Worklife Balance and Organizational Commitment of Generation Y Employees

1. Worklife Balance and Organizational Commitment of Generation Y Employees Evangelista, Marianne Joyce M. Lim, Eric Darryl N. Rocafor, Shirley C. Teh, Germaine Larisse Y.

2. Introduction

3. Silent Generation (born: 1922-1945) • witnessed World War II, the Great Depression, the Cold War, the bombing of Pearl Harbor (Young, 2007) • Baby Boomer (born: 1946-1964) • born in the midst of events such as civil rights movements, the introduction of the birth control pill, rock and roll (Young, 2007) • Generation X (born: 1965-1979) • fall of Berlin, and introduction of punk rock, rap and the personal computer (Young 2007) • Generation Y (born: 1980-2000) • ▫ period when the internet, instant messaging, other technology and hip hop are prevalent (Young, 2007)

4. Characteristics of Generation Y • New and distinct ideas, behavior, & characteristics (i.e. Self-entitlement) • More loyal to their careers than to the organization • Best qualities: hunger for constant learning & self-development • Values worklife balance more as compared to the other generations

5. Does worklife balance affect the organizational commitment of Generation Y employees in the selected IT firm in Metro Manila?

6. Worklife Balance- balance between work and family or life outside work (Yeandle, 2005; Millward, 2005). Fisher-McAuley, et al. (2003) described worklife balance as a competition for both time and energy between the different roles filled by an individual. It may be considered unbalanced for an individual when the amount of time causes some sort of conflict or stress in other areas of life. • Organizational Commitment- the employee’s behavior intention to continually work for the organization rather than accepting another job that may offer potentially better socioeconomic benefits (Sheridan & Abelson, 1983).

7. Generation X and Y

8. Generation X and Y

9. Quantitative Analysis • Survey Questionnaires • 3 component model of organizational commitment questionnaire, revised by Lee, Allen and Meyer (2001) • Worklife balance scale - “Psychometric Assesment of an Instrument Designed to Measure WorkLife Balance” Hayman (2005). • Qualitative Data Analysis • Interview Guide

10. Respondents • Survey Questionnaire: • all 94 employees of the selected IT firm • Interview: • Human Resource team • 10 employees (5 Gen Y, 5 Gen X)

12. Background of IT Firm • Filipino-Chinese family owned • Requires work six (6) days a week • Saturday (training day) • More Generation Y employees in Sales and Technical Department

13. Worklife Balance on Organizational Commitment Generation X and Generation Y (significant at p=0.04998) Significant for Generation X and insignificant for Generation Y

14. Generation Y Results highlights • Worklife Balance • Overtime and Saturday is tiresome but necessary • Adequate company activities and events • Felt trainings to be inadequate

15. Generation Y Results highlights • Organizational Commitment • Happy with Management, co-workers, and environment • Dissatisfied with pay • Challenging tasks and responsibilities • Desire for career advancement

17. Worklife interference with personal life (WIPL) • Similarities • Overtime is necessary (Cramption & Hodge, 2009) • Differences: • Differences in reasons for overtime work (Alexander & James 2009) • Privilege of flexibility in work hours/schedule (X) • Trainings perceived differently (Cubic Consulting, 2008)

18. Personal life interference with work (PLIW) • Similarities : • Value importance of personal life • Struggle to balance work and life considering 6-day work week • Differences : • The definition of personal life: time with family (X) vs. social life (Y) • proximity to residence (X)

19. Work/Personal life enhancement (WPLE) • Similarities: • happy with office environment and relationship with management • Differences: • expectations on job function: challenging and personal growth (Y) vs. accustomed to/comfort (X) (Grillo, 2009)

20. Continuance Commitment (cost of leaving too high) • Similarities : • reasons: economy, the work opportunity available, and the precise uncertainty that comes with the new job (Terjesen, Vinnicombe, and Freeman, 2007) • Opportunity to get a higher salary • Differences : • proximity of the workplace to their homes (X) • perceptions on availability of career advancement

21. Normative Commitment (obligation to stay-moral imperatives) • Similarities: • claim that they loyal to the company: provides them work and compensation • Differences: • “utangnaloob” - referrals (X) • Seize opportunities for career advancement (Y) (D'Amato & Herzfeldt, 2008)

22. Affective Commitment (employee’s attachment, involvement in, and identification with their employers) • Similarities: • reason for loyalty: emotional attachment to bosses & co-employees and the good work environment • Differences: • “utangnaloob” to their employers – the company as a whole (X)

23. Gen Y • WLB insignificant effect on OC • Contributing factors: work environment, salary, career advancement • Characteristics of Generation Y • Desire to be independent • Techno-savvy • Impatient/ Sense of Immediacy • Demand for responsibility • Flexibility of work • Clearer expectations based on previous job experience • Career planning • Self-entitlement

24. Worklife Balance significant on Organizational Commitment Other variables might have pulled up the scores

25. Generation Y employees do not consider worklife balance as a necessary factor to stay in a company • Generation Y sees worklife balance as a given state or basic job consideration that must be already present

26. Look into the company culture as a possible variable • Comparing different departments (subcultures) • Compare to same or another industry/size • Compare to another multinational or local company • May also look into family businesses • Repackage compensation schemes