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

Introduction

Generation Y (born: 1980-2000) Silent Generation (born: 1922-1945) What we should know Silent Generation (born: 1922-1945) witnessed World War II, the Great Depression, the Cold War, the bombing of Pearl Harbor (Young, 2007) Baby Boomer (born: 1946-1964) 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: 1965-1979) fall of Berlin, and introduction of punk rock, rap and the personal computer (Young 2007) Generation Y (born: 1980-2000) ▫ period when the internet, instant messaging, other technology and hip hop are prevalent (Young, 2007)

What they say about Gen Y 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

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

Key Terms 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).

Objectives To determine the worklife balance status and level of organizational commitment of Generation X employees in the selected IT firm. To determine the worklife balance status and level of organizational commitment of Generation Y employees in the selected IT firm. 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. To identify the effects of worklife balance on organizational commitment in the selected IT firm. Basically, our group wanted to find out the actual situation

Significance of the Study 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

Organizational Commitment Conceptual Framework Generation X and Y Worklife Balance Organizational Commitment

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

Quantitative Analysis Method 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

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

Results

Background of IT Firm Filipino-Chinese family owned Results 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

Organizational Commitment Results Worklife Balance on Organizational Commitment Worklife Balance Organizational Commitment Generation X and Generation Y (significant at p=0.04998) Significant for Generation X and insignificant for Generation Y

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

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

Discussion

Discussion: Worklife Balance 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 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 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: Organizational Commitment 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 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 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)

Gen Y Characteristics of Generation Y WLB insignificant effect on OC Making the Connection 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

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

Conclusion 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

Look into the company culture as a possible variable Recommendations 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