Archives for Technical Sciences | 2026
Authors: Riachy W.; Sassine M.; Subrahmanyam S.
DOI: 10.70102/afts.2026.1835.883
Journal: Archives for Technical Sciences
Year: 2026
Publisher: Technical institute of Bijeljina
Document Type: Article
Open Access: All Open Access; Gold Open Access
Cited by: 0
This study examines the influence of HR practices on the rate of retention among Generation Y and Generation Z employees in Lebanon. This is accomplished via intrinsic motivation and job satisfaction, which serve as two critical mediating factors. The data were gathered through an online survey involving 906 participants, divided equally into Generation Y (n=455) and Generation Z (n=451). Quantitative methodology was adopted during the data collection process. Structural Equation Modeling and Confirmatory Factor Analysis were utilized for analysis purposes. The findings indicate that both intrinsic motivation (β = 0.177, ρ< .001) and job satisfaction (β = 0.305, ρ< .001) have a positive effect on retention. Generation Y employees were more receptive to HR policies such as servant leadership and Work-life balance, servant leadership, and organizational career development were found to exert significant indirect effects on employee retention through job satisfaction and intrinsic motivation (β = 0.080, p < .001; β = 0.037, p < .001; and β = 0.091, p < .001, respectively). On the other hand, servant leadership and job satisfaction had a negative association for Gen Z employees (β =-0.256, ρ < .001). According to the results of the current study, HR policies and procedures should be unique to each particular generation. Generation Y employees are keen on career development, whereas Generation Z employees will feel more comfortable in an environment where careers are independent and autonomous. The present research adds to the body of literature on employee retention because there are not many studies that explore the role of generations in employee retention in Lebanon. © 2026, Technical institute of Bijeljina. All rights reserved.
employee retention; generation Y; generation Z; human resource practices; intrinsic motivation; job Satisfaction; organizational practices