What Does Indian Gen Y Construction Employees Seek from Their Organizations?
A conceptual model was developed by reviewing literature and then validated for Indian Generation Y employees within the age cohort of 20–30 years working in the Indian construction sector. The model empirically examined the influence of work values (extrinsic, intrinsic, status-related, freedom-related, and social-related) to perceived organizational support (POS) alongside its further influence on job attitudes - affective commitment (AC), felt obligation (FO), job satisfaction (JS) and turnover intention (TI) from 320 valid responses. The study establishes that this connected, unconventional generation seeks to balance both extrinsic and intrinsic values. Being transactional, they value organizational support towards achieving individual goals but will not shy away from taking up viable and promising opportunities if it comes their way.
- Bijapurkar, R. (2007), Winning in the Indian Market: Understanding the Transformation of Consumer India, Singapore: John Wiley & Sons.
- Blau, P. (1964), Exchange and Power in Social Life, New York: J. Wiley.
- Chen, Y. (2007), “Relationships Among Service Orientation, Job Satisfaction & Organizational Commitment in the International Tourist Hotel Industry”, Journal of American Academy of Business, 11(2): 71-82.
- Chen, P.J. & Choi Y. (2008). “Generational Differences in Work Values, a Study of Hospitality Management”, International Journal of Contemporary Hospitality Management, 20(6): 595-615
- Cohen, S. & Bailey, D. (1997), “What Makes Teams Work, Group Effectiveness Research from the Shopfloor to the Executive Suite”, Journal of Management, 23(3): 239-90.
- Dose, J.J. (1997), “Work Values. An Integrative Framework & Illustrative Application to Organizational Socialization”, Journal of Occupational & Organizational Psychology, 70(3): 219-40.
- Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P. D. & Rhoades, L. (2001), “Reciprocation of Perceived Organizational Support”, Journal of Applied Psychology, 86 (1): 42- 51.
- Eisenberger, R., Cummings, J., Armeli, S. & Lynch, P. (1997), “Perceived Organizational Support, Discretionary Treatment & Job Satisfaction”, Journal of Applied Psychology, 82 (5): 812-20.
- Eisenberger, R., Fasolo, P. & Davis-LaMastro, V. (1990), “Perceived Organizational Support & Employee Diligence, Commitment & Innovation”, Journal of Applied Psychology. 75 (1): 51-59.
- Eisenberger, R., Huntington, R., Hutchinson, S. & Sowa, D. (1986), “Perceived Organizational Support”, Journal of Applied Psychology, 71 (3): 500-07.
- Eisenberger, R., Rhoades, L. & Cameron, J. ( 1 9 99 ) , “Does Pay for Per formance Increase or Decrease Perceived Self-Determination & Intrinsic Motivation?” Journal of Personality & Social Psychology, 77 (5): 1026-40.
- Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. & Rhoades, L. (2002), “Perceived Supervisor Support, Contributions to Perceived Organizational Support & Employee Retention”, Journal of Applied Psychology. 87 (3): 565-73.
- Elizur, D. (1984), “Facets of Work Values: A Structural Analysis of Work Outcomes”, Journal of Applied Psychology, 69 (1): 379- 89.
- Elizur, D. (1996), “Work Values & Commitment”, International Journal of Manpower, 71(1): 25-30.
- Erickson, T. (2009), “Generational Differences Between Indian and the U.S”, Retrieved on 2th November 2021 from, https://hbr.org/ 2009/02/global-generations-focus-on-in
- Ghosh, R. & Chaudhari, S. (2009), “Intergenerational Differences in Individualism/ Collectivism Orientations: Implications for Outlook Towards HRD/HRM Practices in India and the United States”, New Horizons in Adult Education and Human Resource Development, 23(4): 5-21.
- Harley, B. (1999), “The Myth of Empowerment, Work Organization, Hierarchy & Employee Outcomes in Contemporary Australian Workplaces”. Work, Employment & Society, 13(1): 41-66.
- Judge, T.A. & Bretz J.D. Jr. (1992), “Effects of Work Values on Job Choice Decisions”, Journal of Applied Psychology, 77: 261-71. Kildron, A. (1978), “Work Values & Organizational Commitment”, Academy of Management Journals, 21(1): 119-28
- Lyons, S. (2003), An Exploration of Generational Values in Life & at Work, Unpublished PhD thesi s, Carlet on Univer sity, Toronto, Canada
- Lyons, S. (2004), “An Exploration of Generational Values in Life & at Work”, Dissertation Abstracts International, 3462A (UMI No. AATNQ94206)
- Maertz, C. & Griffeth, R. (2004), “Eight Motivational Forces & Voluntary Turnover, A Theoretical Synthesis with Implications for Research”, Journal of Management, 30(5): 667-83.
- McGuire, D., Todnem R. B. & Hutchings, K. (2007), “Towards a Model of Human Reso u rce S o l ut i o n s for Ac h i evi n g Intergenerational Interaction in Organizations”, Journal of European Industrial Training, 31(8): 592 – 608.
- Meyer, J.P. & Allen, N.J. (1991), “A Three Component Conceptualization of Organizational Commitment”, Human Resource Management Review, 1: 64-98.
- Mowday, R. T., Steers, R. J. & Porter, L. W. (1979), “The Measurement of Organizational Commitment”, Academy of Management Review, 8: 486-500.
- Parker, B. & Cusmir, L. (1990), A Generational & Sex-based View of Managerial Work Values”, Psychological Republic, 66: 947-50.
- Porter, L.W., Steers, R.M., Mowday, R.T. & Boulin, P.V. (1974), “Organizational Commitment, Job Satisfaction & Turnover Among Psychiatric Technicians”, Journal of Applied Psychology, 59: 603-09.
- Putti, J.M., Aryee, S. & Liang, T.K. (1989), “Work Values & Organizational Commitment, a Study in the Asian Context”. Human Relations, 42:275-88.
- Rajesh, S. & Ekambaram, K. (2014), “Generational Diversity in the Indian Workforce: An Exploratory Study”, International Journal of Managerial Studies and Research, 2(7): 54-64.
- Rhoades, L. & Eisenberger, R. (2002), “Perceived Organizational Support, A Review of the Literature”, Journal of Applied Psychology, 87: 698-714.
- Rhoades, L., Eisenberger, R. & Armeli, S. (2001), “Affective Commitment to the Organization, the Contribution of Perceived Organizational Support”, Journal of Applied Psychology, 86: 825-36.
- Rokeach, M. (1968), Beliefs, Attitudes & Values, San Francisco: Jossey-Bass.
- Roongrerngsuke, S. (2010), “Attracting and Retaining Multigenerational Workforce in China, India and Thailand”, SHRM Annual Conference, 2010 presentation. Retrieved on 12th November 2021 from, http://sapphire.shrm .org/annualconferenceondemand/2010-annualconference/ 6292010-attracting-retainingmultigenerational-workforce-china-indiathailand. aspx
- Settoon, R. P., Bennett, N. & Liden, R. C. (1996), “Social Exchange in Organizations, Perceived Organizational Support, Leadermember Exchange & Employee Reciprocity”, Journal of Applied Psychology, 81: 219-27.
- Smola, K.W. & Sutton, C.D. (2002), “Generational Differences: Revisiting Generational Work Values for the New Millennium”, Journal of Organizational Behavior, 23: 363-82.
- Srinivasan, V. (2012), “Multi-generations in the Workforce: Building Collaborations”, IIMB Management Review, 24 (1): 48-66
- Super, D. (1962), “The Structure of Work Values in Relation to Status, Achievement, Interests & Adjustment”, Journal of Applied Psychology, 46(4): 231-39
- Super, D. (1973), “The Work Values Inventory” in Zytowski, D. G. (ed.), Contemporary Approaches to Interest Measurement, Minneapolis MN: University of Minnesota
- Taplin, I. & Winterton, J. (2007), “The Importance of Management Style in Labor Retentions”, International Journal of Sociology & Social Policy, 27(1/2): 5-15.
- Warr, P., Cook, J. & Wall, T. (1979), “Scales for the Measurement of Social Work Attitudes and Aspects of Psychology”, Journal of Occupational Psychology, 52: 129-48
- Wayne, S. J., Shore, L. M. & Liden, R. C. (1997), “Perceived Organizational Support & Leader-member Exchange, A Social Exchange Perspective”, Academy of Management Journal, 40: 82-111.
Abstract Views: 50
PDF Views: 0