Dissertation on the Correlation Between Generations X, Y and Z and Workplace Engagement

EXECUTIVE SUMMARY

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In today's world, companies both in the multinational and multicultural environment have various generations as employees. For a company to operate and function more effectively, they must find a way of managing various social generations successfully. The vital concern for companies doing so is so that it can achieve a better consciousness of the generations. Information regarding the various types of generations help companies increase its productivity and predict the behaviour of its employees (Salanova et al., 2005).

Contents

EXECUTIVE SUMMARY 2
CHAPTER ONE: INTRODUCTION 5
1.0 Background of Study 5
1.1 Statement of the Problem 7
1.2 Research Questions 8
1.3 Significance of the Study 8
1.4 Background of the Organisation 9
1.5 Research Objectives 9
1.6 Study Overview 9
1.7 Hypothesis of the Study 10
CHAPTER TWO: LITERATURE REVIEW 11
2.0 Generational Differences (Age) 11
2.1 Values 12
2.2 Loyalty 13
2.3 Recruitment and Equal Employment 13
2.4 Training- Onboarding 14
2.5 Generation Profiles 16
2.5.1 Generation X 16
2.5.2 Generation Y 16
2.5.3 Generation Z 17
CHAPTER THREE: METHODOLOGY 19
3.0 Introduction and Research Design 19
3.1 Target Population 20
3.2 Role of the Researcher 20
3.3 Sampling Method 21
3.4 Data collection 22
3.5 Data Analysis 23
3.6 Verification Methods 24
3.7 Limitations of the Study 24
3.8 Research Ethics 26
CHAPTER FIVE: RESULTS 27
4.0 Summary of the Study 27
4.0.1 Problem Overview 27
4.0.1 Purpose of the Study 27
4.0.2 Methodology reviews 27
4.0.3 Findings Summary 28
CHAPTER FIVE: DATA ANALYSIS 30
5.0 Introduction 30
5.1 Analysis of Data 31
5.1.1 Employee Engagement 31
5.1.2 Generational Response to Training 31
5.1.3 Organisational values 32
5.2 Observation 32
5.3 Summary 34
CHAPTER SIX: CONCLUSIONS 36
6.0 Conclusion 36
6.1 Further Research Implications 36
CHAPTER SEVEN: RECOMMENDATIONS 38
7.0 Recommendation 38
CHAPTER EIGHT: SELF REFLECTION 39
8.0 Self reflection 39
REFERENCES 40

CHAPTER ONE: INTRODUCTION

1.0 Background of Study

For better performance management organisations need engaged personnel. Engaged personnel can help employees to acquire work-life balance as well which will lead to increased organisational performance and reduced turnover (Beauregard and Henry, 2009).

How employees engage at the workplace has grown into an area of interest in the last decade and is still a core problem for organisations since the number of disengaged employees are higher than engaged employees (Gallup survey, 2013). There exist a gap on the subject topic in the academic literature about the correlation between employee engagement and generational differences at the workplace.

Although engagement of a companys employees has had many definitions with various scholars, there is no specific agreement on what the universal definition should be. Also despite the fact that there is a wide research on employee engagement, there is no research on the correlation between Generations X, Y and Z and engagement of the mentioned generations. Since generation Z are not old enough to have joined workplace, this study, therefore, concentrates more generation X and Y. Kahn describes engagement as a phenomenon consisting of three factors: meaningfulness, safety and availability (Kahn, 1990). Schaufeli and Bakker (2004) believe that engaged personnel carry on to improving themselves as they remain in their workplaces.

In this century majority of employers search only for employees can be possible assets to the company and those employees who are flexible to any changes. Generations X, Y & Z possess different outlooks regarding what is important in employees lives including what the employees prefer in terms of positions, in terms of the security of their as well as the enjoyment accompanied by generation Y & Z families. People have varying goals and needs that cause challenges to the managers especially with regards to training, retaining as well as recruiting work personnel who are qualified. Generations X, Y & Z differ in terms of personal goals, working and home environment dedication and in terms of how they relate to customers which could be challenging for the company especially when it comes to placing different personnel into suitable positions in the firm.

Generation X consist of individuals born between 1965 and 1980. In, a typical manner generation X, grew up in two income and during this period there was a high rate of divorce. During this period more women joined the workforce then, and in the process, it spawned the children of latchkey age. Generation X people tend to value their freedom and their responsibility to the employer and families, and they tend to hate micromanagement in a company. Generation X people are more eager to getting ahead, they are never afraid of changing the employers, and they tend to adapt better to changes in lifestyles(Kane, 2010).

Generation Y, on the other hand, were those born between 1980 and 2000. Generation Y people are different from generation X in the sense that they are more tech-savvy given that they grew up with the presence of technology like cell phones, laptops extra. People in this generation have a preference in communication especially through e-mails, text messages and they tend to prefer technology that is webinars and online to the traditional presentations of lecture (Kane, 2010). Generation Y tends to prefer fast track and are always willing to forego high pay to work few hours, have a schedule that is flexible as well as having a better balance between life and work. Generation Y tends to have higher employer expectation and are never afraid to ask a question, and they search for work which has a learning curve that is solid.

There is a wide literature debate paused on how Gen X, Y, and Z experience engagement, however different variables, such as age can be linked to employees' engagement process to form a more overarching conceptual framework. To examine the relationship between characteristic differences of Generations X, Y and Z and the reason for their work engagement, this study aims to look at three successive generations' work attitudes. Their attitudes will be linked to their generational characteristics.

Studies on various generations are one of the topics that has been researched widely; however, there is not enough research on employee engagement in generations X, Y and Z and comparisons as well as the characteristics of generations X, Y and Z. Employee engagement as a subject topic though has been well researched. The literature on employee engagement in various social generations is a topic that is not satisfactory. Hence the need for research to be conducted to better describe the engagement and comparisons between generations X, Y and Z.

1.1 Statement of the Problem

The purpose of this dissertation is an evaluation of the personnel engagement at the workplace that is Dynamic Futures as well as evaluation of the comparisons between members of Generation X, Y & Z within Dynamic Futures. Employees abilities with regard to bridging the differences in generations among people is a growing concern, especially at workplace. With the increasing age diversity in workforce, understanding ability and being able to get along with people from different generations will most likely affect the companys profit as well as the environment at the workplace. Employers are therefore expected understand every generation interaction for better assessment and provide each persons challenges whereas the employees will be expected to positively contribute to the company in terms of it achieving and creating achievable goals. To achieve this, all levels of the company that is the management and its employees should understand each generation operation and how the generations can work together for both the companys and individuals success.

1.2 Research Questions

What are the perceived differences among generation X, Y & Z especially in the working environment in relation to employee management?

Loyalty level to the company: in terms of protecting the company image among other employees and with company customers.

Work skill levels: employees ability to communicate with their fellow employees, the management and company customers as well as their ability to carry out basic functions within the description of their jobs.

What is the personnel engagement level of Generations X, Y & Z.?

1.3 Significance of the Study

Companies just like Dynamic Futures are becoming more interested in employing people who possess higher skills and abilities that will give the company a better competitive advantage in the industry. Companies must adjust to internal and external changes to have a competitive advantage. It is therefore important for companies to understand the different generations values and strategies and how they relate with other generations. Companies have to develop ways through which the different generations can communicate and attract the new generations.

With diversity among employees in terms of age, nationality and gender, it has greatly impacted on the company. In Generation X more women joined the workforce as a way of assisting in production, and there was more sharing of responsibilities between men and women. For a company to be considered as a global company, different generations from different nationalities have to be allowed to work in it. With different cultures interaction, companies have the opportunities of getting new ideas and solutions regarding its business operations.

1.4 Background of the Organisation

IT consulting via outsourcing helps companies to reduce expenses, to improve quality, entry to high technology and chance to employ capable skills (Vasilev, Kalyanov, and Levochkina, 2010). According to the research, IT consulting sector surpasses the rest of the management consulting services (Armbruster and Kipping 2001). As a predominantly IT Consultancy company, Dynamic Futures provides a solution for local and global clients to find expertise. The company has smaller financial and engineering consultancy teams, and the turnover is circa 8 million. With a total of 128 employees, Dynamic Futures has a better service provider for company projects.

1.5 Research Objectives

The main objective of this dissertation to create a connection between generations X, Y and Z and their reasons for working in Dynamic Futures. Employees stay in employers company through engagement. The connection between the nature of people and what motiva...