D’Amato and Herzfeldt of over 1,600 managers across Europe highlighting the potential for generational cohort membership to impact on employee retention, and the role that people’s learning orientations and intentions to engage in developing leadership capabilities play in this relationship. Differences in learning orientation and leadership development intentions among generation groups were found which had important
implications for organisational commitment and intentions to stay with the organisation. They argue that, at least among managers, there may be value in generational-specific HR practices that take into account different aims and intentions among different groups.