Aligning HRM practices with generation Y motivational factors in SMEs: A PRISMA systematic review

Abstract

Abstract – This study examines how small and medium-sized enterprises (SMEs) can align their human resource management (HRM) practices with the motivational factors of Generation Y, a demographic known for its distinct work expectations, including flexibility, career development, and digital engagement. The research employs a systematic review methodology guided by the PRISMA protocol, focusing on studies conducted within Europe over the past five years. An initial search yielded 580 articles, of which 52 were assessed, and ultimately 7 met the inclusion criteria for analysis. The findings indicate that Generation Y employees are driven by a desire for work-life balance, career development, and roles that align with their personal values. SMEs that offer flexible working conditions, structured career paths, and digital tools for engagement and feedback are more likely to retain this cohort. However, resource constraints in SMEs pose challenges, necessitating scalable and adaptable HRM strategies. The study provides practical recommendations, including the adoption of flexible work policies, digital engagement tools, and recognition programs, to enhance employee satisfaction and retention. The research highlights a gap in the literature regarding long term strategies for integrating these practices in SMEs. Future research should focus on developing cost-effective HRM solutions tailored to the specific needs of SMEs while addressing the unique motivations of Generation Y employees.

Purpose – This paper explores how small and medium-sized enterprises (SMEs) can align their human resource management (HRM) practices with the motivational needs of Generation Y employees. It addresses the growing challenge SMEs face in adapting to generational shifts in workplace expectations, particularly around flexibility, purpose, and psychological safety. The goal is to synthesize existing research and highlight HRM approaches that support employee engagement, satisfaction, and retention within the constraints typical of SME environments.

Design/methodology/approach – This study employs a systematic literature review following the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) methodology. The review process included comprehensive searches in databases such as Google Scholar, Scopus, and Web of Science, focusing on articles published between 2019 and 2024. After applying predefined inclusion and exclusion criteria, 580 studies were initially identified, of which 52 were reviewed in detail. Ultimately, 7 peer-reviewed articles met all criteria and were analyzed to identify recurring HRM practices aligned with Generation Y’s motivational factors in SME settings.

Findings – The review identified flexibility, career development, purpose-driven work, and digital engagement as core motivational drivers for Generation Y employees in SMEs. HRM practices that promote autonomy, clear growth pathways, and meaningful feedback were consistently associated with higher engagement and retention. Despite resource limitations, SMEs can adopt scalable solutions such as flexible work policies, low-cost digital tools, and supportive leadership structures. The findings also highlight the need for balance in feedback practices and the importance of aligning organizational values with personal values to foster long-term loyalty among Generation Y employees.

Originality – This paper offers one of the few systematic reviews focused specifically on aligning HRM practices with Generation Y motivational factors in the SME context. By applying the PRISMA methodology, it consolidates fragmented academic findings into a structured overview of effective HR strategies for smaller enterprises. The study highlights a notable gap in existing literature and provides a foundation for future empirical research. Its value lies in offering practical, adaptable recommendations that SMEs can apply despite resource limitations, bridging the divide between generational expectations and operational realities.