My supervisor supports my attempts to acquire additional training or education to further my career.
8 My supervisor provides assignments that give me the opportunity to develop and strengthen new skills.
9 My supervisor assigns me special projects that increase my visibility in the organization.
Perceived Peer Support
1 = Strongly disagree 2 = Disagree
3 = Neither disagree or agree 4 = Agree
5 = Strongly agree
Question 1 2 3 4 5
1. I think my colleagues provide strong social support for me.
2. Professional interactions among me and my colleagues are cooperative and supportive.
3. There is a feeling of trust and confidence among me and my colleagues.
4.
I can count on most of my colleagues to help me out anywhere, anytime even though it may not be part of their official
assignment.
5 I think my colleagues hide their failures and mistakes. (R) 6 I think my colleagues as my friends.
7 I think my colleagues do not respect the professional competence of other colleagues. (R)
Demographics
1. Gender
(0) Male (1) Female
2. Age
Which year were you born? ____________________ (E.g. 1989) 3. Marital status
(0) Single (1) Married
4. Numbers of independents
(1) 0 (2) 1 (3) 2 (4) 3 (5) 4 (6) 5 or more
5. Education level
(1) High School Degree or below (2) Bachelor Degree
(3) Master Degree (4) Doctor Degree
6. Your salary (monthly)
(1) Less than 20,000 NTD (2) 20,001-40,000 NTD (3) 40,001-60,000 NTD
(4) 60,001-80,000 NTD (5) 80,001-100,000 NTD (6) More than 100,000 NTD
7. Your work experience in the current company
_____Year _____Month (E.g. 1 Year 2 Month )
8. Industry of your current company
(1) Public administration and Education (2) Wholesale and Retail Trade
(3) Catering and Leisure (4) Financial and Insurance Activities
(5) Information and Communication (6) Manufacturing
(7) Service (8) Others _______________
9. Location of your current job
(1) Northern Taiwan (2) Central of Taiwan
(3) Southern Taiwan (4) Eastern Taiwan
親愛的受訪者 您好
這是一份學術問卷，首先非常感謝您撥冗填寫此份問卷。本問卷目的於在於了 解各位先進目前的想法，並希望藉此問卷內容更進一步了解台灣 Y 世代工作者的需 求與想法。
此問卷不具名且無標準答案，請您依照個人經驗填寫，我們絕對會避免資料外 洩與公開。
您的協助是本研究成功的關鍵，非常感謝您的支持。
國立臺灣師範大學 國際人力資源發展研究所 指導教授：葉俶禎老師 研究學生：林妤蓁 電子信箱：carol200220@hotmail.com
您最近兩年內是否曾在一個組織任職過？(請在內打勾 V)
【第二部分】
【第四部分】
【第五部分】
【第六部分】
【第七部分-個人資料填寫】
1. 請問您的「性別」？
(0)男 (1)女
2. 請問您的「出生年分」為「西元」幾年？ (請填阿拉伯數字，例如：1989) ____________________
3. 請問您目前的「婚姻狀態」？
(0)單身 (1)已婚 4. 請問您的「教育程度」？
(1)高中/職(含)以下 (2)大專 (3)碩士 (4)博士(含)以上 5. 請問您目前的「扶養人數」？
(1)0 (2)1 (3)2 (4)3 (5)4 (6)5(含)以上
6. 請問您在這家公司的「年資」？ (請填寫阿拉伯數字，例如： 1 年 2 個月) ______年______個月
7. 請問您在這家公司的「月薪」？
(1)台幣 20,000 以下 (2)台幣 20,001~ 40,000 (3)台幣 40,001-60,000
(4)台幣 60,001-80,000 (5)台幣 80,001-100,000 (6)台幣 100,000 以上 8. 請問您這家公司的「產業別」？
(1)軍公教 (2)批發及零售業 (3)餐飲及休閒產業 (4)金融及保險業
(5)資訊及傳播業 (6)製造業 (7)服務業 (8)其他______________
9. 請問您在這家公司工作的「所在地」？
(1)台灣北部 (2)台灣中部 (3)台灣南部 (4)台灣東部 (5)其他_________
【問卷結束】
再次感謝您的協助與填答