The Effects of Employee Voice and Delight on Job Satisfaction and Behaviors: Comparison Between Employee Generations

Kim, Miran; Knutson, Bonnie J.; Choi, Laee

doi:10.1080/19368623.2015.1067665

Cited by 44 publications

(40 citation statements)

References 69 publications

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“…A recent study on millennials’ workplace motivation by Calk and Patrick (2017) found that this generation is motivated by a collaborative work environment, with challenging and meaningful work. There is additional support for these findings from Kultalahti et al (2015) and Kim et al (2015).…”

Section: Literature Review and Hypothesesmentioning

confidence: 65%

“…Millennials are viewed as less loyal and less trustworthy compared to the previous generations, and therefore, they require strong motivators to inspire them to dedicate time and effort (Pontefract, 2018). Kim et al (2015) highlight the importance of providing millennials with specific direction as it results in more productive and efficient employees.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

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The reincarnation of work motivation: Millennials vs older generations

Mahmoud

Reisel

Grigoriou

et al. 2020

International Sociology

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This study examines generational differences in valuing the sources of motivation in workplace behaviour between millennials and older generations, with a view to assist managers in making employment decisions and maintaining multigenerational staff in the services sector. Based on systematically sampled data, the authors used Gagné et al.’s Multidimensional Work Motivational Scale (MWMS) to measure the different facets of work motivators alongside a three-item measure of employee overall work motivation (designed for this study) to address the hypotheses. Using structural equation modelling procedures to analyse the data, the authors found that four out of six motivators regress differently to overall work motivation. In other words, both extrinsic regulation–material and identified regulation are valued more by millennials compared to older generations, while extrinsic regulation–social and introjected regulation are valued less by millennials compared to older generations.

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Section: Literature Review and Hypothesesmentioning

confidence: 65%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The reincarnation of work motivation: Millennials vs older generations

Mahmoud

Reisel

Grigoriou

et al. 2020

International Sociology

View full text Add to dashboard Cite

show abstract

“…Employees are the frontline connection to guests, and employee engagement will be evident in the type of service they provide to patrons (Cain, Tanford, & Shulga, 2018). Hospitality managers have challenges attracting qualified employees and subsequently retaining them (Kim, Knutson, & Choi, 2016). Managers redirect their focus to other issues such as challenging work conditions, high employee turnover, and the influx of younger workers (Serini, Toth, Wright, & Emig, 1997).…”

Section: A Review Of the Academic Literaturementioning

confidence: 99%

Strategies to Engage Millennial Employees (A Multiple Case Study)

Stephens¹

2021

OJBM

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Grounded in Kahn's employee engagement theory, the purpose of this qualitative multiple case study was to explore effective strategies used by leaders in the hospitality industry to improve Millennial employee engagement. The participants were 5 hotel leaders in Virginia who successfully engaged their Millennial workforce. Data were collected from semistructured interviews, company documents, and note-taking. Data were analyzed using Yin's 5-step data analysis, member checking, and methodological triangulation. Four themes emerged: coaching through education, rewards that improve engagement, enhancing engagement through motivation, and communication that enhances awareness and receptiveness. The results of the study indicated that managers could use mentoring, communication, and incentives to engage millennial employees and decrease employee engagement barriers. The implications for positive social change include providing hospitality industry managers with a framework for understanding their Millennial workers that can potentially promote positive relationships and improve employee morale. Employee engagement strategies could potentially lead to an improvement in the societal workforce, reduce unemployment rates, and increase the US economy and tax base.

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“…The willingness to (re)negotiate is seen by Christen [52] as a pre-negotiation factor with the role of the communication trigger which may lead to the decision to negotiate. Communication and negotiation are active-constructive behaviours being an expression of the exit-voice-loyalty-neglect (EVLN) theoretical model for dissatisfied employees [53][54][55][56]. The voice (employees speak up) and loyalty (employees endure the situation) are preferred types of behaviour compared to exit (employees can leave) and neglect (employees distance themselves), when it comes to fostering sustainability of a business and SHRM.…”

Section: Theoretical Framework and Hypothesesmentioning

confidence: 99%

Enhancing Sustainable Employment Relationships: An Empirical Investigation of the Influence of Trust in Employer and Subjective Value in Employment Contract Negotiations

Clipa

Danileț

et al. 2019

Sustainability

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The article presents the results of an empirical study investigating the relationships between trust in the employer, the subjective value attained in the negotiation of the employment contract, job satisfaction and employee willingness to (re)negotiate in order to maintain long-term employment relationship. The study develops a research model, based on the existing literature, and uses the partial least-squares technique, and data collected from 373 information technology professionals, to test it. The results indicate the positive effect of the employee's trust in the employer on job satisfaction and willingness to (re)negotiate. Furthermore, the subjective value perceived by the employee in the employment contract negotiation has an increased positive influence on both employee satisfaction and employee willingness to use (re)negotiation to overcome potential issues and maintain the employment relationship long term. Overall, the results of the study bring evidence about the importance of trust and the subjective value in attaining sustainable employment relationships, and therefore sustainable human resource management (HRM). The results provide valuable insights for managers committed to the development of their organizations by promoting sustainable employment relationships. The study offers to firms a ready-to-use model for promoting sustainable employment relationships in organizations operating in knowledge-intensive sectors, such as information technology (IT).

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The Effects of Employee Voice and Delight on Job Satisfaction and Behaviors: Comparison Between Employee Generations

Cited by 44 publications

References 69 publications

The reincarnation of work motivation: Millennials vs older generations

The reincarnation of work motivation: Millennials vs older generations

Strategies to Engage Millennial Employees (A Multiple Case Study)

Enhancing Sustainable Employment Relationships: An Empirical Investigation of the Influence of Trust in Employer and Subjective Value in Employment Contract Negotiations

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