Gen Z Workforce and Job-Hopping Intention: A Study among University Students in Malaysia

The study examines the relationship and influence of intrinsic and extrinsic motivational factors on job-hopping intention among Generation Z in Malaysia, where job hopping has become a pronounced trend contributing to higher turnover rates. Employers struggle to retain young talent despite successful recruitment, prompting the need to identify motivators that encourage Gen Z to stay. The research aims to determine whether intrinsic (recognition, achievement) and extrinsic (salary and benefits, interpersonal relationships, working conditions, career advancement) factors relate to job-hopping intention among Gen Z and to identify which of these factors significantly predict job-hopping intentions.

Job hopping is defined as regularly shifting jobs for other opportunities and is commonly associated with younger employees. Literature identifies multiple motivators behind job hopping among Gen Z: (1) Salary and benefits often drive job changes for higher pay, though some studies find limited influence; H1 posits a significant relationship. (2) Interpersonal relationships in the workplace can enhance satisfaction and retention; H2 posits a significant relationship. (3) Working conditions affect stress, safety, and loyalty; poor environments increase turnover; H3 posits a significant relationship. (4) Recognition fulfills a need for appreciation, elevating satisfaction and retention; H4 posits a significant relationship. (5) Career advancement opportunities motivate professional growth and are linked to retention; H5 posits a significant relationship. (6) Achievement, aligned with Herzberg’s motivators, is highly valued by Gen Z and linked to satisfaction and retention; H6 posits a significant relationship. These hypotheses frame the investigation of intrinsic and extrinsic drivers of job-hopping intention.

A quantitative survey was conducted using stratified sampling among Gen Z students (aged 18–25) from seven universities in the Klang Valley: Universiti Teknologi MARA (UiTM), Universiti Malaya (UM), Universiti Putra Malaysia (UPM), Universiti Selangor (UNISEL), International Islamic University Malaysia (IIUM), INTEC Education College, and Universiti Kebangsaan Malaysia (UKM). Questionnaire items were adopted from prior studies, pilot-tested, and demonstrated reliability (Cronbach’s alpha > 0.7). Due to COVID-19 MCO, the precise population was unavailable; the population was assumed >1,000,000 and minimum sample size was set at 380 using Krejcie and Morgan (1970). A total of 380 questionnaires were distributed; 369 usable responses were obtained (response rate 96.1%). Analyses included Pearson correlation to assess relationships between variables and multiple regression to identify significant predictors of job-hopping intention.

- Sample: 369 university students (response rate 96.1%). - Pearson correlations with job-hopping intention (all p<0.01): salary and benefits r=0.375; interpersonal relationships r=0.308; working conditions r=0.348; recognition r=0.408; career advancement r=0.263; achievement r=0.402. - Multiple regression predicting job-hopping intention (R²=0.283, p=0.000): • Achievement: β=0.215, p=0.000 (most influential predictor) • Salary and benefits: β=0.211, p=0.000 • Recognition: β=0.189, p=0.001 • Working conditions: β=0.127, p=0.026 • Interpersonal relationships: β=0.027, p=0.637 (not significant) • Career advancement: β=-0.046, p=0.405 (not significant) - Four significant predictors of job-hopping intention among Gen Z: achievement, salary and benefits, recognition, and working conditions. Interpersonal relationships and career advancement did not significantly predict job-hopping intention when controlling for other variables.

The findings confirm that both intrinsic and extrinsic motivators are related to Gen Z job-hopping intentions. Critically, achievement emerged as the strongest predictor, indicating Gen Z’s achievement orientation and desire for challenging, fulfilling work that leads to personal accomplishment. Recognition and salary/benefits also significantly predict job-hopping intention, underscoring the importance of appreciation and competitive compensation in retention strategies. Working conditions matter as well, with better environments reducing turnover intentions. Conversely, while interpersonal relationships and career advancement correlate with job-hopping intention, they do not independently predict it in the multivariate model, suggesting that achievement, recognition, compensation, and conditions are more central drivers for Gen Z. The model explains 28.3% of variance in job-hopping intention, implying other unmeasured factors also influence decisions. Practically, organizations should design roles that enable achievement, implement robust recognition practices, offer competitive pay and benefits, and ensure conducive working environments to mitigate job-hopping among Gen Z.

The study contributes empirical evidence on motivational determinants of job-hopping intention among Malaysian Gen Z university students. Achievement, salary and benefits, recognition, and working conditions are the key drivers, with achievement the most influential. Interpersonal relationships and career advancement do not significantly predict job-hopping intention in the multivariate context. These insights guide HR practitioners to tailor retention strategies addressing Gen Z’s achievement needs, recognition preferences, and expectations for fair compensation and good working conditions. The paper suggests further research using qualitative or mixed methods and broader factor sets to deepen understanding of Gen Z job-hopping behaviour, which remains partially unexplained by the current model.

- Sampling focused on university students aged 18–25, many without full-time work experience or direct job-hopping history, potentially limiting generalizability to employed Gen Z populations. - COVID-19 MCO constraints prevented determination of exact population size; an assumption guided sample size selection. - Cross-sectional, self-reported quantitative survey limits causal inference and may be subject to response biases. - The model explains 28.3% of variance, indicating that other unmeasured factors (social, economic, demographic, organizational) influence job-hopping intention. - Reliance on selected motivational factors may omit relevant predictors; future work should include additional variables and qualitative insights.