Abstract:
This study investigates the relationships among learning orientation, organizational
commitment, and talent retention among managerial employees in the apparel sector in
Kandy District. Grounded in Generational Cohort Theory the research examines
differences in work-related attitudes and behaviors across Baby Boomers, Generation X,
and Millennials. The literature highlights significant generational differences in
psychological contracts, learning orientations, and organizational commitment,
emphasizing that younger employees prioritize continuous professional growth and
adaptability over long-term loyalty. The study employs a quantitative methodology,
collecting data from managerial employees through surveys. The findings reveal that
learning orientation and organizational commitment are significant predictors of talent
retention across all generational cohorts. However, the influence of these factors varies:
Millennials exhibit a stronger preference for continuous learning opportunities, while Baby
Boomers and Generation X place higher value on organizational commitment. Learning
orientation, particularly in terms of commitment to learning and open-mindedness,
positively impacts talent retention, with younger cohorts showing the strongest correlation.
Additionally, affective commitment emerged as a key driver of retention among all
generations, although its impact is more pronounced among older cohorts. These insights
are valuable for HR practitioners and organizational leaders in the apparel sector, helping
them devise strategies that enhance learning orientation, strengthen organizational
commitment, and improve talent retention. Understanding generational differences can
lead to more effective management practices tailored to the needs and preferences of each cohort. The outcomes contribute to the development of generationally inclusive policies, fostering a more engaged and committed workforce.
