Engaging employees for success: Enhancing generational performance and closing generational divide / Lee Su Teng
The primary aim of this research is to examine the generational differences in the engagement model. The study set out to examine the mediating influence of employee engagement in the relations between motivators and consequences, and whether this relationship is moderated by generations. This st...
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| Format: | Thesis |
| Published: |
2013
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| Subjects: | |
| Online Access: | http://studentsrepo.um.edu.my/5602/4/Lee_Su_Teng_CHA080027.pdf http://studentsrepo.um.edu.my/5602/ |
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| Summary: | The primary aim of this research is to examine the generational differences in
the engagement model. The study set out to examine the mediating influence of
employee engagement in the relations between motivators and consequences, and
whether this relationship is moderated by generations. This study consists of two
phases. Phase 1 was a one-to-one interview of 63 participants while phase 2 was a
survey study of 539 respondents. The unit of analysis is individuals who represent
Malaysian employees from different organisations 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. Findings show that there are generational
differences in the Malaysia context. There are significant local historical events, work
values, expectations, perceptions, behaviours, goal, leadership style and motivators
for each generation. 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, as well as
autonomy. For the engagement of Generation X, leaders can consider implementing
work-life balance programme, autonomy 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. It was found that engaged employees from Generation X and Y have lower
intention to leave, increased in-role performance and innovative job performance.
However, engaged Boomers only displayed increased in-role performance. All these
v
lead to finding new and more harmonious ways of establishing working relationships
and engaging the employees for all generations. |
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