Worklife Balance and Organizational Commitment of Generation Y Employees

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Evangelista, Marianne Joyce M.Lim, Eric Darryl N.Rocafor, Shirley C.Teh, Germaine Larisse Y.

Introduction

• 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)

What we know about Gen Y

Generation Y (born: 1980-2000)▫ period when the internet, instant messaging, other technology and hip hop are prevalent (Young, 2007)

•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

Does worklife balance affect the organizational

commitment of Generation Y employees in the selected IT

firm in Metro Manila?

Statement of the Problem

• 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

• 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

Generation X and Y

Worklife Balance

Organizational

Commitment

Objectives of the Study

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

•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

•Respondents▫Survey:

all 94 employees of the selected IT firm

▫Interview: HR 10 employees (5 Gen Y, 5 GenX)

Results

• Gen X and Y – WLB balanceWorklife Balance is significant on Organizational Commitment for both Generation X and Y (p=0.033141)

• Moderate positive correlation between Worklife Balance and Organizational Commitment at cc=0.30

• Gen X – closer to significant level 0.05 (p = 0.091053)

• Gen Y - Worklife Balance did not have a significant difference on Organizational Commitment for Generation Y at (p = 0.458313)

*p-value significant at p<0.05

Results

•Generation Y▫WLB:

Both Saturday & overtime work are tiresome but does not affect their worklife balance

▫OC: Most respondents are open to the idea of

looking for better job opportunities outside of the company

Results

•Generation X▫WLB:

Company interventions on worklife balance are considered sufficient and just “okay”

▫OC: Majority are loyal to the company and has no

immediate intentions or plans to leave

Results

•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,

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 Appreciate Christmas party and outings

•Personal life interference with work (PLIW)

Differences : The definition of personal life: time with family

(X) vs. social life (Y) effect of Saturdays to personal lives (Y) request for flexible schedules (Y) (Lower &

Schwarz, 2008) proximity to residence (X)

•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)

•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)

•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)

Making the connection: WLB effects on OC•Gen Y

▫ WLB do not have a significant effect on OC

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: WLB effects on OC•Gen X – closer to significant level

▫ WLB not significant on OC BUT is closer

Characteristics of Generation X• Skeptical• Self- reliant• Loyal• Attracted by promises of climbing ladders, paying

dues, and cashing out at retirement

Making the connection: WLB effects on OC• Gen X and Y – WLB balance

Worklife Balance is significant on Organizational Commitment for both Generation X and Y

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

Recommendations

•Looking into the company culture as a possible variable

•Study or compare to same or another industry or size of the company

•Compare to another multinational or local company

•May also look into family businesses•Comparing different departments

(subcultures)•Repackage compensation schemes

Thank You!

Worklife Balance and Organizational Commitment of Generation Y Employees

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