CHAPTER 6: DISCUSSION OF RESULTS
6.10 PERCEPTIONS OF CONTRIBUTION TO ORGANISATIONAL
120 | P a g e organisation; however, both Generation Ys and Generation Xers did not share the same view as the former. These findings are similar to those of Widger, Pye, Cranley, Wilson-Keates, Squires and Tourangeau (2007, p. 56) who found that “Baby Boomers were significantly more satisfied with extrinsic rewards than both Generation Xers and Generation Ys”. Furthermore, it was discovered that suitable compensation served as one of the motivating factors for Baby Boomers in the workplace (Widger et al., 2007).
In addition, in the current study it was found that Baby Boomer employees with a degree were most convinced that the organisation provided an interesting and motivating work environment, whilst Generation Ys and Generation Xers displayed distinct unhappiness in this regard. In relation to these findings, Keepnews, Brewer, Kovner & Shin (2010) found that Baby Boomers listed autonomy as the most significant factor regarding job satisfaction. However, Yu and Miller (2005) also found that Generation Xers displayed a great desire for autonomy and flexibility in their personal and work lives.
Additionally, De Hauw and De Vos (2010) allude that Generation Ys place great significance on freedom-related work principles, such as, flexibility and autonomy in comparison to previous generations.
Furthermore, the current study reflects that Baby Boomer employees with a post-graduate-Degree are most happy with their environment being interesting and motivating and provides opportunities for learning and diversity, although it is evident that Generation Ys and Generation Xers were the least satisfied with these. In support of these findings, Parry and Urwin (2009) emphasise that Baby Boomer employees generally search for authority in order to facilitate decision-making; hence, if their work is challenging, they are more inclined to be engaged within their organisation. However, Egri and Ralston (2004) also point out that Generation Xers also attach great value to individual autonomy and work that is challenging which allows for a balance between personal and work life. Additionally, Generation Xers desire opportunities to learn in the workplace to allow for promotions or prospective jobs elsewhere (Gursoy, Maier & Chi, 2008). On the other hand, Wesner and Miller (2008) point out that Generation Ys are in search of work that is challenging and rewarding within organisations, which will in turn make them feel productive and part of their organisation’s success as a whole. Furthermore, Duchscher and Cowin (2004) found out that Generation Ys were of the belief that education and lifelong learning were crucial success factors, therefore, “work that was not a learning experience was seen as a dead end to be avoided” (Duchscher & Cowin, 2004, p. 498).
6.10 PERCEPTIONS OF CONTRIBUTION TO ORGANISATIONAL GROWTH AND
121 | P a g e 6.10.1 Generation Ys’ Perceptions of Contributions to Organisational Growth and Success Generation Y participants reflected their perceived areas of contribution to organisation growth and success.
Technology
The results of the current study reveal that millennials possess the ability to utilise modern technology in the workplace; hence, they believe that the upgrading of technology and the use of information technology within the organisation is imperative. In addition, millennials suggest that since they are more knowledgeable when it comes to technology, the organisation should embrace technological methods of service delivery and further allow more exposure to technology in order to boost swift organisational growth. Thompson (2011) points out that millennials are currently known as the most technologically savvy generation; therefore, they desire the best possible technology made available to them in the workplace.
Innovation and Creativity
The results of the current study indicate that millennials (Generation Y) within the organisation recognise the need for creativity; hence, the need for the introduction of innovative perspectives to bring solutions to age-old problems within the organisation. Furthermore, millennials see the need for the organisation to embrace and allow innovative ideas, as well as the need to embrace new knowledge and skills that they (Generation Y) bring into the organisation. In relation to these findings, Verma (2013) mentions that the new cohort of millennial employees greatly value a work environment that is defined by ample possibilities to be innovative and create new concepts. In addition, Deloitte (2014, p. 2) points out that “millennials are in search of organisations that will offer them opportunities to cultivate innovative thinking, develop their skills and make a positive contribution to society”.
Learning, Diversity and Career Opportunities
The results of the current study reflect that millennials desire control over their own career paths;
hence, they recognise the importance for every employee to be given equal learning opportunities and for the organisation to embrace diversity and adopt new methods to accomplish work tasks. Thompson (2011) highlights some of the most effective retention approaches for millennials as provision for training, learning and development opportunities within their careers. Bannon, Ford and Meltzer (2011) reveal that a great number of Generation Y individuals hold the belief that diversity serves to reinforce a nation and further develop the work environment. Additionally, Bannon et al. (2011) points out that diversity is perceived by millennials as rewarding because different groups of individuals come up with innovative ideas and solutions for problem solving. Hence, Bennett, Pitt and Price (2012)
122 | P a g e indicate that failure to handle diversity may result in conflict amongst different generational groups in the work environment.
Flexibility, efficiency and task accomplishment
The results of the current study reveal that millennials view themselves as the technology driven generation of today; hence, they desire flexibility within their work environment for the efficient accomplishment of tasks. Myers and Sadaghiani (2010) point out that today’s millennials are constantly on the lookout for work engagements that simultaneously provide flexibility and efficiency in order to support their demanding and busy lifestyles. Pickett (2013) states that the availability of up-to-date technology plays a great role in providing millennials with greater flexibility and increased effectiveness in the workplace. Furthermore, Generation Ys also mention their desire for simplicity within their work environment which they say should not be seen as a hindrance but rather as a motivation for exceptional task accomplishment.
6.10.2 Generation Xers’ Perceptions of Contribution to Organisational Growth and Success Generation Xers reflected their perceived areas of contribution to organisation growth and success.
The Use of Technology
The results of the current study reveal that Generation Xers recognise the importance of embracing new technology in order to work smarter, rather than harder. Additionally, Generation Xers recognise the importance of adopting the use of new technology within the organisation, for the improvement of outdated paper practices. In relation to these findings, Yu and Miller (2005) point out that Generation Xers are technologically savvy and are keen to bring up-to-date knowledge and integrate it into their work environment. Hence, this technological proficiency arises as a result of Generation Xers growing up with fast and changing technology and having accessibility to enormous volumes of data.
6.10.3 Baby Boomers’ Perceptions of Contribution to Organisational Growth and Success Baby Boomers reflected their perceived areas of contribution to organisational growth and success.
Work Ethic
The results of the current study reveal that Baby Boomers believe in working together through teamwork and communication, which plays a key role in the achievement of goals. They are of the belief that teamwork and communication play an important role in their positive contribution of organisational growth and success. In relation to these findings, Sherman (2006) indicates that Baby Boomers desire open, direct and less formal communication. In addition, this generation appreciates
123 | P a g e group processing of information within the workplace and values employee meetings that afford opportunity for dialogue (Sherman, 2006).
Technology and Advancement
The results of the current study indicate that Baby Boomers believe that being technologically advanced as an organisation will assist in providing better services to their customers; hence, their belief in the introduction of modern technology in the workplace. However, Yu and Miller (2005) reveal that Baby Boomers are not highly technologically proficient, nor do they support change in general.
Motivation, Growth and Learning Opportunities
The results of the current study indicate that Baby Boomers believe that all employees should be afforded opportunities to learn and grow in the workplace; hence, the motivation of employees through growth and learning opportunities is imperative in the achievement of organisational growth and success. According to Sherman (2006), Baby Boomers place great value in lifelong learning as this serves as one of the various ways to improve their performance in the workplace. Hence, Baby Boomers value the opportunity to learn in “relationship-driven coaching situations” (Sherman, 2006, p. 13).