Organizational identification has been extensively researched since the 1990s (Oktug, 2013) and has since been recognized as associated with a wide range of workplace behaviors (Cole & Bruch, 2006). How does the difference in generation affect the relationship between professional identification and organizational identification? How does the difference in generation affect the relationship between relational identification and organizational identification?
How does the difference in Generation affect the relationship between values of Employer Branding and Organizational Identification.
Relational Identification
Employer Branding
These dimensions are "Interest Value", "Social Value", "Economic Value", "Development Value" and "Application Value" (Berthon, Ewing & Hah, 2005). According to three dimensions proposed by Ambler & Barrow (1996), Berthon et al. 2005) proposed that from the "psychological benefits" consist of "Interest Value" and. Functional benefits” proposed by Ambler & Barrow (1996) consist of “Development Value” and “Application Value” (Berthon et al., 2005).
Economic value It is used to evaluate how attractive an individual is to an organization that "provides above average salary, compensation package, job security and promotional opportunities".
Generation
Generation X
In essence, they are the leader of the organizations, guiding it with visions related to their characteristics. They are also more independent, autonomous and self-reliant than previous generations (Zemke et al., 1999) as they "grew up as locked-in children, without parental guidance when at home". This is because the children of the workaholic Baby Boom Generation tend to feel overlooked and less appreciated (Crampton & Hodge, 2009).
This is reflected in study done by Murphy (2010) that Generation X emphasizes ability in work. 2008) concluded that Generation X as employees work smart and will always look for their own methods to accomplish their tasks rather than just following what their predecessors usually do (Gursoy, Maier & Chi, 2008).
Generation Y
Since they saw work as a challenge for them and the reason for life (Hammil, 2005; Gursoy, Maier & Chi, 2008), a long-term development makes sense as they will need relevant personal achievement and development to overcome these constant challenges. In working life, they would prefer to have a fun work environment, non-monetary work benefits and flexible hours (Islam, Teh, Yusuf & Desa, 2011; EY, 2013). Therefore, their wants and needs based on these different perceptions will pose a great challenge for organizations to organize their resources to attract the relevant cohorts and also to form a coherent image or identity to be adopted by the employees.
This will therefore pose a major challenge to the organizations on how to deal with both Generations as they will become the dominant work groups after whatever remains of the Baby Boomers retire completely from the workforce.
CHAPTER THREE
RESEARCH METHODOLOGY
- Theoretical Framework
- Research Hypothesis
- Data Collection
- Primary Data Collection
- Secondary Data Collection
- Sampling Design
- Target Population
- Sample Size
- Sampling Technique
- Selection & Procedures
- Research Instrument
- Section A
- Section B
- Section C
- Pilot Test
- Data Analysis
- Statistical techniques to explore relationships among variables
- Statistical technique to compare groups
- Moderator Analysis
The main objective of this research is to investigate the relationship between EB and identifications with OI, moderated by two different generational groups, namely Generation X and Generation Y. In this section, all questions were answered using a five-point scale ( ranging from 1 = 'not at all' to 5 = 'to a great extent') the extent to which they identify with their organization. First, the data were used to generate descriptive statistics to analyze the frequency distribution of respondents.
Through the statistics generated, the average of the items will be used to determine the general.
CHAPTER FOUR RESEARCH RESULT
Introduction
Descriptive Analysis
- Frequency of Respondents Based on Gender
- Frequency of Respondents Based on Profession
- Frequency of Respondents Based on Highest Education
- Frequency of Respondents Based on Years of Employment in Current Organization
- Frequency of Respondents Based on Generation
According to Table 3 and Figure 4, the majority of the respondents have a bachelor's degree as the highest education of the respondents. This is followed by respondents with a diploma and 35 (11%) of those with a postgraduate education as their highest education. According to the age group in the questionnaire, of the 318 respondents listed in Table 5 and the picture of the respondents, they were born in the Y generation.
Reliability Analysis
Hypotheses Testing
- H1: There is a significant difference between years of employment and Organizational Identification
- H2: There is a significant relationship between Professional Identification and Organizational Identification
- H3: There is a significant relationship between Relational Identification and Organizational Identification
- H4: There is a significant relationship between Employer Branding and Organizational Identification
- H5: There is a significant relationship between Application Value and Organizational Identification
- H6: There is a significant relationship between Interest Value and Organizational Identification
- H7: There is a significant relationship between Social Value and Organizational Identification
- H8: There is a significant relationship between Economic Value and Organizational Identification
- H9: There is a significant relationship between Development Value and Organizational Identification
The relationship between professional identification and organizational identification was examined using the Pearson product-moment correlation coefficient. The relationship between relational identification and organizational identification was examined using the Pearson product-moment correlation coefficient. The relationship between Employer Branding and Organizational Identification was examined using the Pearson product-moment correlation coefficient.
The relationship between application value (a dimension of Employer Branding) and organization identification was examined using the Pearson product-moment correlation coefficient. The relationship between interest value (a dimension of Employer Branding) and organization identification was investigated using the Pearson product-moment correlation coefficient. There was a strong, positive correlation between the two variables [r=0.54, n=318, p<0.0005], with high levels of interest value associated with organization identification.
The relationship between social value (a dimension of employer branding) and organizational identification was investigated using the Pearson product-moment correlation coefficient. The relationship between economic value (a dimension of employer branding) and organizational identification was investigated using the Pearson product-moment correlation coefficient. There was a strong, positive correlation between the two variables [r=–0.54, n=318, p<0.0005], with high levels of economic value associated with organizational identification.
The relationship between development value (a dimension of Employer Branding) and Organizational Identification was examined using the Pearson product-moment correlation coefficient. There was a strong, positive correlation between the two variables [r=–0.55, n=318, p<0.0005], with high levels of economic value associated with organizational identification.
Moderation Analysis
- H10: Generations will moderate the relationship between Professional Identification and Organizational Identification
- H11: Generations will moderate the relationship between Relational Identification and Organizational Identification
- H12: Generations will moderate the relationship between Employer Branding and Organizational Identification
- H13: Generations will moderate the relationship between Application Value and Organizational Identification
- H14: Generations will moderate the relationship between Interest Value and Organizational Identification
- H15: Generations will moderate the relationship between Social Value and Organizational Identification
- H16: Generations will moderate the relationship Economic Value and Organizational Identification
- H17: Generations will moderate the relationship between Development Value and Organizational Identification
These results show us that the relationship between Professional Identification and Organizational Identification is the same for both generations. Moderation is indicated by a non-significant interaction effect, b CI t = 1.644, p > 0.05, indicating that the relationship between Relational Identification and Organizational Identification is not significantly moderated by Generations. Generations were examined as a moderator of the relationship between application value (a dimension of employer branding) and organizational identification.
Moderation is demonstrated by a nonsignificant interaction effect, b CI t = 1.805, p > 0.05, indicating that the relationship between application value and organizational identification is not significantly moderated by generation. Generations were examined as a moderator of the relationship between interest value (employer brand dimension) and organizational identification. These results tell us that the relationship between interest value and organizational identification is the same for both generations.
Generations were examined as a moderator of the relationship between social value (employer brand dimension) and organizational identification. These results tell us that the relationship between social value and organizational identification is the same for both generations. Generations were examined as a moderator of the relationship between economic value (employer brand dimension) and organizational identification.
These results tell us that the relationship between economic and organizational identification is the same for both generations. Generations were examined as moderators of the relationship between developmental value (a dimension of Employer Branding) and organizational identification.
Summary of Hypothesis
CHAPTER FIVE
DISCUSSION AND CONCLUSION
Discussion
- Significance difference between years of employment and Organizational Identification
- Significance relationship between Professional Identification and Organizational Identification
- Significance relationship between Relational Identification and Organizational Identification
- Significance relationship between Employer Branding and Organizational Identification
- Non-significance moderating effect between Professional Identification and Organizational Identification
- Non-significance moderating effect between Relational Identification and Organizational Identification
- Non-Significance moderating effect between Employer Branding and Organizational Identification
- Non-significance moderating effect between Application Value and Organizational Identification
- Significance moderating effect between Interest Value and Organizational Identification
- Significance moderating effect between Social Value and Organizational Identification
- Significance moderating effect between Economic Value and Organizational Identification
- Non-significance moderating effect between Development Value and Organizational Identification
Based on the results in Chapter 4.4.2, the Pearson correlations showed a strong positive relationship between professional identification and organizational identification. Based on the results in Chapter 4.4.3, the Pearson correlations showed a strong positive correlation between relational identification and organizational identification. Based on the results in Chapter 4.4.4 to Chapter 4.4.9, the Pearson correlations showed a strong positive relationship between Employer Branding and Organizational Identification.
Based on the findings in chapter 4.5.1, the moderation analysis showed a strong moderating effect on the relationship between professional identification and organization identification in both generations. The inability to influence the strength of the relationship between relational and organizational identifications can be attributed to the fact that both generations have the same impression of the relationship between both identifications. The inability to influence the strength of the relationship between application value and organizational identification can be attributed to the fact that both generations have the same impression of the relationship between both variables.
Based on the findings in chapter 4.5.3, the moderation analysis showed that both generations had a strong moderating effect on the relationship between interest value and organization identification. Based on the findings in chapter 4.5.3, the moderation analysis showed a strong moderating effect on the relationship between social value and organization identification in both generations. Based on the findings in chapter 4.5.6, the moderation analysis showed a strong moderating effect on the relationship between economic value and organization identification in both generations.
Nevertheless, the result also shows that there is a generational difference in the relationship between economic value and organizational identification. Value and organizational identification can be attributed to both generations having the same impression of the relationship between both identifications.
Implication
For example, a law firm cannot easily change its work environment to be exciting, as the law itself must be obeyed. Portraying the firm as a fun place to work may not necessarily portray the necessary image as a firm that takes legal matters seriously. But portraying the firm as a serious and traditional workplace with old working methods may not help attract the younger clients to solve the more modern issues.
But the large differences between the generations mean that both may not subscribe to the same pattern of a positive social environment in the organization. So the bottom line is how can an organization create a social environment that is inherently positive but different for two different generations without pitting the two against each other. The challenge for human resources will be how to help generations open up to others' styles and appreciate that embracing them is beneficial to them.
The difference in economic value for both generations could also possibly indicate that it will be very expensive to satisfy them. This points to a serious concern about professionalism in an organization, as professionalism requires the adoption of a professional identity, which includes having the necessary skills, qualities and identification with the profession's cause. A surgeon will have to “act” as the persona of the surgeon and take action for the purpose of his profession, which is to save lives.
Different interpretations due to generational differences will pose a strong challenge to the organization to standardize a single professionalism to reflect the organization's values. Besides ensuring a common professionalism that suits the generational difference, the organization will also have to ensure that the common professionalism will not differ from the organization's purpose and values.
Limitation
The result of the generational difference in professional identification has shown that different generations have different requirements for identification with the organization through their professional identity.
Future research
Conclusion
Understanding the relationship between work passion and performance: The mediating role of organizational identification and the moderating role of job fit. International Journal of Contemporary Hospitality Management Enhancing Job Satisfaction and Organizational Commitment by Identifying Work Groups: A Survey of Quantity Surveyors in Hong Kong. The nonlinear moderating effect of tenure on organizational identification (OID) and the subsequent role of OID in promoting readiness for change.
The combined effect of organizational identification and professional identification on the dynamics of reciprocity for professional employees. How to achieve the alignment of Malaysia's generation Y workforce with the systems and structures of organizations in Malaysia. The Problem of Generations, in Altbach, P.G. The New Pilgrims: Youth Protest in Transition, David McKay, New York, NY, p.
The emergent influence of compensation plan choice on salesperson organizational identification and perceived organizational support.
