Corresponding Author: Susi
Adiawaty
E-mail: [email protected]
INTRODUCTION
Human development is a development that is punctuated
by various stages of life. This involves a cognitive, emotional, and behavioral
experience. Over time, differences in attitudes or values are often attributed
to generations. The existence of this generation means that individuals can be
observed based on their nature, characteristics, and life cycle (Solikha & Purba,
2022). A generation is defined as a group of people born in
the same era, shaped by the same time, and influenced by the same social
markers; in other words, a generation is a group united by age and stage of
life, conditions, and technology, events and experiences ("Analysis
Differences in the Behavior of Generations X and Y in Considering Hotel
Attributes When Making Online Hotel Reservations," 2019).
The emergence of various generational groups is due to
historical events that have occurred alongside the ever-progressing development
of time. There are four common generational groups: Traditionalists, Baby
Boomers, Generation X, and Generation Y or Millennials. However, as the
generations age, Generation X and Generation Y attract the attention of many
researchers, given the significant numbers of these two generations dominating
the global population (Yasin et al., 2019).
Generation X is a generation born between 1961 and
1980. Generation repeat. Meanwhile, Generation Y is a generation born between
1981 and 2000, and they have the characteristics of being difficult to be loyal
to a brand, easily influenced by social media, very dependent on technology,
and looking for something that is trending but at an affordable price (Yasin et al. al.,
2019).
The mixed generation in the workplace is nothing new.
Organizations or companies need to understand and pay great attention to how to
deal with management, including when there is a gap in the meaning of work
attitudes between generations (Nindyati, 2017). The performance of individual employees greatly
influences the success of an organization. Every organization always tries to
improve employee performance to achieve goals. One indicator that can improve
employee performance is organizational commitment. Employees with high
commitment are expected to be able to produce optimal performance (Angraini et al., 2021). Organizational commitment is a strong desire to
remain a member of a particular organization, the desire to try hard in
accordance with the wishes of the organization, as well as certain beliefs and
acceptance of the organization's values and goals (Nurandini &
Lataruva, 2014).
Organizational commitment shows the psychological
state that identifies the organization and the various things that influence
the organization and behavior. When there is a high level of individual
commitment to an organization, this phenomenon leads to good results for the
individual and the organization (Raharjo et al., 2023). Organizational commitment has three dimensions of
attitudinal perspective, namely value commitment, which is a firm belief in and
acceptance of the goals and values of the organization; effort commitment,
namely a strong willingness to dedicate greater effort to benefit the
organization; and retention commitment is a strong desire to remain a member of
the organization (Khan et al., 2021).
Previous research conducted by (Azizah, 2019) shows that there are differences in affective
Commitment between Generation X and Generation Y of state civil servants. In terms of continuity
commitment, there is no difference in continuity commitment between Generation
X and Generation Y in the state civil service. Normative commitment shows that
there is no difference in normative Commitment between Generation X and Generation
Y of the state civil apparatus. The
novelty of this research is increasing organizational Commitment between
Generation X and Generation Y by analyzing the influence of empowerment and
values.
Organizational commitment has an important role in
improving employee performance. Bearing in mind that employees are the human
resources that organizations need, increasing employee performance through
organizational commitment is important. In an organization, there are various generations, so
the strength of commitment to the organization is affected. Thus, this research
aims to determine the difference in increasing commitment to the organization
between Generation X and Generation Y by analyzing the influence of empowerment
and values.
METHOD
This research uses
a descriptive method with a qualitative approach. Descriptive research is a
research strategy in which researchers investigate events and phenomena in the
lives of individuals and ask one or a group of individuals to tell stories
about their lives (Sundler et al., 2019). Meanwhile, qualitative research is a research approach
used to understand complex phenomena in depth through descriptive and
interpretive analysis of non-numerical data. This method emphasizes collecting
data in the form of narratives, words, or images that allow researchers to
explore subjective meaning from the participant's perspective in a natural
context (Abdussamad & Sik,
2021).
The data collection
technique is documentation, which can be interpreted as a data collection
technique through written materials published by the institution that is the
object of research (Yusra et al., 2021). These data sources include books, scientific journals,
articles, research reports, theses, and other documents that can provide the
information and insight needed. The data that has been collected is then
analyzed in three stages, namely data reduction, data presentation, and
conclusion.
RESULTS AND DISCUSSION
Companies are required to have
quality human resources (HR) (Cahyani, 2019). Human resources in a company have roles and functions that are
very important for achieving company goals. Human resources here include all
humans in the organization, namely those involved in the company's operational
activities from the lowest level to the top level (top management); even though
they are at different levels, all elements of human resources have the same
role. Regarding whether or not the company's goals are achieved, neglect of one
part results in hampering the achievement of the company's goals. The success
or failure of a company in achieving previously set goals depends greatly on
the capabilities of its human resources or employees (Melizawati, 2015).
Employee performance will have a
significant impact on company performance. The performance of employees cannot
be separated from the commitment of employees. Organizational commitment is
defined as an employee's alignment with a particular organization as well as
its goals and desires to maintain membership in that organization (Sutanto & Ratna, 2015). Someone who has a strong desire is available to work for the
sake of the organization and believes in the organization is a member who has
high commitment or is committed to the organization/group. When someone is
committed to an organization or group, it means that he or she must adapt to
the values and norms that exist in that organization and also match the steps
toward the same goal (Abni & Hamdani, 2023).
Organizational commitment can be
used to reflect employee attitudes that are useful for the organization.
Organizational commitment to the organization is an important attitude measure
that can be used to evaluate the ability of workers to survive in an industry (Atrizka et al., 2020). Individual commitment to the organization is considered
important because employees who have a high commitment to the organization will
have a professional attitude and uphold the values agreed upon within the
organization (Yunus & Syahribulan, 2022).
Employees who have a high
commitment to their company will also perform well. High commitment can be seen
from how much employees involve themselves in the activities of their
organization or company, inside and outside of their duties and responsibilities
(Utari & Heryanda, 2021). According to Meyer and Allen (Pane & Fatmawati, 2017), there are 3 levels of commitment dimensions, namely:
1.
Affective
commitment concerns the emotional attachment of work to identification with and
involvement in the organization.
2.
Normative
Commitment concerns workers' feelings of obligation to stay with the
organization because it is workers' feelings of obligation to do so.
3.
Continuity
Commitment involves commitment based on the costs associated with employees
leaving the organization. This may be due to loss of seniority for promotion or
benefits.
Kusumaputri (Addina & Nasution, 2022) revealed seven factors that can influence employee work commitment
to organizational commitment, namely:
1.
Job-related
factors
It is an
output that is related to work factors that are quite important at the
individual level, roles in work, and other less obvious things that will
influence organizational commitment, such as promotion opportunities and so on.
2.
Member opportunities (employee opportunities)
Member opportunities will affect organizational commitment; employees
who still have a high chance of working elsewhere will reduce employee work
commitment, and vice versa.
3.
Individual characteristics
Influential
individual characteristics such as age, length of service, level of education,
personality, and matters relating to the individual (character).
4.
Work
environment
The work
environment can influence work commitment; one of the work environment
conditions that has a positive impact on organizational commitment is a sense
of belonging to the organization.
5.
Positive
relationship
Positive
relationships mean that the relationship between members, both with superiors,
colleagues, and subordinates, and a sense of mutual respect will lead to high
work commitment.
6.
Organizational
structure
A flexible
organizational structure is more likely to contribute to increasing the
commitmentCommitment of its members, and management can increase the
commitmentCommitment of its members by providing them with better direction and
influence.
7.
Management
style
A management
style that is not appropriate to the context of its members' aspirations will
reduce the level of organizational commitment.
Performance is the result of
productivity and effectiveness based on the number of services produced or
resources used in production (Supomo, 2014). Performance can also refer to someone's behavior that is
relevant to company goals. Assessment of employee performance needs to be
carried out well because if employees have a decline in performance, education
and training can be carried out in order to get a better job in the future (Fermayani et al., 2023). Competent human resources with good performance can support
business success. On the other hand, incompetent human resources and poor
performance are competitive problems that can put a company at a loss (Pranata et al., 2020).
There are three generations of the
workforce in an organization or company, namely, the Baby Boomers generation
who were born between 1943 and 1960, the Xers generation (generation Most of
the current workforce consists of generation X and generation Y (Pratiwi et al., 2023). At this time, Generation Y is the dominant workforce that fills
human resource needs. Generation Y are individuals born in 1980-2000. This
generation was born in the era of the development of information technology and
the world of education, so it has different characteristics compared to
previous generations. For example, generation Y pays more attention to aspects
of work-life balance than Generation X. Each generation has different
characteristics. Gen Y is critical when doing something. The fact that what
Generation Y will do must have added value for them individually so that what
Generation Y does will be in line with what they expect.
Generation Y is a generation that
grew and developed during the development of technology in human life.
Generation Y can have greater access to information and technological
developments. Generation Y is a generation that is able to utilize social media
as a daily activity, which is different from Generation X, the previous
generation (Adiawaty, 2021). Meanwhile, the Generation X group does not like bosses who only
give orders without any role models. At first, generation X tended to be
doubtful or lack trust in powerful superiors. As a result, the Generation X
group will test their superiors first. The act of testing can be in the form of
attitudes or actions to determine the capacity of the leader. This is, of
course, different from the second largest group, namely Generation Y. In the
eyes of Generation Y, even though they test authority figures, they will look
for authority figures if they need guidance or guidance in their work.
If we look at the characteristics
of Generation X or Generation Y, there are several possible reasons why
interactions between employees from different generations are mostly only
related to work. Firstly, several previous studies found that Generation X
generally has a skeptical, closed, and very independent attitude. This makes
Generation X interact less with other generations outside of work-related
matters because they prefer to focus on themselves. Apart from that, generation Y tends to
change places of work because this generation has several work preferences that
are difficult to fulfill. This makes Generation Y have less time to interact
with other generations outside of work-related matters because the time they
have is spent more on adapting to their new job, compared to building informal
relationships with other generations ( (TI, 2021).
Generational
differences have an impact on communication styles, technology needs,
professional development options, expected work environment, compensation and
benefits, leadership styles, and the effectiveness of reward systems. Employers
need to identify the characteristics of each generation and pay attention to
the work environment for the productivity of employees from each generation.
Employers need to provide employees with the information and skills needed to
understand the characteristics of each generation. The different and unique
characteristics of generations X and Y need to be addressed well so that
companies can face challenges related to organizational commitment. Companies
must pay attention to more than just the quantity of production and also human
resources to be able to compete in this era of globalization (Amin & Rahmiati,
2018).
The
results of the analysis show that Generation Y tends to show a higher level of
commitment to the organization than Generation X due to differences in
perceptions of empowerment and organizational values between the two
generations. Generation Y, which tends to be more open to participation in
decision-making and places great value on flexibility, innovation, and
opportunities for development, is more accepting of and encouraged by
empowering practices in organizations and values that align with their personal
and professional aspirations. Meanwhile, generation Therefore, understanding
these differences can help organizations design human resource management
strategies that are more effective and appropriate to the characteristics of
different generations.
CONCLUSION
Based on the
research results, it was found that there is a significant difference in the
level of commitment to the organization between Generation X and Generation Y,
which can be attributed to differences in perceptions of empowerment and
organizational values. Generation Y tends to show higher levels of commitment
commitment because they are more open to participation in decision-making and
value flexibility, innovation, and opportunities for development. They accept
and are encouraged by empowering practices within the organization and values
that align with their personal and professional aspirations. On the other hand,
Generation X, although recognizing the importance of empowerment and
organizational values, maybe more skeptical or have lower expectations, which
affects their level of commitment to the organization. Knowledge of these
differences allows organizations to design human resource management strategies
that are more effective and appropriate to the characteristics of different
generations.
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