Generational perceptions and their influences on organizational commitment

Abstract

Purpose – This study aims to investigate the existence of delimitations more suited to the emergence of generations in Brazil, and to assess generational perceptions on constructs of the work environment and their influences on organizational commitment. Design/methodology/approach – The perceptions of 102,540 respondents employed by 394 organizations were classified into nine constructs. The methodology used entailed an initial confirmatory factorial analysis, which was undertaken to investigate the validity of the proposed measurement model. Regression analyses were applied to test the relationship between work environment and commitment. Findings – The results highlight that the Baby Boomer generation attributed more value to the meaning of work and corporate social responsibility. Meaning of work, learning and development were given a high level of importance in the results for Generation X. Generation Y values learning and development, relationships with co-workers and Work-life balance more than the other two generations. Research limitations/implications – This research is classified as a cross-sectional study that does not allow us to substantiate whether differences between the groups were caused by influence of generations or the age of respondents. Therefore, nationwide surveys capable of offsetting the age effect on generational differences are still necessary. Another constraint is related to the fact that only data from the survey that annually elects the “Best Companies to Work for in Brazil” were used for undertaking this study. Moreover, because all variables were collected simultaneously from the same source, the authors recognize that the results could have problems related to common method biases. Practical implications – The authors believe that the identification of critical dimensions of workers’ perception regarding the work environment equips human resources professionals with the ability to implement policies and practices that align people management with the differing desires of each generation, effectively ensuring commitment from these professionals. Social implications – This study may contribute to researchers by highlighting the need for temporal outlines suited to the Brazilian reality, which might also inspire further research on the country’s generations, even associating them with other themes, such as values, personality and professional motivation. Originality/value – As the main contributions, the authors have sought to highlight that generational differences may be related to specific periods in each country’s historical context. The authors also show the determining factors influencing each generation’s affective commitment and justify each of their choices.

Gerações e comprometimento em diferentes contextos de gestão de pessoas no Brasil

“…In Brazil, there is empirical evidence of age-based generational differences among professionals, particularly in how they lead their careers in organizations (Silva, Dutra, Veloso, Fischer & Trevisan, 2015;Veloso, Silva & Dutra, 2012;Veloso, 2012). However, similarly to studies from other countries, the authors did not consider the findings to be conclusive, which demonstrates that there is room for further research on the topic.…”

Career anchors and values from different career management perspectives

“…The oldest age was 28 and the youngest 19. Therefore, in 2013, the year the research was carried out, the oldest respondent had been born in 1986, within Generation Y traditional age group, according to Silva et al (2015). From the total, 50% of subjects researched were men and 50% were women.…”

“…This view would bring the possibility of a limitation of the results in this study; however, the Hedonism motivational type in this group shows a different expectation by previous generations with regard to careers Rodrigo Cunha da Silva / Leonardo Nelmi Trevisan / Elza Fátima Rosa Veloso / Joel Souza Dutra in organizations. By associating organizational work to hedonist pleasure and to the sense of self-gratification, these young adults differentiate themselves from the Baby Boom generation that, according to Silva et al (2015), is more loyal to employers; but also from Generation X, which is skeptical in relation to organizational work.…”

“…Young professionals from the beginning of this century are generally referred to as Generation Y, or are called Millenniums; in Brazil, this generation is made up of people born from 1986 onwards (Silva, Dutra, Veloso, Fischer, & Trevisan, 2015). This generation tends to be restless, and is challenging and even insubordinate with regard to different aspects of everyday life within organizations.…”

“…In addition, it is important to remember, according to Silva et al (2015), that other generations have characteristics that differ from Generation Y's. The Baby Boom Generation (born between 1946 and 1964), for example, is made up of people who believe in having one single job throughout their working lives, and who are loyal to the organization they work for; generation X people (born between 1965 and 1985), on the other hand, are skeptical, doubtful and not as committed to the organization they work for as Baby Boomers.…”