Open AccessGeneration Gap in Cultural Organization Among Employees at PT Matahari Department Store Tbk
Author(s) -
Cardiovianty Adiputra,
Gracia Rachmi Adiarsi
Publication year - 2021
Publication title -
international journal of multicultural and multireligious understanding
Language(s) - English
Resource type - Journals
ISSN - 2364-5369
DOI - 10.18415/ijmmu.v8i4.2475
Subject(s) - business , organizational culture , marketing , work (physics) , adaptation (eye) , public relations , diversity (politics) , variety (cybernetics) , business administration , sociology , psychology , computer science , political science , engineering , mechanical engineering , neuroscience , artificial intelligence , anthropology
Recent generational diversity is featured in various articles and discusses the failure of multi-generational adaptation, especially in the workplace which results in high employee turnover rates that interfere with the Company's focus on achieving its goals. Many articles reveal that this problem often occurs in retail companies. PT Matahari Department Store Tbk (PLC), as a pioneer of retail companies in Indonesia, has a large number of employees and diverse generations in it. This encourages the researchers to know and analyze the generation gap in organizational culture among employees, especially those of Matahari. This study uses a qualitative approach and a constructivist paradigm with a strong research focus on organizational culture according to Deal & Kennedy (1982), as well as the concept of characteristics of each generation based on several scientific journals. The result of this research is that the generation gap in the organizational culture among employees of PT Matahari Department Store Tbk (PLC) is circumvented by a strategy of cultivating the values adopted from the Matahari philosophy through cultural practices by the leadership, rituals and the existence of three pillars as a cultural network. This is balanced with multigenerational employee work activities that create opportunities for employees to achieve the Company's goals through a variety of its perspectives. In the end, Y & Z generation employee innovations were born through internal activities and daily work activities, so that employees became a long-term investment for Matahari.