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 • Short Video “Generation Y” posted by emreyno3

3. Review of Related Literature • 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. Review of Related Literature • Generation Y • New ideas, behavior, & characteristics (i.e. Self-entitlement) • Value worklife balance • More loyal to their careers than to the organization • Best qualities: hunger for constant learning & self-development • Generation Y employees value worklife balance more as compared to the other generations

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

6. Objectives • To determine the worklife balance status and level of organizational commitment of Generation X employees in the selected IT firm. • To determine the worklife balance status and level of organizational commitment of Generation Y employees in the selected IT firm. • To compare the similarities and differences in worklife balance status and level of organizational commitment between Generation X and Y employees in the selected IT firm. • To identify the effects of worklife balance on organizational commitment in the selected IT firm.

7. Significance of the Study • To check if Generation X and Y employees are experiencing the ideal level of WLB and OC • To show the specific effects of WLB and OC of the employees • To act as a defense against the criticisms on Generation Y • To reveal to the global workforce the findings on Generation Y in the Philippine setting • In a few years, Generation Y will be dominating the workforce!

8. Conceptual Framework Generation X and Y

9. Operational Framework Generation X and Y

10. Method • 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

11. Results • Respondents • Survey: • all 94 employees of the selected IT firm • Interview: • HR • 10 employees (5 Gen Y, 5 GenX)

12. Results • Gen X and Y – WLB balance Worklife Balance is significant on Organizational Commitment for both Generation X and Y (p=0.033141) • Moderate positive correlation between Worklife Balance and Organizational Commitment at cc=0.30 • Gen X – closer to significant level 0.05 (p = 0.091053) • Gen Y - Worklife Balance did not have a significant difference on Organizational Commitment for Generation Y at (p = 0.458313) *p-value significant at p<0.05

13. Results • Generation Y • WLB: • Both Saturday & overtime work are tiresome but does not affect their worklife balance • OC: • Most respondents are open to the idea of looking for better job opportunities outside of the company

14. Results • Generation X • WLB: • Company interventions on worklife balance are considered sufficient and just “okay” • OC: • Majority are loyal to the company and has no immediate intentions or plans to leave

15. Discussion: Worklife Balance • 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)

16. Discussion: Worklife Balance • Personal life interference with work (PLIW) • Similarities : • Value importance of personal life • Struggle to balance work and life considering 6-day work week • Appreciate Christmas party and outings

17. Discussion: Worklife Balance • Personal life interference with work (PLIW) • Differences : • The definition of personal life: time with family (X) vs. social life (Y) • effect of Saturdays to personal lives (Y) • request for flexible schedules (Y) (Lower & Schwarz, 2008) • proximity to residence (X)

18. Discussion: Worklife Balance • 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)

19. Discussion: Organizational Commitment • 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

20. Discussion: Organizational Commitment • 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)

21. Discussion: Organizational Commitment • 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)

22. Making the connection: WLB effects on OC • Gen Y • WLB do not have a significant effect on OC • 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

23. Making the connection: WLB effects on OC • Gen X – closer to significant level • WLB not significant on OC BUT is closer • Characteristics of Generation X • Skeptical • Self- reliant • Loyal • Attracted by promises of climbing ladders, paying dues, and cashing out at retirement

24. Making the connection: WLB effects on OC • Gen X and Y – WLB balance Worklife Balance is significant on Organizational Commitment for both Generation X and Y Other variables might have pulled up the scores

25. Conclusion • 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. Recommendations • Looking into the company culture as a possible variable • Study or compare to same or another industry or size of the company • Compare to another multinational or local company • May also look into family businesses • Comparing different departments (subcultures) • Repackage compensation schemes

27. Thank You!