Cultural Values and Career Goal of Gen-x and Gen-y Employees: Evidence From Selected Malaysian Companies

Ismail, Maimunah; Rahim, Atikah Nadia Abd; Lee, Kim Hou; Thahrir, Nurul Fariza Mohd

doi:10.15388/omee.2016.7.2.14207

Cited by 15 publications

(9 citation statements)

References 43 publications

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“…Stronger business competition is linked with an extensive use of human resource management practices [37][38][39][40][41][42][43][44][45][46][47][48][49][50][51][52]. Career management plays an important role in modern human resource management systems [53][54][55]. It is a set of procedures aimed at identifying skilled employees, employees having a potential career path, or employees with high work performance in all job positions.…”

Section: Introduction and Theoretical Backgroundmentioning

confidence: 99%

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

et al. 2019

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The ability to do business successfully and to stay on the market is a unique feature of each company ensured by highly engaged and high-quality employees. Therefore, innovative leaders able to manage, motivate, and encourage other employees can be a great competitive advantage of an enterprise. Knowledge of important personality factors regarding leadership, incentives and stimulus, systematic assessment, and subsequent motivation factors are parts of human capital and essential conditions for effective development of its potential. Familiarity with various ways to motivate leaders and their implementation in practice are important for improving the work performance and reaching business goals. Pearson’s chi-square test is used to test correlation between the motivation factors relating to career aspiration and education. Following the research results, the fact that there is dependence between the motivation factors relating to career aspiration and completed education can be stated. The motivation factors relating to career aspiration are important, even very important for highly educated employees and employees with upper secondary education. Following the research results, the fact that the requirements and expectations relating to career aspiration are more demanding when the education completed by employees is higher is confirmed.

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Section: Introduction and Theoretical Backgroundmentioning

confidence: 99%

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

et al. 2019

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“…However, the evaluation of the significance and order of individual factors from the point of view of individual generations differs. Generational differences between career goals and expectations of generations X, Y and Z are considerable (Deloitte, 2020;Ismail et al, 2016;Turner, 2015). While the generation X perceives financial rewards as a value, i.e., it is the goal of their job, the generation Y sees it as a way to fulfill their desires and goals (Horváthová and Čopíková, 2015).…”

Section: The Attitudes Of Generation X Y and Z To Employmentmentioning

confidence: 99%

How University Graduation Shapes Attitudes Toward Employment in Different Generations Operating at Job Market?

2021

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The article deals with the evaluation of university graduates’ attitudes towards job characteristics based on their generation. Research shows that the attitudes of individuals in the labor market are currently changing. However, the question is to what extent this change is related to the entry of a new generation or to what extent generational affiliation plays a role in the different attitudes of individuals in the labor market. Therefore, the aim is to test the proposition whether the age of a graduate, respectively his / her affiliation to the generation X, Y or Z affects attitudes towards job characteristics. The partial goal of the article is to identify the main attitudes of searched generations to employment, the second partial goal is to identify attitudes to the evaluation of the benefits of university study in relation to employment. This paper evaluates data from the case study of a selected business university. The return rate of primary survey was representative for the graduates of the case university. The results obtained were statistically tested. Analysis of differences between age and selected factors was used. The analysis showed statistically significant differences between members of generation X, Y and Z in all investigated factors.

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“…Beberapa hasil penelitian sebelumnya sudah menegaskan bahwa bila berkaitan dengan loyalitas maka gen Y bukan generasi yang memiliki loyalitas bagus, bahka sering disebut sebagai generasi yang disloyal (Hobart, 2016), generasi yang kurang dalam sense of belonging terhadap organisasi (Puteh, Kaliannan, & Alam, 2015), dan gen Y juga memiliki values yang mendasar terkait dengan pengembangan diri dan karirnya sehingga lebih memiliki mobilitas dibandingkan gen X, yang artinya lebih mudah untuk pindah pekerjaan dibandingkan berada dalam satu perusahaan untuk meniti karir sampai jabatan tertentu (Ismail, Rahim, Hou Lee, & Tahir, 2016). Berdasarkan penelitian-penelitian dan fenomena yang ada, loyalitas karyawan merupakan aspek yang menarik untuk dikaji lebih mendalam dengan menyertakan generasi karyawan yang ada, dalam hal ini adalah gen X dan gen Y.…”

Section: Pendahuluanunclassified

PEMAKNAAN LOYALITAS KARYAWAN PADA GENERASI X DAN GENERASI Y (Studi Pada Karyawan Di Indonesia)

Nindyati

2017

JPSP

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ABSTRAKBeberapa survey menjelaskan tidak kurang dari 30% angkatan kerja saat ini adalah generasi Y (gen Y) dengan segala karakteristik yang ada. Perusahaan saat ini didominasi kombinasi antara generasi X (gen X) dan gen Y, yang masing-masing generasi memiliki karakteristik yang berbeda. Lingkungan dan perkembangan teknologi di tempat bekerja para gen X dan gen Y membentuk karakteristik yang berbeda. Dalam dunia Industri, salah satu yang menjadi perbincangan adalah loyalitas karyawan yang dipahami sebagai keyakinan karyawan atas pilihannya dalam mendukung kesuksesan organisasi tempatnya bekerja. Secara singkat karyawan yang loyal memberikan indikator perilaku bersedia untuk menetap dalam organsasi tempatnya bekerja. Penelitian ini bertujuan untuk menggali pemaknaan akan loyalitas pada gen X dan gen Y, dengan harapan dapat membantu manajemen untuk mengelola karyawannya. Penelitian dilakukan dengan metode survey pada 108 karyawan gen Y (L = 42 dan P = 66) dan 88 karyawan gen X (L = 33 dan P = 55) di beberapa kota besar di Indonesia (Jakarta, Bandung, Yogyakarta, Semarang, Denpasar, Solo, Manado dan Surabaya). Ratarata usia gen Y adalah 29 tahun dan gen X adalah 43 tahun. Hasil utama penelitian ini menjelaskan bahwa baik gen X dan gen Y memiliki perbedaan yang signifikan tentang tingkat kepentingan loyalitas karyawan. Gen X menyatakan bahwa loyalitas lebih penting dibandingkan pada gen Y (Mean gen X = 4 dan Mean gen Y = 3,77). Secara frekwensi pindah bekerja memang gen Y memiliki pengalaman pindah kerja yang lebih besar dibandingkan gen X. Pada gen Y loyalitas lebih dipandang pada bagaimana karyawan komit dan bertanggung jawab secara profesionalitas terhadap tugasnya dengan dilandasi kompetensi yang tepat. Gen X memandang loyalitas berkaitan dengan bagaimana karyawan menjalankan fungsinya yang berorientasi pada kemajuan organisasi atau pencapaian tujuan organisasi. Artinya bahwa pada gen Y lebih focus pada pengembangan karir dalam dirinya sedangkan dalam gen X ketika berorientasi pada pengembangan karir adalah mengarah kepada pengembangan organisasinya.Kata kunci: Gen X, Gen Y, Pemaknaan (meaning), Loyalitas ABSTRACT Surveys shown almost 30% of work force were generation Y (gen Y), meanwhile many companies dominated by gen X and gen Y, each generation have different characteristics. Environment and IT development at work place effect this difference. One of the most topic in Industrial and Organizational was employee loyalty. The employee loyalty in this research understood as an employee's belief in his choice to support the success of the organization. This study aims to explore the meaning of loyalty in gen X and gen Y, to help management to manage its employees. The research was conducted by survey method on 108 employees of gen Y (M = 42 and F = 66) and 88 employees of gen X (M = 33 and F = 55) in several cities in Indonesia (Jakarta, Bandung, Yogyakarta, Semarang, Denpasar, Solo, Manado and Surabaya). The average age of the gen Y is 29 years old and the gen X is 43 years old. The main results of this study exp...

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Cultural Values and Career Goal of Gen-x and Gen-y Employees: Evidence From Selected Malaysian Companies

Cited by 15 publications

References 43 publications

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

Knowledge and Human Capital as Sustainable Competitive Advantage in Human Resource Management

How University Graduation Shapes Attitudes Toward Employment in Different Generations Operating at Job Market?

PEMAKNAAN LOYALITAS KARYAWAN PADA GENERASI X DAN GENERASI Y (Studi Pada Karyawan Di Indonesia)

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