A happier gen-z workforce stays longer: investigating the role of transformational leadership, autonomy, perceived organizational support and colleaugue support as predictors for happiness at work

Abstract

While turnover intention has been long studied for decades, limited research has specifically examined this phenomenon within the context of Vietnam Gen Z employees. This study delves into examining the correlation of antecedents, specifically transformational leadership, autonomy, perceived organizational support and colleague support with employee happiness at work and its outcome, which is turnover intention within the context of Gen Z employees in Vietnam. Drawing upon established theories including Conservation Of Resources Theory, Self-Determination Theory with Social Exchange Theory, this research suggests a comprehensive model, contributing to the happiness literature. A dataset including 344 responses was garthered from Ho Chi Minh City in Vietnam. Also, this paper applies partial least squares - structural equation modeling (PLS-SEM) to scruitinize the hypotheses. Consequently, the findings reveal transformational leadership, autonomy along with perceived organizational support are critical antecedents of happiness at work. Moreover, happiness at work directly, significantly affects turnover intention. Nevertheless, colleague support does not have any direct effect on happiness at work for Gen Z in Vietnam. Also, the paper highlights significant, indirect relationships between antecedents and turnover intention, except for colleague support. Importantly, this study aims to offer insights and suggest HRM strategies to increase happiness at work, thereby decreasing turnover intention in Gen Z employees