Generational differences in job satisfaction level of ASCOT employees: a basis for intervention program
Cacanindin, Rona Jane N.
Generational differences in job satisfaction level of ASCOT employees: a basis for intervention program - Aurora ASCOT 2022 - xiii, 79 pages : illus.
Master in Management Major in Public Management
Having multi-generational workplace has been a challenge for top management today. Most workplace consist of three generations of workers-Baby Boomers, Generation X, and Generation Y, but recently, members of the Generation Z have also joined the workforce. Each of these generations posed a unique ability that they can offer for the success of an organization but they also have different characteristics towards work which can result to intergenerational conflicts that can compromise organizational success. The study was a descriptive-correlational which aimed to determine if there is a significant difference in job satisfaction level among ASCOT employees in terms of their generational cohorts. A total of 360 ASCOT employees participated in the study through the use of Census having a 90% response rate. The Minnesota Satisfaction Survey (MSQ)-Short Form was used as the main data collection instrument.
Result showed that majority or 41.4% of ASCOT employees belongs to Generation Y while the least were from Baby Boomers with 5.8%. Results also showed that the general satisfaction of ASCOT employees falls under High Level of Satisfaction with a mean score of 4.28 which implies that ASCOT employees are very satisfied in their workplace. It also revealed that when it comes to Intrinsic and Extrinsic Satisfaction, ASCOT employees were also very satisfied. The data also shows that the Generation Y has the highest level of satisfaction with a weighted mean score of 4.29 while Baby Boomers, Generation X, and Generation Z all got a weighted mean score of 4.28. This study also concluded that there is no significant difference in general job satisfaction level among ASCOT employees in terms of generational cohorts. This simply means that no matter what generational cohort you are in, this does not affect your job satisfaction level.
It also noteworthy that out of the 20-item statements of the MSQ-Short Form, there were five statements that have a significant difference in terms of generational cohorts and when these five statements were not given attention by the organization, it can give rise to issues and conflicts between each generational cohort in the workplace. While there are exceptions in each generational cohort, knowing your employee’s general framework of management polices appropriately. Top management must also recognize that there is no one-size-fits all approach when it comes to managing multiple generations.
Moreover, the study proposed a one-year-round intervention program that the top management and human resource management may use as a keystone in addressing the identified significant difference when it comes to workplace settings of ASCOT employees. The intervention program also recommends seven types of trainings namely: Orientation training, Compliance Training, Soft Skills Training, Diversity. Training, Leadership Skills Training, Team Building, and Internal Coaching.
Baby boomers.
Generation X.
Generation Y.
Generation Z.
Generational differences in job satisfaction level of ASCOT employees: a basis for intervention program - Aurora ASCOT 2022 - xiii, 79 pages : illus.
Master in Management Major in Public Management
Having multi-generational workplace has been a challenge for top management today. Most workplace consist of three generations of workers-Baby Boomers, Generation X, and Generation Y, but recently, members of the Generation Z have also joined the workforce. Each of these generations posed a unique ability that they can offer for the success of an organization but they also have different characteristics towards work which can result to intergenerational conflicts that can compromise organizational success. The study was a descriptive-correlational which aimed to determine if there is a significant difference in job satisfaction level among ASCOT employees in terms of their generational cohorts. A total of 360 ASCOT employees participated in the study through the use of Census having a 90% response rate. The Minnesota Satisfaction Survey (MSQ)-Short Form was used as the main data collection instrument.
Result showed that majority or 41.4% of ASCOT employees belongs to Generation Y while the least were from Baby Boomers with 5.8%. Results also showed that the general satisfaction of ASCOT employees falls under High Level of Satisfaction with a mean score of 4.28 which implies that ASCOT employees are very satisfied in their workplace. It also revealed that when it comes to Intrinsic and Extrinsic Satisfaction, ASCOT employees were also very satisfied. The data also shows that the Generation Y has the highest level of satisfaction with a weighted mean score of 4.29 while Baby Boomers, Generation X, and Generation Z all got a weighted mean score of 4.28. This study also concluded that there is no significant difference in general job satisfaction level among ASCOT employees in terms of generational cohorts. This simply means that no matter what generational cohort you are in, this does not affect your job satisfaction level.
It also noteworthy that out of the 20-item statements of the MSQ-Short Form, there were five statements that have a significant difference in terms of generational cohorts and when these five statements were not given attention by the organization, it can give rise to issues and conflicts between each generational cohort in the workplace. While there are exceptions in each generational cohort, knowing your employee’s general framework of management polices appropriately. Top management must also recognize that there is no one-size-fits all approach when it comes to managing multiple generations.
Moreover, the study proposed a one-year-round intervention program that the top management and human resource management may use as a keystone in addressing the identified significant difference when it comes to workplace settings of ASCOT employees. The intervention program also recommends seven types of trainings namely: Orientation training, Compliance Training, Soft Skills Training, Diversity. Training, Leadership Skills Training, Team Building, and Internal Coaching.
Baby boomers.
Generation X.
Generation Y.
Generation Z.