Moderating Effect of Generational Age: Talent Management, Person-Environment Fit and Turnover Intentions in the Food Industry

Employee turnover intentions have sparked a primary concern in the food business industry. Not many training and management programs were implemented to hone the employees’ personal and professional growth, considering that there was a shortage of skills and qualifications in this field. It was suggested that management had to consider an individual’s work preferences, as the nature of the environment consisted of people from different generational ages. This study aimed to investigate the relationship between talent management programs, person-environment fit, and turnover intentions, moderated by generational age, in the two main cities of the Province of Bukidnon, Philippines, with a total of 353 respondents. This study used a quantitative random-stratified sampling technique and ten in-depth interviews for triangulation. Findings revealed that talent management programs had no significant relationship with turnover intentions, while person-environment fit had a significant relationship with turnover intentions, which proves the importance of person-environment fit theory in this study. Among the generational ages, Generation X had the highest turnover intentions, followed by Generation Z and Generation Y. The analysis showed no significant difference between generational age and turnover intentions. The variables best influenced by turnover intentions are onboarding, person-organization fit, person-supervisor fit, and person-group fit. Using path analysis, generational age failed to moderate the relationship between the independent and dependent variables. A retention policy review was developed based on the collective literature, triangulation, and the study's results and findings.

Generational age, talent management, person-environment fit, turnover intentions

1. Abbas, F. (2024). Impact of job stress on employees’ performance and motivation in fast-food restaurants. [Google Scholar] [Crossref]

2. Abellanosa, G. G. (2020). Structural Equation Model of Job Performance among Restaurant Employees in Davao Region. The International Journal of Business Management and Technology. [Google Scholar] [Crossref]

3. Abdi, A. M., Amano, A., Abrahim, A., Getahun, M., Ababor, S., & Kumie, A. (2020). Food Hygiene Practices and Associated Factors Among Food Handlers Working in Food Establishments in the Bole Sub City, Addis Ababa, Ethiopia</p> Risk Management and Healthcare Policy, Volume 13, 1861–1868. https://doi.org/10.2147/rmhp.s266342 [Google Scholar] [Crossref]

4. Abdullah, O., Sufi, T., & Kumar, S. (2023). Impact of Food and Beverage Quality and Service Quality Towards Customer Satisfaction and Customer Retention, A Study of Five-Star Hotels. International Journal of Professional Business Review: Int. J. Prof. Bus. Rev., 8(5), 98. [Google Scholar] [Crossref]

5. Adiele, L. C., & Onuoha, B. C. (2023). Talent Management and Competitiveness of Food and Beverages Firms in Rivers State. International Journal of Management Science, Volume 11, 56-59. DOI:27751456211125. [Google Scholar] [Crossref]

6. Allen, S. D., & Luchak, D. A. (2020). Are generational differences in work values related to turnover? A moderated mediation model. Journal of Vocational Behavior, 118, 103383. https://doi.org/10.1016/j.jvb.2020.103383 [Google Scholar] [Crossref]

7. Agarwal, P. (2021). Shattered but smiling: Human resource management and the wellbeing of hotel employees during COVID-19. International Journal of Hospitality Management, 93, 102765. https://doi.org/10.1016/j.ijhm.2020.102765. [Google Scholar] [Crossref]

8. Agrasadya, A., Sunarto, A., & Apriansyah, M. (2024). Training Analysis in Improving Employee Competency at PT Vanaya Cendekia South Jakarta. International Journal of Multidisciplinary Research and Literature, 3(2), 248-257. [Google Scholar] [Crossref]

9. Ahmad, H., & Halim, H. (2017). Determining sample size for research activities. Selango Business Review, 20-34. [Google Scholar] [Crossref]

10. Ahmed, M., Guo, Q., Qureshi, M. A., Raza, S. A., Khan, K. A., & Salam, J. (2021). Do green HR practices enhance green motivation and proactive environmental management maturity in hotel industry?. International Journal of Hospitality Management, 94, 102852. [Google Scholar] [Crossref]

11. Akdur, G., Aydin, M. N., & Akdur, G. (2023). Understanding Virtual Onboarding Dynamics and Developer Turnover Intentions in the Era of Major Global Forces. Available at SSRN 4549492. [Google Scholar] [Crossref]

12. Akkoca, Y. (2023). Yetenek yönetiminin örgüt teorisi bağlamında i̇ncelenmesi. Çankırı Karatekin Üniversitesi Iktisadi Ve Idari Bilimler Dergisi. https://doi.org/10.18074/ckuiibfd.1145943 [Google Scholar] [Crossref]

13. Akyazi, T., Goti, A., Oyarbide-Zubillaga, A., Alberdi, E., & Bayón, F. (2020). A Guide for the Food Industry to Meet the Future Skills Requirements Emerging with Industry 4.0. Foods, 9(4), 492. https://doi.org/10.3390/foods9040492 [Google Scholar] [Crossref]

14. Al-Refaei, A. A. A., Ali, H. B. M., Ateeq, A. A., & Alzoraiki, M. (2023). An integrated mediating and moderating model to improve service quality through job involvement, job satisfaction, and organizational commitment. Sustainability, 15(10), 7978. [Google Scholar] [Crossref]

15. Amarneh, S., Raza, A., Matloob, S., Alharbi, R. K., & Abbasi, M. A. (2021). The influence of Person-Environment fit on the turnover intention of nurses in Jordan: the moderating effect of psychological empowerment. Nursing Research and Practice, 2021, 1–14. https://doi.org/10.1155/2021/6688603 [Google Scholar] [Crossref]

16. Anh, D., Doan, Q., Vu, L. K., Le, T. T. K., Tran, N., & Nguyen, G. L. (2023). Antecedents of turnover intention among Gen z in Vietnam: The mediating role of affective commitment. Cogent Business & Management, 10(3). https://doi.org/10.1080/23311975.2023.2267811 [Google Scholar] [Crossref]

17. Anthony, J. (2023). 85 Significant Restaurant Statistics. Financesonline.com. https://financesonline.com/restaurant-statistics/ [Google Scholar] [Crossref]

18. Appel‐Meulenbroek, R., & Danivska, V. (2021). A Handbook of Theories on Designing Alignment between People and the Office Environment. In Routledge eBooks. https://doi.org/10.1201/9781003128830 [Google Scholar] [Crossref]

19. Arif, M. (2021). “Retention of Employees in the Fast-Food Industry in Pakistan.” Journal of Contemporary Issues in Business and Government Vol. 27, No. 5,2021, 27(5), 627–643. https://doi.org/10.47750/cibg.2021.27.05.039 [Google Scholar] [Crossref]

20. Armitage, L. A., & Amar, J. H. N. (2021). Person-Environment Fit Theory: Application to the design of work environments. In A handbook of theories on designing alignment between people and the office environment (pp. 14-26). Routledge. [Google Scholar] [Crossref]

21. Astakhova, M. (2016). Explaining the effects of perceived person-supervisor fit and person- organization fit on organizational commitment in the U.S. and Japan. Journal of Business Research, 69(2), 956–963. https://doi.org/10.1016/j.jbusres.2015.08.039 [Google Scholar] [Crossref]

22. Baker, C. (2017). Quantitative research designs: Experimental, quasi-experimental, and descriptive. Evidence-based practice: An integrative approach to research, administration, and practice, 155-183. [Google Scholar] [Crossref]

23. Balasubramanian, N. (2020). Does Service Quality Impact Relationship Quality? Analyzing The Moderating Effect Of Demographic Variables In The Path Model–Empirical Evidence From Indian Retail Banks. Rajendran and Nataraj (2020)," Does Service Quality Impact Relationship Quality", International Journal of Innovative Technology and Exploring Engineering, 9(3), 239-245. [Google Scholar] [Crossref]

24. Beqiri, T., & Mazreku, I. (2020). Lifelong Learning, training and development Employee’s perspective. Journal of Educational and Social Research, 10(2), 94. https://doi.org/10.36941/jesr-2020-0029 [Google Scholar] [Crossref]

25. Beydoun, A. R., & Saleh, R. F. (2023). Literature Review on Training and Development in Work Setting. BAU Journal. Society, Culture & Human Behavior, 4(2). https://doi.org/10.54729/2789-8296.1136 [Google Scholar] [Crossref]

26. Bichler, B. F., Petry, T., & Peters, M. (2021). ‘We did everything we could’: how employees’ made sense of COVID-19 in the tourism and hospitality industry. Current Issues in Tourism, 25(23), 3766–3782. https://doi.org/10.1080/13683500.2021.1985974 [Google Scholar] [Crossref]

27. Bielen, M., and Kubiczek, J. (2020). Response of the labor market to the needs and expectations of generation Z. E Mentor 4, 87–94. doi: 10.15219/em86. 1486 [Google Scholar] [Crossref]

28. Bielińska-Dusza, E. (2022). The motivation of generations: What drives Generation X, Y, Z? Journal of Human Resources Management Research, 1–14. https://doi.org/10.5171/2022.637177 [Google Scholar] [Crossref]

29. Bhandari, P. (2023). Mediator vs. Moderator Variables | Differences & Examples. Scribbr. Retrieved February 6, 2024, from https://www.scribbr.com/methodology/mediator-vs-moderator/ [Google Scholar] [Crossref]

30. Bharti, A. (2022). A Role of Human Resources practices in career development and employee retention. Specialusis Ugdymas, 2(43), 2308-2315. http://sumc.lt/index.php/se/article/view/1724 [Google Scholar] [Crossref]

31. Bokach, U. (2020). How Managers in the Hospitality Industry Identify and Develop Talent? Expectations vs. Reality. Hospitality Industry: Opportunities, Challenges and Perspectives’ 20, 149. [Google Scholar] [Crossref]

32. Boon, C., & Biron, M. (2016). Temporal issues in person–organization fit, person–job fit and turnover: The role of leader–member exchange. Human Relations, 69(12), 2177–2200. https://doi.org/10.1177/0018726716636945 [Google Scholar] [Crossref]

33. Blount, J. B. (2022). Betting on talent: Examining the relationship between employee retention and onboarding programs. Engaged Management Review, 5(3), 1. [Google Scholar] [Crossref]

34. Borisova, O. N., Silayeva, A. A., Saburova, L. N., Belokhvostova, N. V., & Sokolova, A. P. (2017). Talent management as an essential element in a corporate personnel development strategy. Academy of strategic management journal, 16, 31. [Google Scholar] [Crossref]

35. Bui, H., Zeng, Y., & Higgs, M. (2017). The role of person-job fit in the relationship between transformational leadership and job engagement. Journal of Managerial Psychology, 32(5), 373–386. https://doi.org/10.1108/jmp-05-2016-0144 [Google Scholar] [Crossref]

36. Bujang, M. A., Omar, E. D., Foo, D. H. P., & Hon, Y. K. (2024). Sample size determination for conducting a pilot study to assess reliability of a questionnaire. Restorative dentistry & endodontics, 49(1). [Google Scholar] [Crossref]

37. Bungato Jr, G. C., Nartea, M. A., & Samonte, G. I. (2021). Customer Aggression and Organizational Turnover Among Service Employees in Metro Manila, Philippines. Social Sciences and Development Review. [Google Scholar] [Crossref]

38. Byford, M., Watkins, M. D., & Triantogiannis, L. (2017). Onboarding isn’t enough. Harvard Business Review, 95(3), 78-86. [Google Scholar] [Crossref]

39. Cai, D., Cai, Y., Sun, Y., & Ma, J. (2018). Linking Empowering leadership and employee work engagement: The effects of Person-Job Fit, Person-Group Fit, and Proactive Personality. Frontiers in Psychology, 9. https://doi.org/10.3389/fpsyg.2018.01304 [Google Scholar] [Crossref]

40. Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research, 116, 183–187. https://doi.org/10.1016/j.jbusres.2020.05.037 [Google Scholar] [Crossref]

41. Çelik, A., Kılıç, M., Altındağ, E., Öngel, V., & Günsel, A. (2021). Does the Reflection of Foci of Commitment in Job Performance Weaken as Generations Get Younger? A Comparison between Gen X and Gen Y Employees. Sustainability, 13(16), 9271. https://doi.org/10.3390/su13169271 [Google Scholar] [Crossref]

42. Chalutz-Ben Gal, H. (2023). Person–skill fit: Why a new form of employee fit is required. Academy of Management Perspectives, 37(2), 117-137. [Google Scholar] [Crossref]

43. Chatterjee, S. (2021). A new coefficient of correlation. Journal of the American Statistical Association, 116(536), 2009-2022. [Google Scholar] [Crossref]

44. Chatzi, A., & Doody, O. (2023). The one-way ANOVA test explained. Nurse Researcher, 31(3), 8–14. https://doi.org/10.7748/nr.2023.e1885. [Google Scholar] [Crossref]

45. Claus, L. (2019). HR disruption—Time already to reinvent talent management. BRQ Business Research Quarterly, 22(3), 207–215.https://doi.org/10.1016/j.brq.2019.04.002 [Google Scholar] [Crossref]

46. Cohen, G., Blake, R. S., & Goodman, D. (2016). Does turnover intention matter? Evaluating the usefulness of turnover intention rate as a predictor of actual turnover rate. Review of Public Personnel Administration, 36(3), 240–263. https://doi.org/10.1177/0734371x15581850 [Google Scholar] [Crossref]

47. Cong, L. C., & Thu, D. A. (2021). The competitiveness of small and medium enterprises in the tourism sector: the role of leadership competencies. Journal of Economics and Development, 23(3), 299-316. [Google Scholar] [Crossref]

48. Conn, C., & McLean, R. (2019). Bulletproof problem solving: The one skill that changes everything. Wiley. [Google Scholar] [Crossref]

49. Curcuruto, M., & Griffin, M. A. (2023). Upward safety communication in the workplace: How team leaders stimulate employees’ voice through empowering and monitoring supervision. Safety science, 157, 105947. [Google Scholar] [Crossref]

50. Damarre. (2023). 147 wedding guests in Bukidnon hospitalized due to alleged food poisoning – Progress Watch: Metro Cagayan de. CDODEV PROGRESS WATCH. [Google Scholar] [Crossref]

51. Dangaiso, P., & Mukucha, P. (2024). Evaluating the impact of service encounter incivility on employee job stress, turnover intentions and labor attrition: a study on frontline employees in the fast food service industry. Cogent Business & Management, 11(1), 2355671. [Google Scholar] [Crossref]

52. Dayeh, K., & Farmanesh, P. (2021). The link between talent management, organizational commitment and turnover intention: A moderated mediation model. Management Science Letters, 11(7), 2011-202 [Google Scholar] [Crossref]

53. De Cooman, R., Vantilborgh, T., Bal, P. M., & Lub, X. (2015). Creating inclusive teams through perceptions of supplementary and complementary Person–Team fit. Group & Organization Management, 41(3), 310–342. https://doi.org/10.1177/1059601115586910 [Google Scholar] [Crossref]

54. De Oliveira, C. a. F., Da Cruz, A. G., Tavolaro, P., & Corassin, C. H. (2016). Food safety. In Elsevier eBooks (pp. 129–139). https://doi.org/10.1016/b978-0-12-800723-5.00010-3 [Google Scholar] [Crossref]

55. Deb, S. K., Nafi, S. M., Mallik, N., & Valeri, M. (2023). Mediating effect of emotional intelligence on the relationship between employee job satisfaction and firm performance of small business. European Business Review, 35(5), 624-651. [Google Scholar] [Crossref]

56. Dodanwala, T. C., Santoso, D. S., & Yukongdi, V. (2022). Examining work role stressors, job satisfaction, job stress, and turnover intention of Sri Lanka’s construction industry. International Journal of Construction Management, 23(15), 2583–2592. https://doi.org/10.1080/15623599.2022.2080931 [Google Scholar] [Crossref]

57. Egerová, D., Komárková, L., & Kutlák, J. (2021). Generation Y and Generation Z employment expectations: A generational cohort comparative study from two countries. E+M Ekonomie a Management, 24(3), 93–109. https://doi.org/10.15240/tul/001/2021-03-006 [Google Scholar] [Crossref]

58. El-Sherbeeny, A. M., Al-Romeedy, B. S., Elhady, M. H. A., Sheikhelsouk, S., Alsetoohy, O., Liu, S., & Khairy, H. A. (2023). How is job performance affected by ergonomics in the tourism and hospitality industry? Mediating roles of work engagement and talent retention. Sustainability, 15(20), 14947. https://doi.org/10.3390/su152014947 [Google Scholar] [Crossref]

59. Eun-Jung, S. H. I. N., & Ki-Han, K. W. O. N. (2023). The Structural Relationship between Employment Insecurity and Turnover Intention of Beauty Industry Employees. East Asian Journal of Business Economics (EAJBE), 11(2), 91-108. [Google Scholar] [Crossref]

60. Fallucchi, F., Coladangelo, M., Giuliano, R. and De Luca, E. W., (2020). Predicting employee attrition using machine learning techniques. Computers, 9 (4), 86. Retrieved on 29 February 2024. Available at https://doi.org/10.3390/computers9040086. [Google Scholar] [Crossref]

61. Fawzi Afifi, M., Healy, J. J., & Mac Con Iomaire, M. (2023). Chefs’ Perspectives of Failures in Foodservice Kitchens, part 2: A phenomenological Exploration of the Consequences and Handling of Food Production Failure. [Google Scholar] [Crossref]

62. Fernandez, C. M., Alves, J., Gaspar, P. D., Lima, T. M., & Silva, P. D. (2022). Innovative processes in smart packaging. A systematic review. Journal of the Science of Food and Agriculture. https://doi.org/10.1002/JSFA.11863 [Google Scholar] [Crossref]

63. Fisher, H., & Potgieter, M. (2024). The development, psychometric properties and refinement of a food literacy scale for specific and general application. International Journal of Gastronomy and Food Science, 35, 100862. [Google Scholar] [Crossref]

64. Fitri, S. (2024). Evaluation of Compensation Policies and Their Impact on Employee Retention in the Food Industry. Involvement International Journal of Business. https://doi.org/10.62569/iijb.v1i1.6 [Google Scholar] [Crossref]

65. Gadomska-Lila, K. (2020). Value systems of various generations. Zarządzanie ZasobamiLudzkimi, 133(2), 27-40. https://doi.org/10.5604/01.3001.0014.0731 [Google Scholar] [Crossref]

66. Garver, K. (2022). 5 Attributes of a Toxic Culture, According to Glassdoor Reviews. Staffinghub.com.Retrieved on November 4, 2020 from 5 Attributes of a Toxic Culture,According to Glassdoor Reviews (staffinghub.com). [Google Scholar] [Crossref]

67. Geiger, A. (2023). The Whys and Hows of Generations Research | Pew Research Center. Pew Research Center - U.S. Politics & Policy. [Google Scholar] [Crossref]

68. Gerhardt, M. W., Irving, P., Poo, A. J., & Gupta, S. (2023). Multigenerational Workplace: The Insights You Need from Harvard Business Review. Harvard Business Press. [Google Scholar] [Crossref]

69. Ghani, B., Memon, K. R., Han, H., Ariza‐Montes, A., & Fuentes, J. M. A. (2022). Work stress, technological changes, and job insecurity in the retail organization context. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.918065 [Google Scholar] [Crossref]

70. Griep, Y., Vanbelle, E., Van Den Broeck, A., & De Witte, H. (2021). Active emotions and personal growth initiative fuel employees’ daily job crafting: A multilevel study. BRQ Business Research Quarterly, 25(1), 62–81. https://doi.org/10.1177/23409444211033306 [Google Scholar] [Crossref]

71. Grobbelaar, W., Verma, A., & Shukla, V. K. (2021). Analyzing human robotic interaction in the food industry. Journal of Physics: Conference Series, 1714(1), 012032. https://doi.org/10.1088/1742-6596/1714/1/012032 [Google Scholar] [Crossref]

72. Gumbo, M., & Sukdeo, N. (2024). Measures and Challenges of Cost Control in Fast Casual Restaurants: Case of Johannesburg, South Africa. Proceedings of the International Conference on Industrial Engineering and Operations Management [Google Scholar] [Crossref]

73. Gustafson, H. L. (2023). Analyzing Employee Onboarding Systems and Their Impact on Employee Retention Rates (Doctoral dissertation, University of Wisconsin--Stout). [Google Scholar] [Crossref]

74. Hall, Nichola A., "Strategies for Effective Labor-Management Relationships in the Foodservice Industry" (2024). Walden Dissertations and Doctoral Studies. 15405. [Google Scholar] [Crossref]

75. https://scholarworks.waldenu.edu/dissertations/15405 [Google Scholar] [Crossref]

76. Hamad, Z. M. M. (2019). Talent management as a facilitator of organizational intelligence. Management Science Letters, 809–822. https://doi.org/10.5267/j.msl.2019.3.007 [Google Scholar] [Crossref]

77. Hamstra, M. R. W., Van Vianen, A., & Koen, J. (2018). Does employee perceived person-organization fit promote performance? The moderating role of supervisor perceived person-organization fit. European Journal of Work and Organizational Psychology, 28(5), 594–601. https://doi.org/10.1080/1359432x.2018.1485734 [Google Scholar] [Crossref]

78. Hardiyanto, D., & Hendarsjah, H. (2021). Analysis of The Relationship Between Pay Level Satisfaction and Individual Work Performance with Person–Environment Fits (Person–Job Fit, Person–Organisation Fit, and Person–Group Fit) as Moderating Variables. The Asian Journal of Technology Management, 14(2), 128-140. [Google Scholar] [Crossref]

79. Harris, P. R., Richards, A., & Bond, R. (2022). Individual differences in spontaneous self- affirmation and mental health: relationships with self-esteem, dispositional optimism and coping. Self and Identity, 22(3), 351–378. https://doi.org/10.1080/15298868.2022.2099455 [Google Scholar] [Crossref]

80. Hassan, S. H. (2020). Impacts of implementation of extensive onboarding process on employee retention-a casestudy from transferwise. Master's Thesis. Tallinn University of Technology, Tallinn, Estonia [Google Scholar] [Crossref]

81. Hemavathi, G. P., & T, F. S. J. (2023). Flexibility culture, Person–Job fit, and job benefits as predictors of eudaimonic Workplace WellBeing and turnover intention of employees. Prabandhan: Indian Journal of Management, 16(10), 46. https://doi.org/10.17010/pijom/2023/v16i10/171900 [Google Scholar] [Crossref]

82. Herkes, J., Ellis, L. A., Churruca, K., & Braithwaite, J. (2020). The ‘goodness-of-fit’ of fit models: creating a multidimensional survey for person-organisation and person-group fit in health care. BMC Medical Research Methodology, 20(1). https://doi.org/10.1186/s12874-020-01033-8 [Google Scholar] [Crossref]

83. Hitka, M., Lorincová, S., Potkány, M., Balážová, Ž., & Caha, Z. (2020). Differentiated Approach to Employee Motivation in Terms of Finance. Journal of Business Economics and Management, 22(1), 118–134. https://doi.org/10.3846/jbem.2020.13702 [Google Scholar] [Crossref]

84. Holmbeck, G. N., Jandasek, B., Sparks, C., Zukerman, J., & Zurenda, L. (1999). Theoretical Foundations of Developmental-Behavioral Pediatrics. In Elsevier eBooks (pp. 13–45). https://doi.org/10.1016/b978-0-323-04025-9.50005-2 [Google Scholar] [Crossref]

85. Hong, L. J., Fan, W., & Luo, J. (2021). Review on ranking and selection: A new perspective. Frontiers of Engineering Management, 8(3), 321-343. [Google Scholar] [Crossref]

86. Insfran-Rivarola, A., Tlapa, D., Limón-Romero, J., Báez-López, Y., Miranda-Ackerman, M. A., Arredondo-Soto, K. C., & Ontiveros, S. (2020). A Systematic Review and Meta-Analysis of the Effects of Food Safety and Hygiene Training on Food Handlers. Foods, 9(9), 1169. https://doi.org/10.3390/foods9091169 [Google Scholar] [Crossref]

87. Iqbal, A. (2024). Understanding intergenerational collaboration: Exploring challenges and collaboration strategies in the multigenerational workforce. Economics Business and Organization Research, 6(1), 15-43. https://doi.org/10.38027/ebor.v6i1.2154 [Google Scholar] [Crossref]

88. Iqbal, A., & Trevisan, F. (2022). Assessment of the role of human resources in the mediation of possible divergences of ideas among multigeneration (Baby Boomers, X, Y, and Z). KINERJA, 26(1), 98-124. [Google Scholar] [Crossref]

89. Isic, N. (2020). Reimagined onboarding process as a tool to avoid attrition of Millennials and Gen Zs in companies in Finland. [Google Scholar] [Crossref]

90. James, G., Witten, D., Hastie, T., Tibshirani, R., & Taylor, J. (2023). Linear regression. In An introduction to statistical learning: With applications in Python (pp. 69–134). Springer International Publishing. https://doi.org/10.1007/978-3-031-38747-0 [Google Scholar] [Crossref]

91. Jang, H. (2021). How important is human service for sustainable restaurant businesses? Journal of Hospitality and Tourism Management, 48, 406–415. https://doi.org/10.1016/j.jhtm.2021.07.017 [Google Scholar] [Crossref]

92. Jayatissa, K. A. D. U. (2023). Generation Z–A new lifeline: A systematic literature review. Sri Lanka Journal of Social Sciences and Humanities, 3(2), 179-186. [Google Scholar] [Crossref]

93. Jeffrey, I., & Prasetya, A. B. (2019). The Employee Performance Assessment and Employee Training, on Employee Intension. Jurnal Aplikasi Manajemen, 17(1), 56–65. https://doi.org/10.21776/ub.jam.2019.017.01.07 [Google Scholar] [Crossref]

94. Jehanzeb, K., Hamid, A. B. A., & Rasheed, A. (2015). What is the role of training and job satisfaction on turnover intentions? International Business Research, 8(3). https://doi.org/10.5539/ibr.v8n3p208 [Google Scholar] [Crossref]

95. Jerab, D., & Mabrouk, T. (2023). The role of leadership in changing organizational culture. Available at SSRN 4574324. [Google Scholar] [Crossref]

96. Kahraman, F. Ç., Horoz, E. F. İ., & Türetgen, İ. Ö. (2023). Turkish Adaption of the Perceived Person-Environment Fit Scale (PPEFS) Öneri Dergisi, 18(59), 265-290. [Google Scholar] [Crossref]

97. Karashchuk, O. S., Mayorova, E. A., Nikishin, A. F., & Kornilova, O. V. (2020). The method for determining Time-Generation range. SAGE Open, 10(4), 215824402096808. https://doi.org/10.1177/2158244020968082 [Google Scholar] [Crossref]

98. Kerse, G., Koçak, D., & Babadağ, M. (2022). Relationship between Person–Environment Fit Types and Turnover Intention: A Moderated Mediation Model. Organizations and Markets in Emerging Economies, 13(2), 384-405. [Google Scholar] [Crossref]

99. Ketkaew, C., Manglakakeeree, O., & Naruetharadhol, P. (2020). The interrelationships of work-related factors, person-environment fit, and employee turnover intention. Cogent Business & Management, 7(1), 1823580.https://doi.org/10.1080/23311975.2020.1823580 [Google Scholar] [Crossref]

100. Khan, M. A. (2023). The significance and challenges of turnover and retention of millennial professionals. Journal of Workplace Learning, 35(2), 103-118. https://doi.org/10.1108/JWL-12-2022-0192. [Google Scholar] [Crossref]

101. Kivindu, F. N. (2019). Influence of Employee Motivation on Ideal Work Environment Among Employees of Selected Fast Food Restaurant in Karen Area, Nairobi County, Kenya. [Google Scholar] [Crossref]

102. Kooij, D., Zacher, H., Wang, M., & Heckhausen, J. (2020). Successful aging at work: A process model to guide future research and practice. Industrial and Organizational Psychology, 13(3), 345-365. doi:10.1017/iop.2020.1. [Google Scholar] [Crossref]

103. Kristof‐Brown, A., Schneider, B., & Su, R. (2023). Person‐organization fit theory and research:Conundrums, conclusions, and calls to action. Personnel psychology, 76(2), 375-412. [Google Scholar] [Crossref]

104. Kumolu-Johnson, B. (2024). Improving Service Quality in the Fast-Food Service Industry. Journal of Service Science and Management, 17(1), 55-74. [Google Scholar] [Crossref]

105. Lawton, M. P. (1983). Environment and other determinants of well-being in older people. The gerontologist, 23(4), 349-357. [Google Scholar] [Crossref]

106. Lee, J., Neonaki, M., Alexopoulos, A., & Varzakas, T. (2023). Case Studies of Small-Medium Food Enterprises around the World: Major Constraints and Benefits from the Implementation of Food Safety Management Systems. Foods, 12(17), 3218. https://doi.org/10.3390/foods12173218 [Google Scholar] [Crossref]

107. Lestari, D., Maria, S., & Heksarini, A. (2023). Combining Person-Job Fit, Organizational Commitment and Organizational Citizenship Behavior to Advance Performance. Economic Alternatives, (3), 638-652. Doi: DOI: https://doi.org/10.37075/EA.2023.3.11 [Google Scholar] [Crossref]

108. Li, G., & Xie, L. (2023). The effects of job involvement and supervisor developmental feedback on employee creativity: A polynomial regression with response surface analysis. Current Psychology, 42(20), 17120-17131. [Google Scholar] [Crossref]

109. Likert, R. (1932). A technique for the measurement of attitudes. Archives of Psychology, 22 140, 55. [Google Scholar] [Crossref]

110. Lin, N., & Sauer, K. (2017). Commitment Profiles of Restaurant Employees: A Person- Centered Approach with Multigroup Structural Equation Modeling. Social Science Research Network. https://doi.org/10.2139/ssrn.3092290 [Google Scholar] [Crossref]

111. Lunga, M. B., & Murphy, C. (2023). Exploring the Relationship between Organisational Culture, Leadership and Turnover Intentions. [Google Scholar] [Crossref]

112. Mahand, T., & Caldwell, C. (2023). Quiet quitting–causes and opportunities. Business and Management Research, 12(1), 9-19. [Google Scholar] [Crossref]

113. Mahmoud, A. B., Fuxman, L., Mohr, I., Reisel, W. D., & Grigoriou, N. (2021). "We aren't your reincarnation!" Workplace motivation across X, Y, and Z generations. International Journal of Manpower, 42(1), 193–209. https://doi.org/10.1108/IJM-09-2019-0448 [Google Scholar] [Crossref]

114. Mahmoud, A. B., Hack‐Polay, D., Reisel, W. D., Fuxman, L., Grigoriou, N., Mohr, I., & Aizouk, R. (2021). Who’s more vulnerable? A generational investigation of COVID-19 perceptions’ effect on Organisational citizenship Behaviours in the MENA region: job insecurity, burnout and job satisfaction as mediators. BMC Public Health, 21(1). https://doi.org/10.1186/s12889-021-11976-2 [Google Scholar] [Crossref]

115. Maloba, M. N., & Pillay, D. (2022). Person–organisation fit, job satisfaction and intention to leave in the South African social development sector. South African Journal of Economic and Management Sciences, 25(1). https://doi.org/10.4102/sajems.v25i1.4572 [Google Scholar] [Crossref]

116. Mannheim, K. (1952). The Sociological Problems of Generations. W: P. Kecskemeti. Essays on the Sociology of Knowledge, 163-195. [Google Scholar] [Crossref]

117. Martinez, V. (2015). A Program Proposal to Develop an Effective New Employee Orientation and Onboarding Program at the Workplace (Doctoral dissertation, California State University, Bakersfield). [Google Scholar] [Crossref]

118. Maurer, R. (2015). Onboarding key to retaining, engaging talent. Society for Human Resource Management, Talent Acquisition and Talent Management. [Google Scholar] [Crossref]

119. McKinsey. (2022). Taking a skills-based approach to building the future work- force [Google Scholar] [Crossref]

120. Menon, S. (2023). Effectiveness of Virtual Onboarding (Doctoral dissertation, University of South Florida). [Google Scholar] [Crossref]

121. Meyers, M. C., & Van Woerkom, M. (2014). The influence of underlying philosophies on talent management: Theory, implications for practice, and research agenda. Journal of World Business, 49(2), 192–203. https://doi.org/10.1016/j.jwb.2013.11.003. [Google Scholar] [Crossref]

122. Munsch, A. (2021). Millennial and Generation Z digital marketing communication and advertising effectiveness: A qualitative exploration. Journal of Global Scholars of Marketing Science, 31(1), 10-29. https://doi.org/10.1080/21639159.2020.1808812 [Google Scholar] [Crossref]

123. Nam, J., Kim, S., & Jung, Y. (2023). Elderly users’ emotional and behavioral responses to Self-Service technology in Fast-Food restaurants. Behavioral Sciences, 13(4), 284. https://doi.org/10.3390/bs13040284 [Google Scholar] [Crossref]

124. Naruetharadhol, P., Wongsaichia, S., Van Wouwe, M., & Ketkaew, C. (2021). Career status, retirement readiness, and age differences: Empirical evidence from skilled immigrants in Thailand. Cogent Business & Management, 8(1). https://doi.org/10.1080/23311975.2021.1885572 [Google Scholar] [Crossref]

125. Naz, S., Li, C., Nisar, Q. A., Khan, M. a. S., Ahmad, N., & Anwar, F. (2020). A study in the relationship between supportive work environment and employee retention: Role of Organizational Commitment and Person–Organization fit as Mediators. SAGE Open, 10(2), 215824402092469. https://doi.org/10.1177/2158244020924694. [Google Scholar] [Crossref]

126. Nguyen, C. N., Hoang, G., & Luu, T. T. (2023). Frontline employees' turnover intentions in tourism and hospitality sectors: A systematic literature review and research agenda. Tourism Management Perspectives, 49, 101197. [Google Scholar] [Crossref]

127. Nielson, S., Hatzenbühler, M., Bitsch, M., & Siegfried, P. (2023). Processes of Staff Onboarding in the Supply Chain Management of Industrial Enterprises: A Comparison of Best Practices and Literature. International Journal of Supply and Operations Management, 10(3), 365-395. https://doi.org/10.22034/IJSOM.2022.109620.2532 [Google Scholar] [Crossref]

128. Noesgaard, M. S., & Jørgensen, F. (2024). Building organizational commitment through cognitive and relational job crafting. European Management Journal, 42(3), 348-357. [Google Scholar] [Crossref]

129. Nuong, M. D., & Ari Ragavan, N. (2023). Digital future of the hospitality industry and hospitality education globally: Review of related literature. Asia-Pacific Journal of Futures in Education and Society, 2(2), 71–100. [Google Scholar] [Crossref]

130. Nurimansjah, R. A., Erwina, E., KR, M. Y. A. R. A., & Hamid, M. A. (2024). Employee Performance: Exploring Transformational Leadership, Organizational Culture, and Employee Engagement as a Mediator in Micro, Small, and Medium Enterprise Food Sector. Jurnal Aplikasi Manajemen, 22(4), 955-969. [Google Scholar] [Crossref]

131. Nzuwah, K. (2024). Effective Strategies Leaders Use to Enhance the Retention of Frontline Workers in the Fast-Food Industry (Doctoral dissertation, Walden University). [Google Scholar] [Crossref]

132. Okolocha, C. B. (2020). Influence of employee-focused corporate social responsibility and employer brand on turnover intention. European Journal of Business and Management, 12(9), 53-61. [Google Scholar] [Crossref]

133. Okpala, C. O. R., & Korzeniowska, M. (2023). Understanding the relevance of quality management in agro-food product industry: From ethical considerations to assuring food hygiene quality safety standards and its associated processes. Food Reviews International, 39(4), 1879-1952. [Google Scholar] [Crossref]

134. Palma-Moreira, A., Dias, A. L., Pereira, B., & Au-Yong-Oliveira, M. (2024). Competence Development and Affective Commitment as Mechanisms That Explain the Relationship between Organizational Culture and Turnover Intentions. Administrative Sciences, 14(9), 223. [Google Scholar] [Crossref]

135. Pariyanti, E., Adawiyah, W. R., & Wulandari, S. Z. (2024, July). Does workplace spirituality predict turnover intention in small-and medium-sized enterprises (SMEs). In Evidence-based HRM: a Global Forum for Empirical Scholarship (Vol. 12, No. 3, pp. 643-665). Emerald Publishing Limited. [Google Scholar] [Crossref]

136. Park, J. C., & Lee, Y. J. (2021). Generational differences in work values and turnover intentions: A meta-analysis. Sustainability, 13(4), 2145. https://doi.org/10.3390/su13042145 [Google Scholar] [Crossref]

137. Pattnaik, L., Mishra, S., & Tripathy, S. K. (2023). Perceived organizational support and organizational commitment: Moderating role of person–organization fit. Global Business Review, 24(5), 902-915. [Google Scholar] [Crossref]

138. Pavlou, C. (2023). Talent Acquisition vs. Talent Management vs. HR: A primer. Recruiting Resources: How to Recruit and Hire Better. https://resources.workable.com/tutorial/faq-talent-acquisition [Google Scholar] [Crossref]

139. Peltokorpi, V., Allen, D. G., & Shipp, A. J. (2022). Time to leave? The interaction of temporal focus and turnover intentions in explaining voluntary turnover behaviour. Applied Psychology, 72(1), 297–316. https://doi.org/10.1111/apps.12378 [Google Scholar] [Crossref]

140. Pennetta, S., Anglani, F., & Mathews, S. (2024). Navigating through entrepreneurial skills, competencies and capabilities: A systematic literature review and the development of the entrepreneurial ability model. Journal of Entrepreneurship in Emerging Economies, 16(4), 1144-1182. [Google Scholar] [Crossref]

141. Perkasa, D. H., & Purwanto, S. (2024). Job Hopping Behavior In Millennials. International Journal of Accounting, Management, Economics and Social Sciences (IJAMESC), 2(3), 809-821. [Google Scholar] [Crossref]

142. Plata, K. M., Alea, A. D., Asis, C., De Castro, O., Patena, P. A., Talban, S. R., & Borbon- Pulhin, J. C. (2020). Organizational Culture of Fast-food Restaurants in Batangas City. Journal of Tourism and Hospitality Research, 17(1). [Google Scholar] [Crossref]

143. Potot, K. J. S. (2023). Satisfaction Analysis on the Performance of F&B Immersionists In A Non-Industrialized Set-up. Theory Development. [Google Scholar] [Crossref]

144. Primastio, G. D., Masyithah, I. U., & Maulero, R. (2023). Differcence in Levels of Hardiness Personality Between Generation X, Generation Y, and Generation Z. KnE Social Sciences, 82-93. [Google Scholar] [Crossref]

145. Puspitasari, E. D., Riyadi, S., & Halik, A. (2024). The Effects of Workload and Compensation on Turnover Intention With Burnout as An Intervening Variable Among Millennial Employees of PT. KGM. International Journal of Economics (IJEC), 3(1), 73-82. [Google Scholar] [Crossref]

146. Raslie, H. (2021). Gen Y and Gen Z communication style. Studies of Applied Economics, 39(1). https://doi.org/10.1515/sae-2021-000 [Google Scholar] [Crossref]

147. Rattanapon, K., Jorissen, A., Jones, K. P., & Ketkaew, C. (2023). An analysis of Multigenerational issues of Generation X and Y Employees in Small- and Medium-Sized Enterprises in Thailand: The Moderation Effect of Age Groups on Person–Environment Fit and Turnover Intention. Behavioral Sciences, 13(6), 489. https://doi.org/10.3390/bs13060489 [Google Scholar] [Crossref]

148. Saad, H., & Mayouf, M. a. A. (2020). Talent Management Strategies and Practices in Five star Hotels: an Exploratory study. International Journal of Heritage, Tourism, and Hospitality (Print), 12(2), 32–49. https://doi.org/10.21608/ijhth.2019.31649 [Google Scholar] [Crossref]

149. Sember, V., Meh, K., Sorić, M., Starc, G., Rocha, P., & Jurak, G. (2020). Validity and reliability of international physical activity questionnaires for adults across EU countries: systematic review and meta-analysis. International journal of environmental research and public health, 17(19), 7161. [Google Scholar] [Crossref]

150. Shafieizadeh, K.; Tao, C.-W. (2020). How does a menu’s information about local food affect restaurant selection? The roles of corporate social responsibility, transparency, and trust. J. Hosp. Tour. Manag. Page 43, 232–240. [Google Scholar] [Crossref]

151. Sharma, G. G., & Stol, K. J. (2020). Exploring onboarding success, organizational fit, and turnover intention of software professionals. Journal of Systems and Software, 159, 110442. https://doi.org/10.1016/j.jss.2019.110442 [Google Scholar] [Crossref]

152. Siddiqi, T., &Tangem, S. (2018). Impact of Work Environment, Compensation and Motivation on the Performance of Employees in the Insurance Companies of Bangladesh. South East Asia Journal of Contemporary Business, Economics and Law, 15(5), 153-162. [Google Scholar] [Crossref]

153. Silva, I., Dias, Á. & Pereira, L. F. (2024). Determinants of employee intention to stay: A generational multigroup analysis. International Journal of Organizational Analysis. 32 (8), 1389-1418 [Google Scholar] [Crossref]

154. Schein, E. H. (1990). Organizational culture. American Psychologist, 45(2), 109–119. https://doi.org/10.1037/0003-066X.45.2.109 [Google Scholar] [Crossref]

155. Singh, A. (2017). Talent Management vs. Performance Management: What’s the Difference? [Google Scholar] [Crossref]

156. Sinisterra, L., Peñalver, J., & Salanova, M. (2024). Connecting the organizational incomes and outcomes: a systematic review of the relationship between talent management, employee engagement, and turnover intention. Frontiers in Psychology, 15, 1439127. [Google Scholar] [Crossref]

157. Skopak, A., & Hadzaihmetovic, N. (2022). The Impact of Intrinsic Rewards on Employee Engagement in The Food Industry in Bosnia and Herzegovina. International Journal of Business and Administrative Studies, 8(3).https://doi.org/10.20469/ijbas.8.1000 [Google Scholar] [Crossref]

158. Sobaih, A. E. E., & Elnasr, A. E. A. (2023). Local versus Foreign Worker Perceptions, Commitment and Attitudes toward Careers in Restaurants and Cafés: Evidence from Saudi Arabia. Sustainability, 15(6), 5244. https://doi.org/10.3390/su15065244 [Google Scholar] [Crossref]

159. Socio Economic Profile | The City Government of Malaybalay. (n.d.). https://malaybalaycity.gov.ph/socio-economic-profile/ [Google Scholar] [Crossref]

160. Socio Economic Profile | The City Government of Valencia. (n.d.).https://cityofvalencia.gov.ph/ [Google Scholar] [Crossref]

161. Strauss, W.; Howe, N. (2009). The Fourth Turning: What the Cycles of History Tell Us about America’s Next Rendezvous with Destiny: Crown; Broadway Book: USA. [Google Scholar] [Crossref]

162. Stulle, K. P. (2018). Goldene Regeln für das Talent Management Worauf Unternehmen achten sollten, um erfolgskritische Positionen zu besetzen. Springer-Verlag. [Google Scholar] [Crossref]

163. Sumardjo, M., & Supriadi, Y. N. (2023). Perceived organizational commitment mediates the effect of perceived organizational support and organizational culture on organizational citizenship behavior. Calitatea, 24(192), 376-384. [Google Scholar] [Crossref]

164. Suswati, E. (2020). The influence of work stress on turnover intention: Employee Performance as mediator in casual-dining restaurant. Jurnal Aplikasi Manajemen, 18(2), 391-399. [Google Scholar] [Crossref]

165. Talent Management Affects Employees’ Intention to Stay through Work Engagement and Perceived Organizational Support with the Moderating Role of Work–Life Balance. Sustainability 2023, 15, 13508. https://doi.org/10.3390/ su151813508 [Google Scholar] [Crossref]

166. Tan SJ, Wider W, Jiang L, et al. (2024). Factors influencing millennial employees’ turnover intention in multinational corporations in Penang, Malaysia. Journal of Infrastructure, Policy and Development. 8(7): 3922. https://doi.org/10.24294/jipd.v8i7.3922 [Google Scholar] [Crossref]

167. Tayco, R. O., Rizada, M. L. P., & Antique, C. T. (2020). Competency Requirements of them Food and Beverage Service Establishments in Dumaguete City, Philippines. Journal of Philippine Tourism and Hospitality Studies. [Google Scholar] [Crossref]

168. Teal, K. (2023). A Fast-Food Worker’s Level of Grit, Job Satisfaction, and Employee Training Satisfaction: The Impact of These Factors on Their Intent to Remain on the Job (Order No. 30524834). Available from ProQuest Dissertations & Theses Global. (2827823430). https://www.proquest.com/dissertations-theses/fast-food-worker-s-level-grit-job-satisfaction/docview/2827823430/se-2 [Google Scholar] [Crossref]

169. Technical Education and Skills Development Authority (n.d.). Food and Beverage Services NC II Training Regulations. Retrieved on January 12, 2019 from http://www.tesda.gov.ph/Download/Training_Regulations?Searchcat=Training%20Regulations [Google Scholar] [Crossref]

170. Ter Hoeven, C. L., & Van Zoonen, W. (2023). Helping others and feeling engaged in the context of workplace flexibility: The importance of communication control. International journal of business communication, 60(1), 62-83. [Google Scholar] [Crossref]

171. Thaker, M. B., & Ohol, M. A. (2023). Enhancing Digital Presence for Maximizing Customer Value in Fine Dining Restaurants. Phalanx: A Quarterly Review for Continuing Debate Vol-18, No-2, April - June, 2023(UGC Care Listed Journal) ISSN: 2320-7698 [Google Scholar] [Crossref]

172. Timsina, S. (2024). Employee Turnover and Engagement Programs for Retention. [Google Scholar] [Crossref]

173. Tongtong, W., Ruanggoon, J., & Settabutr, T. (2024). An Analysis of Employee Turnover Intention in the Airport Catering Industry: A Case Study of HZ Company. Science, Technology, and Social Sciences Procedia, 2024(5), CiM15-CiM15. [Google Scholar] [Crossref]

174. Uba, L. C., Enudu, T. O., & Okonkwo, A. O. (2023). Motivation strategy and employee retention of restaurant businesses in Enugu Metropolis, Enugu State. Advance Journal of Management and Social Sciences, 7(2). [Google Scholar] [Crossref]

175. Umezurike, P. C. (2021). Employee Retention Strategies in the Fast Food Industry (Doctoral dissertation, Walden University). [Google Scholar] [Crossref]

176. Urbánová, M., Kozáková, J., & Klátiková, S. (2021). How do Slovak women perceive their opportunities on the global labor market? Generational study. SHS Web of Conferences, 92, 07064. https://doi.org/10.1051/shsconf/20219207064 [Google Scholar] [Crossref]

177. Vasudevan, A., Salim, I., Mohammad, S. I., Wenchang, C., Krishnasamy, H. N., Parahakaran, S., ... & Alshurideh, M. T. (2025). Sustainable leadership and employee performance: the role of organizational culture in Malaysia’s information science sector. Appl. Math, 19(1), 101-113. [Google Scholar] [Crossref]

178. Vasiljeva, L., (2020). The influence of organizational culture on talent management: Hospitality Opportunities, Challenges and Perspectives” Article Digest. [Google Scholar] [Crossref]

179. Vilayil, A. G. (2021). The effect of socialization practices and onboarding on newcomer adjustment and turnover intention (Doctoral dissertation, Florida International University). Florida International University Digital Commons. https://digitalcommons.fiu.edu/etd/4812 [Google Scholar] [Crossref]

180. Wahab, S. N., Tan, A., & Roche, O. (2024). Identifying supply chain manager leadership skills and competencies gaps in Malaysia. Higher Education, Skills and Work-Based Learning. [Google Scholar] [Crossref]

181. Wagner, A. L., & Warren, J. K. (2023). A generational preference for preferred work arrangement and the relationship with employee engagement and turnover intention. Journal of Business Diversity, 23(1), 45-58. [Google Scholar] [Crossref]

182. Wellton, L., Jonsson, I., Walter, U., & Svingstedt, A. (2016). Restaurant practices – time, planning, knowledge and dreams. Scandinavian Journal of Hospitality and Tourism, 17(3), 297–311. https://doi.org/10.1080/15022250.2016.1176951 [Google Scholar] [Crossref]

183. Weng, T.-C.; Shen, Y.-H.; Kan, T.-T. (2023). Talent Sustainability and Development: How [Google Scholar] [Crossref]

184. Westman, L., Luederitz, C., Kundurpi, A., Mercado, A. J., & Burch, S. L. (2023). Market transformations as collaborative change: Institutional co‐evolution through small business entrepreneurship. Business Strategy and the Environment, 32(2), 936-95. [Google Scholar] [Crossref]

185. Wiroonrath, S., Phanniphong, K., Somnuk, S., & Na-Nan, K. (2024). Impact of leader support on open innovation: The mediating role of organizational culture, intellectual property, and collaboration. Journal of Open Innovation: Technology, Market, and Complexity, 10(3), 100333. [Google Scholar] [Crossref]

186. Wijaya, A., Karsten, J. M., & Salim, S. J. (2024). The Effect of Authentic Leadership on Turnover Intention in Service Sector with Work Engagement as mediator. Jurnal Muara Ilmu Ekonomi dan Bisnis, 8(1), 75-86. [Google Scholar] [Crossref]

187. Zakiy, M. (2024). Linking Person Supervisor Fit with Employee Performance and Work Engagement: The Mediating Role of LMX. SAGE [Google Scholar] [Crossref]

• Is Strike Relevant in the Modern Era? Evidence from Indian Manufacturing, IT/Ites, FMCG, Electronics and Emerging Sectors
• A Qualitative Exploration of Work-Life Balance Among Private Universities Lecturers in Klang Valley
• Leadership Styles and Employee Motivation: Examining the Impact on Job Satisfaction and Turnover
• Human Resource Management, Organizational Culture, and Good Governance Practices: A Structural Equation Model on Service Orientation among Government-Owned and Controlled Corporation in Davao Region
• Cost of Silence: Exploring the Impact of Organisational Silence on Employee Engagement