Workforce Generation Z And Job-Hopping Intention: A Case Study After The Covid-19 Pandemic

Abstract

As the number of Gen Z workers entering the workforce continues to rise, joining with a different viewpoint on work and workplace norms, together with job-hopping, has become a difficult problem for many organizations. Therefore, The objective of this investigation is to explore job-hopping intentions with a sample of 398 Gen Z workers in Ho Chi Minh City, providing in-depth insights into the key factors influencing their decisions, including salary, job enrichment, job stability, career development, work-life balance, and work performance by applying High-Performance Work Practices (HPWP) and the Attraction-Selection-Attrition (ASA) theory. The research uses a non-probability sampling method, combining quantitative surveys to collect data. This study provides valuable insights for recruiters, enabling them to adjust human resource management strategies to retain Gen Z employees in a dynamic job market. The results from the current study indicate that career development and work performance are key prerequisites for increasing job commitment, leading to a lower intention to job-hop among Generation Z workers. Beyond academic contributions, several practical implications to minimize job-hopping within organizations are proposed. Vietnamese employers may consider restructuring workload to avoid employees working beyond regular hours and enhancing employee skill development programs to foster employee loyalty.