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Key Drivers influencing employee turnover among millenials in Metro Manila BPO Companies. 6

By: Baldovino, Anjelika mae N. Bomalos, kamia ganea S. Cabading, Lyka L. Calajate, Nicole joy N. Condicion, Erson Clarence S. Escueta, Rodaniel Symon B.Llim, Jamie S. 4 0 16, [, ] | [, ] |

Contributor(s): 5 6 [] |

Language: Unknown language code Summary language: Unknown language code Original language: Unknown language code Series: ; 4559746Edition: Description: 43 pagesContent type: text Media type: unmediated Carrier type: volumeISBN: ISSN: 2Other title: 6 []Uniform titles: | | Related works: 1 40 6 []Subject(s): -- 2 -- 0 -- -- | -- 2 -- 0 -- 6 -- | 2 0 -- | -- -- 20 -- | | -- -- -- -- 20 -- | -- -- -- 20 -- --Genre/Form: -- 2 -- Additional physical formats: DDC classification: | LOC classification: | | 2Other classification:

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Action note: In: Summary: ABSTRACT Employee turnover is considered one of the challenges that are observed in many industries. This study specifically investigated this challenge in the BPO industry. Identifying the key drivers that influence employee turnover among millennials in the BPO companies in Metro Manila can help companies develop retention programs and support BPOs in improving employee satisfaction. Although turnover has been the subject of extensive research and studies, the impact of turnover intention on millennials' distinct needs in the workplace in Metro Manila remains limited. The main objective of this quantitative study was to explore and identify the key driver influencing high employee turnover intention among millennials in Metro Manila BPO companies. Data were generated by utilizing the stratified random method with the use of an existing research instrument called the Expanded Multidimensional Turnover Intention Scale (EMTIS) through conducting online surveys. The analysis revealed that subjective social status holds the highest turnover intention amongst the other five as it focuses on the perception of themselves that their job position matters, while career growth ranks the second as the reason why millennials who worked for three (3) to five (5) years leave their current job to look for more opportunities for their career advancement. The findings highlight the need for tailored retention programs for millennials that should cater to specific employee demographics, focusing on consistency, comprehensive training, and fair compensation. These measures, if implemented, will help retain employees and therefore ensure a constant and competent workforce. Other editions:

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Item type	Current location	Home library	Collection	Call number	Status	Date due	Barcode	Item holds
Book	PLM	PLM Filipiniana Section	Filipiniana-Thesis	HF5549 B35 2024 (Browse shelf)	Available		FT7973

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Business Research: (BSBA major in Human Resource Management) - Pamantasan ng Lungsod ng Maynila, 2024. 56

ABSTRACT Employee turnover is considered one of the challenges that are observed in many industries. This study specifically investigated this challenge in the BPO industry. Identifying the key drivers that influence employee turnover among millennials in the BPO companies in Metro Manila can help companies develop retention programs and support BPOs in improving employee satisfaction. Although turnover has been the subject of extensive research and studies, the impact of turnover intention on millennials' distinct needs in the workplace in Metro Manila remains limited. The main objective of this quantitative study was to explore and identify the key driver influencing high employee turnover intention among millennials in Metro Manila BPO companies. Data were generated by utilizing the stratified random method with the use of an existing research instrument called the Expanded Multidimensional Turnover Intention Scale (EMTIS) through conducting online surveys. The analysis revealed that subjective social status holds the highest turnover intention amongst the other five as it focuses on the perception of themselves that their job position matters, while career growth ranks the second as the reason why millennials who worked for three (3) to five (5) years leave their current job to look for more opportunities for their career advancement. The findings highlight the need for tailored retention programs for millennials that should cater to specific employee demographics, focusing on consistency, comprehensive training, and fair compensation. These measures, if implemented, will help retain employees and therefore ensure a constant and competent workforce.

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