Developing and validating a scale for assessing job net value: A case study of Generation Z employees

Abstract

Orientation: Voluntary employee turnover, particularly among Generation Z employees, is a growing concern due to their higher mobility and evolving workplace expectations. Understanding how these employees evaluate the value of current versus alternative job opportunities is crucial for improving turnover prediction and management.

Research purpose: This study aimed to develop and validate the Alternative Job Net Value (AJNV) scale, a tool designed to measure the perceived net utility of present jobs versus job alternatives among Generation Z employees.

Motivation for the study: Existing turnover models lack precise measurements of how employees assess their current positions against external opportunities. Addressing this gap is essential for organisations aiming to predict and reduce voluntary turnover among Generation Z.

Research approach/design and method: Using an explanatory mixed-methods design, the study began with qualitative interviews to identify key factors influencing turnover, leading to the creation of an initial 28-item scale. The scale was refined through validity assessments and factor analyses. The final AJNV scale includes two subscales measuring the expected utility of the present job and job alternatives.

Main findings: The AJNV scale showed strong construct validity and reliability for the present job subscale and moderate reliability for job alternatives. It captures factors such as career development, rewards, and organisational policies that influence turnover intentions among Generation Z.

Practical/managerial implications: The AJNV scale offers organisations a diagnostic tool to assess turnover risk by comparing employees’ perceived value of current and alternative jobs, aiding retention strategies.

Contribution/value-add: This study contributes to turnover research by providing a psychometrically robust tool for measuring job alternatives’ comparative value.