A powerful tool to engage a multi-generational workforce
This research examines the generational differences in an engagement model. A survey of 539 respondents was carried out where the unit of analysis is Malaysian employee from different organisation in Peninsular Malaysia. This study is backed by well-established theory from social psychology - the so...
Saved in:
| Main Authors: | , |
|---|---|
| Format: | Conference or Workshop Item |
| Language: | English |
| Published: |
2015
|
| Subjects: | |
| Online Access: | http://eprints.um.edu.my/13708/1/Conference_Procedings.pdf http://eprints.um.edu.my/13708/ |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Institution: | Universiti Malaya |
| Language: | English |
| Summary: | This research examines the generational differences in an engagement model. A survey of 539 respondents was carried out where the unit of analysis is Malaysian employee from different organisation in Peninsular Malaysia. This study is backed by well-established theory from social psychology - the social exchange theory. IBM Statistical Package for Social Sciences (SPSS) Statistics 20 was used to perform exploratory factor analysis (EFA), reliability tests, and preliminary correlation analysis. In addition, IBM SPSS Analysis of Moment Structures (Amos) 18 was used to test the hypotheses of the study. Results also show that each generation reacts differently to the motivators of employee engagement. To engage Boomers, employers should focus on reward and recognition from the immediate supervisor and colleague. For the engagement of Generation X, leaders can consider implementing work-life balance programme as well as reward and recognition from the Management. In order to engage Generation Y, what they want is just reward and recognition from the immediate supervisor and colleague, as well as work-life balance. All these lead to finding new and more harmonious ways of establishing working relationships and engaging the employees for all generations. |
|---|