Generational Differences in Turnover Intention: A Comparative Study of Generation Z and Non-Generation Z Employees Based on Mobley’s Turnover Model

The emergence of Generation Z in the contemporary workforce has fundamentally transformed organizational dynamics and human resource management practices across industries worldwide. This study investigates the differential factors influencing turnover intention between Generation Z and non-Generation Z employees through the theoretical lens of Mobley’s turnover model. Drawing upon a comprehensive dataset of 449 respondents (346 Generation Z and 103 non-Generation Z employees), this research employs structural equation modeling to examine the complex relationships between organizational factors, individual factors, economic labor market factors, and turnover intention, with social identity, work values, and job satisfaction serving as mediating variables.The findings reveal significant generational differences in the antecedents of turnover intention. For Generation Z employees, corporate online reputation (β = 0.349, p < 0.01), ability utilization (β = 0.178, p < 0.01), and work-life quality (β = 0.128, p < 0.05) emerge as the most influential factors affecting social identity, while inflation perception (β = 0.263, p < 0.01) and work-life quality (β = 0.292, p < 0.01) significantly impact work values. Conversely, non-Generation Z employees demonstrate different patterns, with salary level (β = -0.214, p < 0.05) and work-life quality (β = 0.565, p < 0.01) showing stronger influences on their workplace attitudes and behaviors.The study contributes to the existing literature by providing empirical evidence of generational differences in turnover intention mechanisms and offers practical implications for organizations seeking to develop generation-specific retention strategies. The results suggest that while traditional factors such as compensation remain important for older generations, Generation Z employees prioritize organizational reputation, personal growth opportunities, and work-life balance. These findings have significant implications for human resource management practices, particularly in the areas of recruitment, retention, and organizational culture development.