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How work values and organizational outcomes differ by generational cohort in Malaysia's manufacturing sector
Author(s) -
Hung Kee Daisy Mui,
Ching Sock Lee,
Ng Molly
Publication year - 2019
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.21976
Subject(s) - generation x , baby boomers , prestige , organizational commitment , generation y , job satisfaction , work (physics) , psychology , marketing , turnover , cohort , human resource management , scale (ratio) , business , demographic economics , social psychology , public relations , management , economics , political science , medicine , mechanical engineering , linguistics , philosophy , physics , quantum mechanics , engineering
An empirical study of 164 employees at seven large‐scale manufacturers in Malaysia's Penang Free Trade Zone suggests that work values, job satisfaction, organizational commitment, and turnover intention of various generational cohorts differ. Baby Boomers have a higher level of organizational commitment and job satisfaction than their coworkers in Generation X and Generation Y, while Generation Xers have the lowest level of intention to quit. In addition, Baby Boomers have a high level of intrinsic, altruistic, and prestige work values, while Generation Xers have higher intrinsic, extrinsic, social, and prestige work values. In illuminating how organizational outcomes vary by generational cohort, this study suggests ways that human resource professionals can tailor their policies and practices to achieve organizational goals.