Learning orientation, organizational commitment and talent retention across generations

Alessia D’Amato · Regina Herzfeldt

297 citations0/0 files storedJournal of Managerial Psychology

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Generational Differences and Trends Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

Purpose The purpose of this study is to test the relationships of learning, organizational commitment and talent retention across managerial generations in Europe. Design/methodology/approach Hypotheses are developed to explain the influence of learning and organizational commitment on talent retention across generations. A total of 1,666 European managers completed a survey on these issues. Depending on year of birth, they were categorized into four generational cohorts. Their answers were analyzed with statistic procedures. Findings Findings reveal that younger generations are less willing to remain in the same organization and have lower organizational commitment. The youngest generations (Early and Late Xers, born 1960 and after) show stronger learning orientation and lower organizational commitment than older generations (Early and Late Boomers, born 1946‐1959). Learning orientation predicted the intention to remain in the same organization for Early Xers and Late Xers. Organizational commitment mediated this relationship. For Late Boomers and Early Xers, it mediated the relationship between specific leadership development intentions and intention to stay. Research limitations/implications Managerial, job‐related learning is confirmed as an important antecedent for the intention to stay/leave one's current organization. The differential meaning of learning and commitment across generations needs to be better understood in order to develop effective strategies for the retention of talent in all generations. In particular, differences in the psychological contract between organizations and their managers need to be understood. Practical implications The findings suggest an approach of generation‐specific HR practices for talent retention. Originality/value The study is one of the first to date to address leadership development and learning orientation in the context of talent retention, as well as one of the first to address the discussion of generational challenges in Europe and across the specific population of people in managerial roles.

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References

2000Bowling alone: the collapse and revival of American community 1957A Theory of Cognitive Dissonance 2017A Theory of Cognitive Dissonance 2000Bowling alone 1991A three-component conceptualization of organizational commitment 1988A social-cognitive approach to motivation and personality.2002Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences 1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.

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2010A Review of the Empirical Evidence on Generational Differences in Work Attitudes 2013Generational differences in the workplace: A review of the evidence and directions for future research 2012Generational Differences in Work-Related Attitudes: A Meta-analysis 2019Emotional intelligence or artificial intelligence– an employee perspective 2013Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective

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