Multigenerational Differences on Job Satisfaction

and Work Values among Employees

in Public Sector

(Group 2)
Entena, Mark Anne L.
Faduga, Mona Liza L.
Fuentes, Amelia U.
Lacaden, Princess Charlene G.

RESEARCH & STATISTICS

Prof. Karim, Junaid M.
July 15, 2023
 I. Introduction

Job satisfaction and work values are one of the most complex areas faced by today’s

managers in terms of managing employees. Researchers, managers, and experts in human

resources are becoming more and more interested in how to manage and collaborate with

employees of various generations in the workplace. Much of this interest is predicated on the

idea that generations differ greatly in their objectives, expectations, and values in the workplace

(Gardner, 2008). The most typical definition of job satisfaction is that it refers to how much a

someone likes or dislikes their job. Job satisfaction is crucial since it affects both individual and

organizational wellbeing, either directly or indirectly (Judge, Bono & Locke, 2000, Wright 2005).

According to other research (Kahn 1960; Kazanas 1978; Argyle 1989; Böckerman & Ilmakunnas

2012), job happiness affects employee productivity, which in turn affects a company's output.

And research by Oswald et al. According to al. (2015), even a low level of happiness has an

impact on output, hence it is in the best interest of employers to maintain a high level of job

satisfaction. Additionally, there is a strong link between job satisfaction and work values. One

way to define work values is as universal qualities of work that are significant to an individual's

job happiness.

Job satisfaction as defined by the Cambridge Dictionary is the feeling of pleasure and

achievement that you experience in your job when you know that your work is worth doing, or

the degree to which your works gives you this feeling. In 1964, Vroom defined that it is

considered to be an individual’s perceptual/emotional reaction to important facets of work. Job

satisfaction is also described by Locke (1969) as a pleasant or positive emotional state resulting

from an evaluation of one's work experience. Spector (1997) provided the most well-known and

inclusive definition of job satisfaction. He claims that it has to do with how much individuals

enjoy (or are satisfied with) or detest (or are dissatisfied with) their jobs. There have been

innumerable other definitions added over the last 20 years.

 Work values are a general term for a set of criteria used to evaluate performance at work

or in the workplace. These standards might include personal preferences as well as moral

principles and social conventions (Dose, 1997).

A generation, according to Ryder (1965), can be characterized as a group of people who

have distinct values because they experienced the same events and things at the same time. As

demographics of today’s workplace change, new generations of workers integrate in the

workforce. As mentioned by Kupperschmidt (2000), it can also be defined as an “identifiable

group that shares birth years, age, location and significant life events at critical developmental

stages. Changes brought on by aging, experience, life stages, and job stages obscure

generational differences. Even still, the fact that work has changed and that each generation

entered the workforce at a different moment raises the possibility of generational variations in

work values.

There are different classifications used by scholars, labeling each generation differently

and also using different time ranges.

Table 1. Classification of Generations according to M. Mcrindle (2023)

Generation Born Between

Baby Boomers 1946-1964

Generation X 1965-1979

Generation Y (Millenials) 1980-1994

Generation Z 1995-2009

In this research, the researchers will identify and investigate the multigenerational

differences on work values and job satisfaction among the employees of the public sector.
II. Statement of the Problem:

1. Are there significant differences in job satisfaction across different generations among

employees in public sector?

2. Are there significant differences in work values across different generations among

employees in public sector?

Understanding the work values and job satisfaction of different generations helps

organizations to know how to attract new generations to their workforce. What a previous

generations found valuable, today’s generations might consider not interesting and thus,

some management or recruitment practices may not be effective nowadays.

III. Statistical Methods Used

In this chapter, the researchers will present the whole research methodology and how

the research data has been conducted. The researchers aim in the present research is primarily

to examine, as far as reasonably possible, different work values and job satisfaction of different

the Generations in the context of working

The researchers used Descriptive Research Method wherein the study focused on the

opinion of the employees in Makati City Government on about work values and job satisfaction

under the descriptive research method, the technique used is survey method.

The data for this research was gathered using a self-made test questionnaire. The

survey was comprised of 10 questions, which were related to the participants’ work values and

job satisfaction.

Statistics is the process of gathering, organizing and interpreting the data. The main

purpose of statistical treatment is to reveal the absolute information in a mass of population and

to express the results more reliable, accurate and concise.

1. Frequency Count

This was used to get the number of the respondents who belong to the same profile

2. Weighted Mean

Mean, a measure of central tendency will be used in getting the average raw scores in

self-utilized questionnaire. The formula to be used is as follows:

∑x
Formula: X =
N

X= mean

∑x= sum of all scores

N= number of items per variable

3. Arbitrary Scale for Mean

It is used to interpret the findings of the data into verbal interpretation.

1 – 1.49 Strongly Disagree

1.5 – 2 – 2.49 Disagree

2.5 – 3 – 3.49 Moderately Agree

3.5 – 4 – 4.49 Agree

4.5 – 5 Strongly Agree

 IV. Alternative Courses of Action (Possible Solution)

Intepretation of Data

Table 2. WORK VALUES

WEIGHTED
GENERATIONS INTERPRETATION
MEAN
1. Baby Boomers (1946-1964 -) 3.23 Moderately Agree

2. Generation X (1965-1979) 3.68 Agree

3. Generation Y / Millenials (1980-1994) 4.12 Agree

4. Generation Z (1995-2009) 4.64 Strongly Agree

This table illustrates the weighted mean and the interpretation of the work values with

following variables; Using Abilities, Achieving, Activity, Security, and Social Service. The study

begins by analyzing work values utilizing survey form in order to determine whether there are, in

fact, differences in work values between various generations.

The study examines the differences simply by mean differences between Baby

Boomers, Generation X, Generation Y or Millennials and Generation Z. According to the data,

the baby boomers agreed moderately with the work values' factors, whereas generations X and

Y concurred simultaneously, and generation Z substantially agreed.

This implies that work values are the same across all generations, regardless of which

one you are in. However, though there is no so much difference on work values between

generations, the organizational values must be able to fulfill the demands of various employees,

and they must be clear about their expectations of employees.

 Table 3. JOB SATISFACTION

WEIGHTED
GENERATIONS INTERPRETATION
MEAN
1. Baby Boomers (1946-1964 -) 3.20 Moderately Agree

2. Generation X (1965-1979) 4.04 Agree

3. Generation Y / Millenials (1980-1994) 4.09 Agree

4. Generation Z (1995-2009) 4.68 Strongly Agree

This table shows the mean and interpretation of the results on job satisfaction. The

variables involved to measure the job satisfaction were engagement, belongingness, motivation,

respect praise and appreciation, and Life satisfaction. The data implies that the generation Z

have a higher job satisfaction with a mean of 4.68 and the baby boomers got the lowest with a

mean of 3.20. These differences were not found to be significantly different.

The results can be used to inform managers, human resource professionals, and

leaders about the elements that affect employee job happiness, which in turn helps to increase

that satisfaction and engagement in the work environment, ultimately promoting organizational

success.

V. Conclusion and Recommendation

Organizations have different approaches to attract and retain desired employees based

on the agency's values, goals, and capacity. To succeed we should manage each employee

individually.

This research presents the results obtained after surveying LGU employees in Makati

City regarding their perceptions of work values and job satisfaction. The findings of the study

indicated that workers' responses lacked significant variation. As a result of this conduct, it was

impossible to determine the level of satisfaction because the responses were comparable

across the groups.

 The degree of contentment that employees experience with their occupations is known

as employee satisfaction. This covers perspectives on work obligations, individual performance,

interactions with managers and coworkers, and organizational culture. Positive feelings

associated with a job, such as pride, appreciation, and motivation, are included in employee

satisfaction.

Proper training can increase employee satisfaction by enabling workers to feel secure

and capable of excelling at their professional responsibilities. Employees may also benefit from

knowing exactly what their managers require of them and how managers evaluate their

performance.

The researchers recommend to the human resource professionals, managers, leaders,

chiefs, and supervisors to improve the work values of the employees, regardless of the

generation. They must amp up employees’ recognition, provide ample training and career

development opportunities, show them their wellness are being cared, and foster workplace

relationship.
References:
D. Gardner (2008) Generational Differences in work values, Outcomes and Person-
Organization Values Fit
B. Batinic, et al (2002) Work Values across generations: Development of the New Work Values
Scale (NWVS) and examination of generational differences
M. Abessolo, et al (2021) Development and Validation of Multidimensional Career Values
Questionnaire: A Measure Integrating Work Values, Career Orientations, and Career Anchors