CHAPTER 5: PRESENTATION OF RESULTS
5.2 DESCRIPTIVE STATISTICS
The perceptions of employees regarding the successful integration and management of millennials in the 21st century workplace was assessed by asking employees to respond to various aspects relating to six key dimensions of the study (extrinsic values/rewards, an interesting and motivating work environment, a flexible and efficient work environment, workplace fun, learning and diversity and constant growth and development in the workplace) respectively, using a 1 to 5 point Likert scale. The results were processed using descriptive statistics (Table 5-1).
66 | P a g e Table 5-1
Descriptive Statistics: Key Dimensions of the Study
Dimension Mean 95%
Confidence Interval
Variance Standard Deviation
Min. Max.
Lower Bound
Upper Bound
Extrinsic Values/ Rewards 3.467 3.347 3.5869 0.336 0.5798 2.00 5.00 An Interesting and Motivating
Work Environment 3.458 3.285 3.632 0.709 0.8419 1.00 5.00
Flexible and Efficient Work
Environment 3.158 2.999 3.316 0.592 0.7693 1.00 5.00
Workplace Fun 3.611 3.482 3.739 0.390 0.6241 1.00 5.00
Learning and Diversity 3.673 3.520 3.826 0.550 0.7420 1.00 5.00 Constant Growth and
Advancement in the Workplace 3.274 3.098 3.451 0.733 0.8564 1.00 5.00
From Table 5-1, it is evident that the key dimensions of the study having the potential to influence the integration and management of millennials in the workplace are viewed by employees from the various generations in varying degrees as follows in descending level of mean score values:
Learning and diversity (Mean = 3.673)
Workplace fun (Mean = 3.611)
Extrinsic values/rewards (Mean = 3.467)
An interesting and motivating work environment (Mean = 3.458)
Constant growth and advancement in the workplace (Mean = 3.274)
Flexible and efficient work environment (Mean = 3.158)
The varying views regarding the dimensions are depicted graphically in Figure 5-1.
67 | P a g e Figure 5-1
Descriptive Statistics (Means): Key Dimensions of the study (All employees Combined)
From Table 5-1 and Figure 5-1, it is evident that for each of the dimensions there exists room for improvement. In order to assess where the areas of improvement in each of the dimensions are needed, frequency analyses were undertaken.
With regards to extrinsic values/rewards, it is evident that 49.5% of the participants agreed and a further 25.8% strongly agreed that they feel secure that they will be able to work for the organisation as long as they do a good job. In addition, 61.3% of the participants agreed and a further 11.8% strongly agreed that their organisation maintains health benefits that compare well with other organisations in this area of work.
However, 31.2% of the participants disagreed and a further 11.8% strongly disagreed that they are satisfied with the total compensation package they receive in comparison to what they could receive for similar work from another organisation in this area of work.
With regards to an interesting and motivating work environment, it is evident that 43.% of the participants agreed and a further 18.3% strongly agreed that they enjoy their current job because they find it challenging and 52.7% of the participants agreed and a further 7.5% strongly agreed that they have enough authority to
2.82.93 3.13.2 3.33.4 3.53.6 3.7
Mean
68 | P a g e fulfill their job responsibilities. However, 15.1% of the participants disagreed and a further 6.5% strongly disagreed that they have sufficient freedom over how they decide or choose to do their job. In addition, 25.8% of participants disagreed and a further 4.3% strongly disagreed that they are involved in decision- making processes that may affect their work.
With regards to learning and diversity, 39.8% of the participants agreed and a further 11.8% strongly agreed that their organisation provides them with the opportunity to learn from more experienced professionals.
In addition, 53.8% of the participants agreed and a further 6.5% strongly agreed that their organisation promotes/encourages teamwork in the workplace. Furthermore, 28% of the participants disagreed and a further 22.6% strongly disagreed that their organisation develops and advances employees without regard to their gender or racial, religious or cultural background. In addition, 29% of the participants disagreed and a further 11.8% strongly disagreed that their organisation provides them with a mentor for support and guidance towards career development and towards success within the workplace context.
With regards to a flexible and efficient work environment, 51.6% of the participants agreed and a further 25.8% strongly agreed that they believe that integrating technology into the workplace is essential for individual and organisational success, which takes place in their organisation. In addition, 64.5% of the participants agreed and a further 10.8% strongly agreed that they are easily able to balance the demands of their work and personal/family life. In addition, 14% of the participants disagreed and another 4.3%
strongly disagreed that they have enough time away from their job to maintain adequate work and personal/family life balance. However, 17.2% of the participants disagreed and a further 4.3% strongly disagreed that within their organisation, the availability of up-to-date technology in the workplace played a significant role in providing them with greater flexibility and increased efficiency to accomplish their work tasks.
With regards to workplace fun, 46.2% of the participants agreed and another 23.7% strongly agreed that their job gives them the opportunity to be directly helpful to others. In addition, 64.5% of the participants agreed and a further 18.3% strongly agreed that they feel their job is worthwhile to society at large.
However, 18.3% of the participants disagreed and another 7.5% strongly disagreed that their job gives them the opportunity to be creative.
With regards to constant growth and advancement in the workplace, 46.2% of the participants agreed and a further 16.1% strongly agreed that education and training in their job improved their career perspectives.
In addition, 60.2% of the participants agreed and another 12.9% strongly agreed that education and training are fundamental aspects of their organisation’s culture. However, 20.4% of the participants disagreed and
69 | P a g e another 18.3% strongly disagreed that their organisation provided them with opportunities for career progression. Furthermore, 21.5% of the participants disagreed and a further 16.1% strongly disagreed that they were satisfied with the amount of recognition they received at work when they performed well or did a good job.
Having assessed the views of the combined generations, it became necessary to compare how the various generations view the dimensions having the potential to influence the integration and management of millennials in the workplace (Table 5-2).
Table 5-2
Descriptive Statistics: Key Dimension of the Study (Various Generations)
Dimension Generation N Mean Std.
Dev.
Extrinsic Values/Rewards Generation Y
Generation X Baby Boomers
32 29 32
3.453 3.321 3.612
0.6297 0.5709 0.5146 An Interesting and Motivating Work Environment Generation Y
Generation X Baby Boomers
32 29 32
3.113 3.283 3.963
0.8943 0.6153 0.7397 Flexible and Efficient Work Environment Generation Y
Generation X Baby Boomers
32 29 32
3.438 2.950 3.066
0.7210 0.6967 0.8174
Workplace Fun Generation Y
Generation X Baby Boomers
32 29 32
3.620 3.490 3.711
0.7412 0.4916 0.6035
Learning and Diversity Generation Y
Generation X Baby Boomers
32 29 32
3.479 3.603 3.929
0.8755 0.5983 0.6579 Constant Growth and Advancement in the Workplace Generation Y
Generation X Baby Boomers
32 29 32
3.433 3.235 3.152
0.9133 0.7561 0.8850
From Table 5-2, it is evident that Baby Boomers are most convinced that their organisation offers extrinsic values/rewards, an interesting and motivating work environment, workplace fun and learning and diversity but were least convinced that the organisation offers constant growth and advancement. Furthermore,
70 | P a g e Generation Ys were most convinced that their organisation provides a flexible and efficient work environment and opportunities for constant growth and advancement but were least convinced that their organisation provides an interesting and motivating work environment as well as learning and diversity.
Like their age and generation, Generation Xers held the middle view on each of the dimensions except for being least convinced that their organisation provides a flexible and efficient work environment. These comparative results are graphically presented in Figure 5-2.
Figure 5-2
Differing views of the dimensions of the study by the various generations