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Worklife Balance and Organizational Commitment of Generation Y Employees Evangelista, Marianne Joyce M. Lim, Eric Darryl N. Rocafor, Shirley C. Teh, Germaine.

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Presentation on theme: "Worklife Balance and Organizational Commitment of Generation Y Employees Evangelista, Marianne Joyce M. Lim, Eric Darryl N. Rocafor, Shirley C. Teh, Germaine."— Presentation transcript:

1 Worklife Balance and Organizational Commitment of Generation Y Employees Evangelista, Marianne Joyce M. Lim, Eric Darryl N. Rocafor, Shirley C. Teh, Germaine Larisse Y.

2 Introduction

3 Silent Generation (born: ) ▫witnessed World War II, the Great Depression, the Cold War, the bombing of Pearl Harbor (Young, 2007) Baby Boomer (born: ) ▫born in the midst of events such as civil rights movements, the introduction of the birth control pill, rock and roll (Young, 2007) Generation X (born: ) ▫fall of Berlin, and introduction of punk rock, rap and the personal computer (Young 2007) Generation Y (born: ) ▫ period when the internet, instant messaging, other technology and hip hop are prevalent (Young, 2007) What we should know

4 Characteristics of Generation Y ▫New and distinct ideas, behavior, & characteristics (i.e. Self-entitlement) ▫More loyal to their careers than to the organization ▫Best qualities: hunger for constant learning & self-development ▫Values worklife balance more as compared to the other generations What they say about Gen Y

5 Does worklife balance affect the organizational commitment of Generation Y employees in the selected IT firm in Metro Manila? Statement of the Problem

6 Worklife Balance- balance between work and family or life outside work (Yeandle, 2005; Millward, 2005). Fisher- McAuley, et al. (2003) described worklife balance as a competition for both time and energy between the different roles filled by an individual. It may be considered unbalanced for an individual when the amount of time causes some sort of conflict or stress in other areas of life. Organizational Commitment- the employee’s behavior intention to continually work for the organization rather than accepting another job that may offer potentially better socioeconomic benefits (Sheridan & Abelson, 1983). Key Terms

7 1.To determine the worklife balance status and level of organizational commitment of Generation X employees in the selected IT firm. 2.To determine the worklife balance status and level of organizational commitment of Generation Y employees in the selected IT firm. 3.To compare the similarities and differences in worklife balance status and level of organizational commitment between Generation X and Y employees in the selected IT firm. 4.To identify the effects of worklife balance on organizational commitment in the selected IT firm. Objectives

8 In a few years, Generation Y will be dominating the workforce! ▫The actual situation / status of WLB and OC of Generation Y in the Philippine Setting ▫If there is a difference between the statuses between Generation X and Y ▫Reasons and potential solutions Significance of the Study

9 Generation X and Y Worklife Balance Organizational Commitment Conceptual Framework

10 Generation X and Y Worklife Balance - Work interference with personal life (WIPL) - Personal life interference with work (PLIW) - Work/personal life enhancement (WPLE) Organizational Commitment - Affective commitment - Normative commitment - Continuance commitment Operational Framework

11 Quantitative Analysis ▫Survey Questionnaires  3 component model of organizational commitment questionnaire, revised by Lee, Allen and Meyer (2001)  Worklife balance scale - “Psychometric Assesment of an Instrument Designed to Measure WorkLife Balance” Hayman (2005). Qualitative Data Analysis ▫Interview Guide Method

12 Respondents ▫Survey Questionnaire:  all 94 employees of the selected IT firm ▫Interview:  Human Resource team  10 employees (5 Gen Y, 5 Gen X) Subjects and Sampling Procedure

13 Results

14 Background of IT Firm ▫Filipino-Chinese family owned ▫Requires work six (6) days a week ▫Saturday (training day) ▫More Generation Y employees in Sales and Technical Department Results

15 ▫Worklife Balance on Organizational Commitment Results Worklife Balance Organizational Commitment Generation X and Generation Y (significant at p= ) Significant for Generation X and insignificant for Generation Y

16 ▫Generation Y Results highlights ▫Worklife Balance  Overtime and Saturday is tiresome but necessary  Adequate company activities and events  Felt trainings to be inadequate Results

17 ▫Generation Y Results highlights ▫Organizational Commitment  Happy with Management, co-workers, and environment  Dissatisfied with pay  Challenging tasks and responsibilities  Desire for career advancement Results

18 Discussion

19 Worklife interference with personal life (WIPL)  Similarities  Overtime is necessary (Cramption & Hodge, 2009)  Differences:  Differences in reasons for overtime work (Alexander & James 2009)  Privilege of flexibility in work hours/schedule (X)  Trainings perceived differently (Cubic Consulting, 2008) Discussion: Worklife Balance

20 Personal life interference with work (PLIW)  Similarities :  Value importance of personal life  Struggle to balance work and life considering 6-day work week  Differences :  The definition of personal life: time with family (X) vs. social life (Y)  proximity to residence (X) Discussion: Worklife Balance

21 Work/Personal life enhancement (WPLE)  Similarities:  happy with office environment and relationship with management  Differences:  expectations on job function: challenging and personal growth (Y) vs. accustomed to/comfort (X) (Grillo, 2009) Discussion: Worklife Balance

22 Continuance Commitment (cost of leaving too high)  Similarities :  reasons: economy, the work opportunity available, and the precise uncertainty that comes with the new job (Terjesen, Vinnicombe, and Freeman, 2007)  Opportunity to get a higher salary  Differences :  proximity of the workplace to their homes (X)  perceptions on availability of career advancement Discussion: Organizational Commitment

23 Normative Commitment (obligation to stay-moral imperatives)  Similarities:  claim that they loyal to the company: provides them work and compensation  Differences:  “utang na loob” - referrals (X)  Seize opportunities for career advancement (Y) (D'Amato & Herzfeldt, 2008) Discussion: Organizational Commitment

24 Affective Commitment (employee’s attachment, involvement in, and identification with their employers)  Similarities:  reason for loyalty: emotional attachment to bosses & co-employees and the good work environment  Differences:  “utang na loob” to their employers – the company as a whole (X) Discussion: Organizational Commitment

25 Gen Y ▫WLB insignificant effect on OC  Contributing factors: work environment, salary, career advancement Characteristics of Generation Y Desire to be independent Techno-savvy Impatient/ Sense of Immediacy Demand for responsibility Flexibility of work Clearer expectations based on previous job experience Career planning Self-entitlement Making the Connection

26 Worklife Balance significant on Organizational Commitment Other variables might have pulled up the scores Making the Connection

27 Generation Y employees do not consider worklife balance as a necessary factor to stay in a company Generation Y sees worklife balance as a given state or basic job consideration that must be already present Conclusion

28 Look into the company culture as a possible variable Comparing different departments (subcultures) Compare to same or another industry/size Compare to another multinational or local company May also look into family businesses Repackage compensation schemes Recommendations

29


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