Retention of Y generation personnel in government organizations

Abstract

Currently, the Thai labor market faces challenges in managing a workforce of diverse generations, particularly Y Generation, a key force in both public and private sector organizations. This group of employees has unique characteristics that differ from previous generations, including their emphasis on the meaning of work, work-life balance, career advancement, and flexible work environments. However, the turnover rate among this group of employees remains a challenge for human resource management. This article aims to explain approaches to retaining Y Generation personnel by focusing on the analysis of key factors affecting work commitment and motivation, including organizational commitment, perceived organizational support, quality of work life, and human resource management practices. An integrated approach is proposed in the form of the CSQH Model, which covers the enhancement of value, sustainability, and job satisfaction of modern personnel. This approach can be applied to develop and strengthen human resource policies in Thai organizations, particularly in creating work systems that emphasize transparency, flexibility, and recognition of the potential of Y Generation personnel, which will help reduce turnover rates and build long-term organizational commitment.