This study investigates employer perceptions of job-hopping behavior among Generation Y and Z journalists in Malaysia, addressing a significant methodological bias in existing talent management literature. While prior research has extensively documented employee-centric motivations and retention rates, there remains a critical dearth of inquiry into the cognitive and strategic frameworks of employers. Utilizing a qualitative approach, ten employers were selected via purposive sampling for in-depth interviews, with the resulting data processed through thematic analysis. The findings elucidate four primary themes regarding the implications of job-hopping, which are (a) the loss of human capital investment, (b) disruption to operational continuity and the workplace ecosystem, (c) the erosion of professional trust, and (d) the degradation of individual personality and credibility. These results provide a an understanding of the divergence between job-hopping and traditional turnover, offering vital insight for organizational stability in an increasingly volatile labor market.
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